MCTadmin
MCTadmin
MCTadmin
MCTadmin
MCTadmin
While it is true that Workplace Politics are at play in every organization, it does not necessarily mean that there is discrimination in the workplace. Not all politics are bad and understanding how the interconnections between a team of people can lead to success for each team member as well as the company.
There are currently five generations in the workforce, and employers faced with mass retirements of Baby Boomers are looking for ways to prepare for the changes that will result. This course examines the history and reality of the generation gap.
This course explores whether defining the actual limits of each generation is most important, or whether the merits of people within the context of employment is the bigger issue. Understanding others helps us to understand ourselves and to manage the people that we work with. We will explore problems, solutions, and strategies to help overcome issues of the generation gap.
To begin, participants will look at how the generation gap is defined and where it comes from. Participants will also determine similarities and differences amongst themselves.
As individuals, we have more in common at work than we may think. This session will teach participants how finding things that are in common can be useful when deciding how to approach differences.
This session will look at common generation definitions in an effort to understand their history.
During this session, participants will explore generation-specific factors that affect retention and recruiting.
This session will review the pre-assignment and explore common generalizations.
During this session, participants will identify targeted ways to appeal to different generations.
Participants will learn how succession planning and coaching can increase an organization’s sustainability.
Next, participants will learn how to use the generation gap to their advantage when developing retention strategies.
To wrap up the day, participants will explore how to make our workplace engaging.
