MANAGING AMULTI‐GENERATIONALAND WIRED WORKFORCE · •Manage a wired, multigenerational, and...

MANAGING AMULTI‐GENERATIONAL ANDWIREDWORKFORCE

IIA CENTRAL OHIO CHAPTERPRESENTER: ANN M. BUTERA, CRP PRESIDENT

Notes:

OBJECTIVES

This session will enable you to:

• Describe the factors which affect employee behavior and performance.

• Use a variety of techniques to motivate today’s employees.

• Manage a wired, multigenerational, and multicultural workforce.

• Use specific approaches to build bench strength within your audit department.

IIA OHIO CHAPTER ‐ MANAGING A MULTI‐GENERATIONAL AND WIRED WORKFORCE – ANN M. BUTERA

Notes:

FOCUSING ON TODAY’SWORK FORCE

Baby Boomers (1943‐1960) – also known as Boomers

Gen Xers (1960‐1980) – also known as Gen X, Xers, Post‐boomers

Millennials (1980‐2000) – also known as Gen Y, Nexters, Generation Net

Notes:

BABY BOOMERS (1943‐1960)

Driven to pursue personal gratification and growth, team oriented, “me‐oriented”, health and wellness

Service‐oriented, driven to perform, good team players

Not naturally budget‐minded, reluctant to go against peers, self‐centered

CORE VALUES

ON THE JOB ASSETS

ON THE JOB LIABILITIES

Notes:

GEN XERS (1960‐1980) Balance, diversity, technoliteracy, informality, self‐reliance, pragmatism, “you can’t have it all”, “I am a product available for sale to the highest bidder”

CORE VALUES

ON THE JOB ASSETSAdaptable, technoliterate, independent, unintimidated by authority, creative

ON THE JOB LIABILITIES Impatient, poor people skills, inexperienced, cynical

Notes:

MILLENNIALS (1980‐2000)

CORE VALUES

ON THE JOB ASSETS

ON THE JOB LIABILITIES

Determination, optimism, confidence, achievement, sociability, street smarts, diversity, civic duty, immediacy

Optimism, tenacity, multitasking capabilities, technological savvy

Need for supervision and structure, stumped by difficult people (coworkers and customers)

Notes:

Source: Workforce 2020

What matters to today’s employees

Notes:

Value collaboration

Desire meaningful work

Seek life‐work balance and flexibility

Want to build their capabilities

Prefer frequent feedback about their performance

Aspire to grow in their career

Millennials …..

Don’t you? Are the generational differences real?

Notes:

THREE KEYS TOMOTIVATION

• Autonomy

• Achievement

• Recognition

Notes:

MOTIVATING TODAY’S EMPLOYEES

Baby Boomers • Prefer a coaching leadership style.

• Use a personal touch to communicate that they will make a difference.

• Point out where they can excel.

• Focus on near‐future plans and challenges.

• Provide individual recognition, even if it was a team effort.

• Reward work ethic and hours.

Notes:

Gen Xers• Prefer a collaborative work environment

with a hands‐off management style.

• Offer flexible hours.

• Create an informal work environment.

• Allow them lots of freedom regarding how the work is done.

• Reward merit, not tenure.

• Offer lots of development opportunities.

• Keep written communication brief and bulleted.

• Provide lots of projects to juggle.

• Provide mentors who act like coaches.

Notes:

Millennials • Prefer an inclusive style.

• Engage with them.

• Provide clear and balanced orientation (i.e., the good and the bad).

• Offer lots of training.

• Provide mentoring programs that pair the Millennials with seasoned staff.

Notes:

Guidance for feedback frequency

Notes:

13 WAYS TOMOTIVATE, RETAIN, ANDMANAGE AWIRED, MULTIGENERATIONAL, ANDMULTICULTURALWORKFORCE

1. Where practical, accommodate flexible and non‐traditional work schedules.

2. Create social opportunities.

3. When appropriate, accommodate remote working arrangements.

4. Be sure to answer their “why” questions before they even ask them.

Notes:

5. Respect, capitalize, and optimize Millennial's technological and electronic savvy to leverage technology in your audit methodology.

6. Use technology to stay in constant communication on each project.

7. Where you can, give authority.

8. Don’t bore or ignore them – keep assignments interesting and solicit their input.

Notes:

9. Provide the right individual coaching and training to each of your team members.

10. Invest in your team members, so they will in turn invest in their role and the organization.

11. Communicate to each team member specifically how their role adds value to the overall goals of the department and the organization.

Notes:

12. Bring resolutions to professional‐organizational conflict –“stick up for your team member”.

13. Create an ongoing and meaningful exchange with each team member that communicates the value they add to the process. Connect with them personally.

Notes:

FIVE APPROACHES TO BUILD BENCH STRENGTHWITHIN

YOUR AUDIT DEPARTMENT

• Be explicit about required and needed competencies

• Create career paths to preserve institutional memory and technical acumen

• Employ a structured approach to training

• Foster shadowing and create opportunities for exposure

• Create strategically relevant MBO projects that target and develop critical audit management competencies

Notes:

WRAP UP & Q&A

Notes:

You don’t become the thing you THINK about all the time.

You become the thing you DO all the time.

Martin Rooney, Founder – Training for Warriors

Notes:

Questions?

solutions@wholepersonproject.com

Ask me about my new book!“Mastering the Five Tiers of Audit Competency:

The Essence of Effective Auditing”

Over 30 years of experience speaking at internal audit conferences and consulting with audit departments of all sizes to provide auditors with the tools and techniques needed to improve risk management practices within their organizations.

Former Audit Committee Chair.

Columnist and webinar leader for Protiviti’s KnowledgeLeader.

MBA in Organizational Development from Adelphi University. Summa Cum Laude graduate of Long Island University/C.W. Post College.

Ann M. Butera

Owner & President of The Whole Person Project, Inc.CRP (Certified Risk Professional)

Notes:

MANAGING AMULTI‐GENERATIONALAND WIRED WORKFORCE · •Manage a wired, multigenerational, and...

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