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Talent Development

Sustain Your Organization Through Employee Mentorship

Your organization is unique. You are successful because there is something different about what you do and how you do it. Now, how can you best communicate that to your next generation of leaders?

Your organization is unique. You are successful because there is something different about what you do and how you do it. Now, how can you best communicate that to your next generation of leaders?

Employees with potential to become your top talent of tomorrow probably don’t have all the skills and knowledge they need walking through your doors. But, I bet they have the drive and determination to get there if you help them out.

Plan for the future by mentoring new leaders today

The experience and insights of your best employees cannot be passed down through an instructional manual. Pair up the best of the new and the experienced for a seamless transition of information. Mentorship programs allow you to  retain the knowledge collected over the years by your senior employees.

Mentorship programs help you attract and retain top talent

Offering mentorship programs shows your employees and potential employees that you value their growth and are willing to invest in helping them get what they need to take you into the future. Millennials probably aren’t working in their desired career now. They are struggling to get the experience and skills they need to become the leaders they desire to be. Providing them support to learn and grow with you is a great way to attract and retain them.

Create better employees through mentorship

Mentorship programs encourage participants to become aware of their strengths and skills so they can share them with others. This practice gives your employees an opportunity to learn about themselves; they might develop talents and strengths they didn’t realize they had.

Asking participants to share with others shows that you value your employees for their skills. Organizations with mentorship programs have committed, productive, confident employees poised to move into leadership roles.

Start a mentorship program in your organization

As you create your program, you need to consider a few important questions:

  • What do you want from the mentorship program?
  • What will the structure look like; who will participate?
  • What will be the nature of interactions between mentors and mentees?
  • How you will evaluate if the program is working?

Be as creative as you like; mentorships don’t necessarily need to pair the experienced with the inexperienced. Take Microsoft for example; they implemented an innovative mentorship program to attract outside talent by pairing up people at the same level.

We naturally form mentee/mentor relationships. I’m sure you can think of a mentor you’ve had who helped shape who you are today whether it be professional or personal.

Your organization is likely already filled with casual mentee/mentor relationships. Developing a formal program shows that you value these relationships and provides structure to ensure that they are as beneficial for your employees and the future of your organization as possible.

Do you have a mentoring program in your organization? Share your mentoring successes here. We’d love to hear from you!

Zs came of age in an era of disruption

In many ways, it’s symbolic that Generation Z is named after the last letter in the alphabet because their arrival marks the end of clearly defined roles, traditions, and experiences. After all, Gen Z is coming of age on the heels of what has been referred to as the most disruptive decade of the last century. America has become an increasingly changing and complex place.

For example:

  • ‍Zs were born into a “modern family era” in which highly involved dads help out at home, and the nuclear family model (two parents, married, with children) represent only 46% of American households.
  • ‍Zs are the first generation to be born into a world where everything physical, from people to places to pennies, has a digital equivalent.
  • From the time they were infants, Zs had access to mobile technology. As a result, their brains have been trained to absorb large amounts of information, and Zs are especially adept at shifting between skills and subject matter.
  • Zs tend to have crystal-clear memories of sitting up for the first time at six months old because they can easily and quickly reference the photos and videos their parents shared on social media or saved in the “cloud”. 

Members of this generation have undoubtedly been shaped by crisis and disruption. This generation will largely be responsible for confronting the aftermath of the Great Recession, high youth unemployment, the effects of climate change, terrorism, energy sustainability, and more. These dark events have undoubtedly made this generation more cautious and pragmatic, but they have also provided this generation with the inspiration to change the world – and their grit will likely allow them to do it.

Coming of age during disruption means that most Zs will be comfortable being the disruptors. While Millennials tend to be collaborative and innovative, this generation tends to be sincere, reflective, thick-skinned, and self-directed, and will likely approach work in much the same way.

Zs were raised to be competitive

In the era following World War II, Boomers (1946-1964) were born and eventually became the wealthiest, most prosperous generation in history. Raised to aspire for the American Dream, this very large generation moved into positions of power and influence, and served as the workforce majority for 34 years.

With the American Dream alive and well, Boomers had no reason to teach their children, mostly Millennials, about competition. Instead, they taught them to focus on academic achievement and to be team players because if everyone works hard, everyone can win.

Enter Generation X (1965-1981). In contrast Boomers, Xers came of age during a time when change and economic and political uncertainty began to take root. They have lived through four recessions, struggled with debt and economic decline most of their lives, and watched the best educated and accomplished generation of all time (Millennials) graduate during the Great Recession and become the most debt-ridden generation in history.

Gen Xers can be defined by their independence and anti-status quo approach to life, and they have taught their Gen Z children to be competitive, believing only the best can win. They have encouraged their children to be realists, finding something they are good at and aggressively pursuing it.

Xers have raised their Zs with an intense focus on competitiveness -- in academics, sports, and other activities. This approach to parenting has many implications, but one stands out in terms of business: Gen Z is likely to lead.

Millennials in the workplace created and aggressively advocated for collaborative work environments. In fact, their aversion to leadership has been so strong, some Millennials sought out companies that boasted boss-free or team-managed workplaces.

In contrast, Zs have been raised with an individualistic, realistic, and competitive nature. They have been taught the skills to successfully defy the norm. This means we’re going to see the pendulum shift away from collaborative workplaces towards a widespread demand for, and pursuit of, leadership development.

Zs are career-focused.

While Millennials have been criticized for their “delayed adulthood”, Gen Z is showing signs of “early adulthood”. Educators and parents often describe this generation as being more serious and contemplative about the world. Zs are thinking about their career paths and exposing themselves to career training at an earlier age than Millennials. It’s probable that some of this early onset of adulthood is caused by parents, who are pressuring their children to be competitive and successful and to avoid the debt that plagued both the Gen Xers and Millennials.

The numbers from our global research found 46% of Gen Z said they know what career to pursue and 51% have taken a class at school focused on their career interests. Forty percent joined an extracurricular program (team, club) based on their career interests.

Zs are seeking financial security. 

Zs have been shaped by the aftermath of the Great Recession. They watched Millennials become debt-ridden and are concerned about falling into the same trap. XYZ University’s survey results show 66% of Zs said financial stability is more important than doing work they enjoy, which is the exact opposite of Millennial survey results.  Also, 71% of survey-takers have a paying job.

Zs value leaders who are positive and trustworthy.

When presented a list of leadership traits, Zs ranked positive and trustworthy the highest. While Millennials and Gen Zs both value trust in a leader, Millennials usually cite collaboration and vision as most important. In other words, Millennials focus on the outcomes leaders inspire, whereas Zs are more likely to consider leaders’ attitudes and personalities. To Z, what leaders encourage others to do isn’t as valuable as how they make them feel.

 

Zs want to be challenged.

Both Millennials and Gen Zs place a very high value on feeling challenged and appreciated in the workplace. However, according to our survey results Millennials rank appreciation slightly higher than challenge, whereas Zs rank feeling challenged slightly higher than appreciation.

Time will tell how Zs go down in history, but we know this generation’s influence on history will be unlike any other.

 

Does your organization have what it takes to engage the next generation? Take this quiz to find out.

 

Sarah Sladek is CEO of XYZ University. Our generational intelligence can assist you with engaging and retaining young talent and members.

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