Emerging Leaders Report 2011 Engaging and Retaining Young Emerging Leaders
Alicia Cur*s www.aliciacur)s.com www.emergen.com.au alicia@aliciacur)s.com
aliciacurtis
About the Author Alicia Cur*s is one of Australia’s most experienced mentors of young leaders. She has managed her own leadership development consultancy since 2002, working with thousands of young people aged 12 to 35 years old. Alicia’s talent is in developing engaging leadership programs that inspire young professionals to step up in their careers and community. She is a Professional Member of the Na*onal Speakers Associa*on of Australia and received the Western Australian Excellence in Speaking Award in 2008. Alicia also holds a Masters in Business Leadership. Alicia herself has had a diverse range of leadership experiences including aMending the first Interna*onal Children’s Conference on the Environment host by the United Na*ons in 1995 when she was just 12 years old. She then went on to co-‐found her own Children’s Conference in Perth with three other young people when she was 13 years old. The organisa*on s*ll exists today as Millennium Kids. Alicia has held many leadership posi*ons such as State President of the Na*onal Speakers Associa*on in 2010, Na*onal Young Business and Professional Women’s Director from 2007 -‐ 2010 and she even ran as an independent candidate for the Federal Senate, being profiled on Sunrise and polling 7th out of 15 groups in the 2004 elec*on. Currently, Alicia leads one of Australia’s largest and most ac*ve online communi*es for young professionals called Emergen. This website ac*vates young emerging leaders through connec*on to people and resources, providing inspira*onal educa*on opportuni*es and promo*on.
www.aliciacur*s.com www.emergen.com.au
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Execu-ve Summary Young emerging leaders serve as a reservoir of talent and ambi*on that is ready to be harnessed by innova*ve organisa*ons. This second edi*on of an annual report, that provides an understanding of the challenges and expecta*ons of young emerging leaders, gives organisa*ons the insight to effec*vely cul*vate their next genera*on of leaders. Our analysis is based on a recent survey of 204 young professionals across Australia.
Demographics of Survey Respondents ➡ 80% were the age of 30 or under with 63% female and 37% male ➡ 35% work for a na*onal company, 32% locally and 31% globally ➡ 37% work for a company with 1 – 50 employees, 8% with 50 – 100 employees and 52% over 100 employees
Summary of Survey Findings ➡ Lack of professional development opportuni*es as the biggest challenge in the workplace for young ➡ ➡ ➡ ➡ ➡ ➡
professionals (24%) followed closely by a suppor*ve environment (23%). 33% said exis*ng qualifica*ons (age, skills, experience and length of *me at the company) were the biggest barriers to leadership roles. Opportuni*es to lead was the highest scored op*on to ensure success in leadership responsibili*es and aspira*ons. 36% acknowledged that managing people and projects was the biggest challenge they face in a leadership role. The top four employer quali*es were great culture and staff, opportuni*es for advancement, training and development, and great pay. 56% said that either career development, promo*ons and moving into a leadership role, great culture or training and development would make them stay with current employer longer. 24% u*lize prac*cal experience as a method of upda*ng sod skills.
Key Recommenda9ons ➡ Develop clearly defined pathways to leadership roles that involve increased responsibility and ➡ ➡ ➡ ➡ ➡ ➡ ➡
influence. Create internal systems that can review performance and provide regular, construc*ve feedback. Provide con*nuous training and development opportuni*es through a variety of methods that include mentoring, trying new roles, and u*lizing online resources. Iden*fy new and challenging roles or assignments. Foster a suppor*ve and engaging environment that provides flexibility. Assess the current organiza*onal structure and address weaknesses in communica*on and leadership. Check with compe*tors in your industry to make sure your pay and benefits are fair. Share this report with senior management and key personnel.
** 9 key ideas for organisa9ons are listed in the Recommenda9ons sec9on on Page 19.
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Contents Execu9ve Summary
3
Introduc9on
5
Survey Methodology
5
Challenges in the Workplace
7
Pathways to Leadership
9
How to Succeed in Leadership
11
Recrui9ng and Retaining Young Professionals
14
Empowering Tomorrow’s Leaders Today
17
Conclusion and Recommenda9ons
19
How can Alicia help your organisa9on?
4
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Introduc-on
Young professionals serve as a reservoir of talent and ambition.
