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Making Productive a Dynamic Workforce

  Oct 23, 2015
 

The business/work environment is changing very rapidly as four generations collide in the workplace. The traditional leadership style modeled on ‘administering and directing’ is currently facing a paradigm shift weighing over today’s model which requires ‘guiding and inspiring.’ Nevertheless, grasping the dynamics of today’s workforce remains as eminent and as wanting.

According to the 2015 Deloitte Millennial Survey, millennial employees think that the world of work needs to have a resent of focus; from a profits and personal reward oriented environment, to a people enriching and communal good outlook.

A good understanding of the multifaceted workforce is the first step in developing an effective leadership strategy, tells Mrs. Anne Gitau, Commission Secretary, Salaries and Remuneration Commission, who was the guest speaker in the MBA in Healthcare Management program.

Here are Mrs. Gitau’s assessments on making fruitful of the millennial and dynamic workforce.

Traditionalists

These people have either worked for the same employer or in the same field their entire professional career and they thrive on stability.

They are characterised by hard work, dedication, sacrifice, respect for rules and honor.

Baby Boomers

Although they are now nearing retirement age, the baby-boomers still constitute a significant part of today’s workforce.

They are loyal employees, yet are more focused on personal growth and gratification over the goals of the company, making them more likely to switch jobs. (Post WW II to 1964)

Generation X

This generation is more independent and confident than any previously known generation. They adapt quickly to change and are more accepting of diversity. Generation Xers need immediate gratification, leading them to sacrifice their personal lives for advancement and goal achievement at work

Millennial

The Millennial workforce is one of the most important groups whose influence is projected to grow. This group is adaptive to change, tech-savvy, achievement oriented, diverse and communal. These traits manifest themselves through the need for independence and autonomy, challenge and variety, entrepreneurial traits, distrust of hierarchy and authority, lack of loyalty and unwillingness to commit, desire for fund and communal workplace and need for work-life balance. (1980’s – 2000).

ADAPTING OUR LEADERSHIP STYLES

  • The advances in technology leading to greater efficiency means more and more organisations are embracing new working patterns
  • Mobile and flexible working styles are increasingly becoming the rule rather than the exception, with more companies embracing the new working style.
  • Some managers hesitate to accept flexible working styles, seeing it as a recipe for a distracted and unfocused workforce. But the evidence suggests that adapting this new leadership style can actually lead to increase in staff productivity
  • By adapting mobile and flexible work styles, organisations can make significant savings in utilisation of office space.
  • Similarly the use of technology such as video conferencing facilities can reduce the need for face to face meetings leading to significant savings – both monetary and environmental

ARE WE SETTING THE RIGHT SKILLS?

  • To find the right person with the right skills for the job has never been easy. But today, there is an overwhelming competition for talent on a global flat playing field.
  • The education system has been moving too slowly in meeting the rising demands for high-skilled jobs in the technical and services sectors; many graduates often lack workplace basics like effective teamwork skills, oral and written presentation skills and the self drive to manage their own learning and work.
  • An initiative to help schools move closer to learning designs that better prepare students for success is the Partnership for 21st Century Skills (P21). They have created a framework that identifies the key skills for success

SRC’S FOCUS ON PEOPLE

Competition for talent is fierce in the 21st century and we focus on attracting, developing and retaining the best talent in our markets. We adopt the BUY, BORROW and BUILD approach for talent mapping and talent retention.

The buy bracket simply entails market mapping for talent, and strategic hires for specific skills which can be attained through graduate trainee programs, and such like strategies. The borrow strategy can be implemented during short- term assignment plans, Strategic projects and internal movements. As for the Build Strategy, this is crucial in Short and Long term assignments, Accelerate career development, Career mapping, Succession planning, and Overall learning and development agenda.

Bottom line is: For Millennial, conducting business with a purpose that goes beyond making profits is critically important in determining the kind of company they want to work for and the kind of company with whom they are willing to do business.”



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