The opinions and comments of our survey respondents offer important insight for companies who wish to harness the potential of their rising starts.
One of the most cri*cal factors in an organiza*on’s success is its capacity to equip individuals with the skills and knowledge necessary for effec*ve and empowering leadership. Young professionals serve as a reservoir of talent and ambi*on. It is important for Human Resource and Talent managers to be informed on how to develop these emerging young leaders by understanding what they value and what they expect from their employers as they define their careers. In this report we provide an analysis of survey results for 204 emerging leaders throughout Australia. In an ini*al survey completed in 2010 we found that the next genera*on of professionals are seeking opportuni*es that are challenging and embedded in a suppor*ve and engaging environment. In our most recent follow-‐up survey we found that these sen*ments remain true. Most young professionals are eager to contribute their *me and effort for the progress of the companies they work for. In addi*on, they seek development of their skills and management abili*es through the guidance and encouragement of their colleagues. More importantly, the survey results highlight the necessity of organiza*ons to create clear pathways to leadership that allow emerging leaders to progress based on performance and not their age. The opinions and comments of our survey respondents offer important insight for companies who wish to harness the poten*al of their rising stars and develop leaders that will guide their organiza*ons into the future.
Survey Methodology The Emerging Leaders Survey was conducted online in November and December of 2010. The survey targeted a sample popula*on of self iden*fied young professionals. The survey was posted online at emergen.com.au, an online community for young professionals aged 20 to 35 who are passionate about excelling in their careers and community. The survey consisted of 15 ques*ons, several of which were open ended and allowed respondents to give detailed, candid commentary. The ques*ons centered on aMributes of the workplace, successes and challenges in leadership roles, and expecta*ons from current employers. Most of the respondents are ac*ve members of the online network emergen.com.au or a young professional network or associa*on. A total of 204 individuals responded to the survey ranging in age from 20 to 40 years
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old, with 80% under the age of 30. Sixty three percent are female and 37% men. Half of the respondents work for businesses with more than 100 employees and 36% work for business with fewer than 50 employees. There is an almost even distribu*on of respondents working in businesses that are local (32%), na*onal (35%) or global (31%). More than half of the respondents spend most of their *me in Western Australia, 16% in Victoria, 16% in New South Wales, with the remainder residing in other states/territories in Australia. The respondents work in a variety of industries with the top five being professional services, government, educa*on services, finance and insurance and health care and community services.
emergen activating emerging leaders Emergen.com.au Emergen is a collabora*ve online community that ac*vates young emerging leaders in Australia. It’s free to join and has a range of resources and ac*vi*es for young professionals.
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Challenges in the Workplace Respondents were asked to describe the biggest challenges they face as a young professional in the workplace. The most cited challenge was limited access to opportuni4es for professional development. Respondents provided specific examples of skills or knowledge that they wished to develop, including the following (in order of importance):
“I’ve been lucky to be in a workplace where I have respect from most colleagues despite my relative youth. I’ve managed people considerably older than myself and am sought for advice by all kinds of colleagues, including those significantly older.”
-‐ -‐ -‐ -‐ -‐ -‐ -‐ -‐
Managing professional rela*onships Managing projects and clients Strategic career planning Leadership Personal branding Overcoming the learning curve Networking U*lizing technology
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Young professionals highly value opportuni4es to develop their skills and experience. They are also eager to differen*ate themselves from their peers and to carve out a niche or special func*on in the workplace through their unique skills and knowledge. Respondents also iden*fied preferred methods of professional development which include mentorship, workshops, and opportuni*es to learn by experience. These preferences are further explored in this report. Twenty-‐three percent of respondents named a lack of a suppor4ve environment in their workplace as a challenge. Respondents acknowledged that this was a cri*cal element to their success and desire to
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be “supported, nurtured, and pushed forward” by their employers. Common complaints include:
-‐ -‐ -‐ -‐ -‐
Lack of recogni*on and credibility among colleagues and clients Limited engagement with senior level leadership LiMle to no demonstra*on of respect Not being trusted with or involved in sensi*ve maMers Not being considered for roles that require greater responsibility
Another significant challenge for young professionals is organiza4onal culture. The aktudes, beliefs and standards of an organiza*on as a whole determine how individuals and ideas develop. Respondents pointed out the following aMributes of their workplace as barriers to growth:
-‐ -‐ -‐ -‐ -‐
Lack of flexibility and resistance to innova*on Limited opportuni*es for advancement or development Office poli*cs or nega*ve environment Poor communica*on Ineffec*ve leadership
Young professionals desire to be supported, nurtured and pushed forward by their employers.
Young professionals believe that they can thrive in an environment that gives them “room to experiment and make mistakes.” They are also eager to implement new ideas and engage their colleagues toward more modern and effec*ve systems of management and thinking. Respondents cite their age and level of experience as a common barrier in the workplace. Young professionals would like their colleagues to treat them as equals and seek to be “judged by performance.” They want the knowledge and experience they already possess to be acknowledged and u*lized. Moreover, several respondents view their youth as an asset because they can bring a fresh and unique perspec*ve to the table. Another significant challenge for young professionals is personal development in the areas of work/life balance, *me management and maintenance of focus and produc*vity. They described varying commitments which include pursuing an educa*on, maintaining family responsibili*es and engaging in self actualizing work. Young professionals desire both balance and sa*sfac*on in the work that they do.
“[I want to be] judged by my performance, not age or experience.”
Other challenges that were men*oned by the survey respondents include: -‐ Receiving adequate pay -‐ Dealing with gender biases/discrimina*on (par*cularly for women) -‐ Finding a suitable job -‐ Mee*ng business objec*ves and expecta*ons
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Pathways to Leadership
“I believe being balanced also makes you a better leader as you are functioning at a more optimal level and also leading by example in regard to work life balance. ”
Survey respondents were asked to explain what holds them back from going for leadership roles at work. Twelve percent stated that they had no hindrances to leadership roles and several were already in leadership posi*ons. Thirty-‐three percent iden4fied their lack of qualifica4ons as a barrier to leadership roles. These qualifica*ons included the following (in order of importance):
-‐ -‐ -‐ -‐
Age Level of experience Knowledge and skills Length of *me with company
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Young professionals are aware that their age and perceived inexperience can serve as an automa*c disqualifica*on for leadership roles. They also note that insufficient resources for training and development further hinder their ability to reach for leadership posi*ons because they have limited opportuni*es to gain the necessary skills or experience. In addi4on, 15% of those surveyed cited organiza4onal culture and structure as a barrier to leadership. Common workplace hindrances include the following:
-‐ -‐
Compe**ve/aggressive environment Lack of apprecia*on and support
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-‐ -‐
LiMle to no encouragement of demonstrated leadership or innova*on Poor or ineffec*ve management
Young professionals associate leadership with the ability to contribute “new ideas or ways of doing business.” When there is a lack of openness in the workplace, they feel that their leadership abili*es are undermined. Young professionals are also weary of being perceived as “overly ambi>ous” among older colleagues. Others survey respondents stated that poor leadership and management by senior colleagues did not provide a clear path to leadership. Twelve percent say their own lack of confidence or mo*va*on serves as the primary barrier to leadership. Several respondents stated that their lack of confidence is rooted in a fear of failure or fear of direc*ng an older workforce. Others acknowledged that they were holding themselves back through self doubt, lack of energy or complacency. Another 12% of respondents blamed barriers to leadership on the lack of opportuni*es. This was oden due to a small business size or flat organiza*onal structure which resulted in liMle room for promo*on or growth. Four percent of respondents stated that they did not pursue leadership opportuni*es due to other *me commitments or distrac*ons. Other reasons that were given by respondents include the following:
-‐ -‐ -‐ -‐
Leadership opportunity not appealing Market condi*ons Already heavy workload Cultural barriers
“Management aren’t always open to new ideas or ways of doing business”
How to Succeed in Leadership In the 2010 survey, respondents were asked to describe what they would need to help them succeed in their leadership responsibili*es or aspira*ons at work. The top responses provided by survey respondents were mentors, training or skills building, more opportuni*es, stronger leadership and support from colleagues. These categories were in the 2011 survey for respondents to rate each one on a scale of 1 to 4, from least helpful to most helpful.
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“How do I succeed? I work on being proactive, learn from mistakes and do my best”
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The results reveal that young professionals find opportuni4es to lead the most helpful followed by strong leadership, training and development, support from colleagues, and a mentors in and outside of the workplace. This year, opportuni*es to lead replaced mentors as the most requested way to support young professionals succeed in their leadership responsibili*es or aspira*ons. Young professionals are seeking prac*cal experience within their workplace to develop their leadership skills. To be trusted and supported with leadership opportuni*es is a key strategy to engage and retain emerging leaders.
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To shed light on the young professional’s experience in leadership roles, survey respondents to elaborate on the challenges or frustra*ons they face as a team leader, manager or in any other kind of leadership role.
Challenges in Leadership
%
Managing people and projects
36%
Support and guidance from colleagues
15%
Organiza4onal culture
8%
Exis4ng structure or leadership
6%
Communica4on
6%
Balancing workload
6%
Decision making
5%
Recrui4ng and training quality staff
4%
Level of influence
3%
Age/Experience
2%
“There is no right or wrong way to manage a staff member, everyone has their own style and they have to find it. You can’t just pick up a manual and know it.”
More than one third of respondents stated the biggest challenge being the management of people and projects. The most difficult aspects of this responsibility include the following:
-‐ -‐ -‐ -‐ -‐ -‐
Keeping staff mo*vated and performing Engaging and organizing team members Handling diversity and varying personali*es Leading older staff Delega*ng tasks and responsibili*es Maintaining commitment to quality and deadlines
Many of the survey respondents understood their role as a leader as being one which they were responsible for “execu>ng the business strategy.” Others also stated that their success was “largely dependent on the performance of others.”
“The biggest challenge is older staff who are resistant to change and don’t appreciate having a leader considerably younger than them.”
FiTeen percent of respondents raised the issue of support and guidance of colleagues as a challenge in leadership roles. They view the lack of advice and recogni*on as a limita*on. This was experienced in various forms such as not having access to a mentor, ideas not being taken up or sugges*ons not taken seriously. Others also cited a lack of trust, respect and credibility as impeding their leadership ability.
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Eight percent of respondents held t h e o r g a n i z a * o n a l c u l t u r e responsible due to an ingrained resistance to change that dilutes their capacity to lead. Another 6% of young professionals blamed the poor organiza*onal structure and leadership that was not able or willing to respond to new ideas or issues. Six percent said their greatest challenge was balancing the wo r k l o a d t h at co m e s w i t h leadership. Areas of difficultly include *me management and conflic*ng obliga*ons. Others acknowledged decision making as a challenge when required to s h a re i nfo r m a * o n , m a n a ge finances, resolve problems or make judgment calls. Other challenging areas for young professionals include recrui*ng and training quality staff, lacking the appropriate level of influence, and handling biases due to age, gender or inexperience.
Recrui-ng and Retaining Young Professionals An employer’s success in aMrac*ng and retaining poten*al talent rests on its ability to align its goals with the values of emerging leaders. Survey respondents were asked to rate the quali*es they seek in an employer on a scale of 1 to 10, 1 being least important and 10 being most important. We found the most important quality to young professionals in our sample is great culture and staff. Other important quali*es include opportuni*es for advancement as well as training and development.
Employer Quali4es
“Money isn’t anything without the time to enjoy it.”
Ra4ng
Great culture and staff
8.76
Opportuni4es for advancement
8.47
Training and development
8.11
Work/Life balance
7.99
Great pay
7.47
Corporate social responsibility
7.24
Company brand
6.59
It is cri*cal for employers to note that while pay is important to young professionals, it is not the most important aspect that they look for in an employer. Employers should seek a more robust strategy that provides worthwhile opportuni*es in a suppor*ve and engaging atmosphere. More than anything, young professionals are looking for a great culture and team of staff. Young professionals have high expecta*ons of their employer, they expect to be trusted and supported by managers who have an interest in their career prospects and work sa*sfac*on. Young professionals see their workplace and work colleagues as a second family. They want inspiring role models to aspire to and work in teams that support each other. Opportuni*es to advance and professional development also rated highly. Young professionals are craving the opportuni*es to be challenged and broaden their experience. They can do this by advancing in their career or by taking up professional development opportuni*es.
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“I want to enjoy my work and believe I am doing something decent for the future.”
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“I want to work for a business that cares for and develops their staff the same way they care for their clients.”
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When asked how long respondents intend to stay with their current employer, 44% of our survey respondents expected 1 – 2 years. When comparing these responses to our last survey results, we found that there is a growing trend toward less 4me commitment to employers. There was a significant increase in respondents who intended to stay for 1 year and a significant decrease in those who intended to stay for more than 5 years. If employers are interested in reversing these trends, it is impera*ve that they align their reten*on strategies with the values of young professionals. We asked our survey respondents what would make them want to stay with an employer longer, the most cited response was opportuni*es for advancement in the form of career development, promo*ons and moving into a leadership role. Important Incen4ves to Stay with an Employer
%
Career development, promo4ons, moving into a leadership role
21%
Good people, great culture
20%
Coaching, training, mentoring, learning
15%
Opportuni4es, challenges, interes4ng work
10%
Fair pay
10%
Rewards and recogni4on
9%
Work/life balance and flexible hours
6%
Be`er benefits
4%
Be`er management, leadership, vision
4%
Nothing
2%
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These responses were also compared to the results from the previous survey and we found that several priori*es have shided for young professionals. When comparing the top five incen4ves from both survey samples we found that opportuni4es for advancement and great organiza4onal culture have increased in importance. Young professionals aspire to work in an organiza*on that “cares for and develops their staff” and ac*vely “reward loyalty and ini>a>ve.”
Top 5 Incen4ves in 2011 1. Career development, promo*ons, moving into a leadership role 2. Good people, great culture 3. Coaching/training/mentoring/learning 4. Opportuni*es, challenges, interes*ng work 5. Fair Pay
Top 5 Incen4ves in 2010 1. Opportuni*es, challenges, interes*ng work 2. Career development, promo*ons, moving into a leadership role 3. Fair Pay 4. Rewards and Recogni*on 5. Good people, great culture
“If I feel the company is genuine in it’s objectives and stays true to them, I would definitely respect them more. For me to stay longer with an employer depends on whether I have ownership over my role.”
Empowering Tomorrow’s Leaders Today Young professionals have made it expressly clear that they wish to contribute in the workplace through the development of their skills and leadership abili*es. Survey respondents were asked how they update their leadership skills and only 2% said that they do not ac*vely update their skills. Twenty-‐four percent of respondents preferred upda4ng their skills through prac4cal experience such as project management, new roles, volunteer leadership or external prac4ce such as freelance or community work.
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“I recently approached a well known figure in the industry to discuss him acting as a mentor. Results so far have been positive, he convinced me to speak at a conference and that I needed to move on from my employer, which I did!”
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Social learning was the second most preferred method with 22% of respondents sta4ng that they would like to develop their skills through observing or shadowing colleagues, having a mentor, receiving feedback or networking. Young professionals would also like to receive informal training opportuni*es through conferences or seminars either internal or external to the workplace. Many of the respondents ac*vely develop their sod skills outside of the workplace through reading, formal educa*on and self development. Young professionals access online resources such as blogs and also refer to books and ar*cles to stay relevant on current issues and develop their competencies.
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Methods of Leadership Development
%
A mixture of mentoring, online and experien4al learning
38%
Mentoring
22%
Formal educa4on
16%
Experien4al learning programs
16%
Online learning programs
4%
Other (prac4cal experience)
3%
To iden*fy which methods appeal to young professionals to develop their knowledge and skills in leadership we asked them to select from a list of op*ons. Almost 40% of respondents preferred a mixed method of mentoring, online and experien*al learning.
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Conclusion and Recommenda-ons
Young professionals want their employers to offer a challenging and supportive environment that purposefully guides them towards professional and personal development in a balanced approach.
This report offers a robust analysis of emerging young leaders to the benefit of organiza*ons that seek to employ them. Their candid responses deliver a clear message to organiza*ons about what they value and have to offer in the workplace. Young professionals want their employers to offer a challenging and suppor*ve environment that purposefully guides them towards professional and personal development in a balanced approach. This younger workforce is eager to grow and take on leadership roles that will allow them to try new ideas and move their organiza4ons towards greater innova4on and efficiency. However, they face significant barriers due to the lack of opportuni*es in the workplace as a result of their age or perceived inexperience and ambiguous or nonexistent pathways to leadership and development. In light of the challenges that exist in the workplace, young professionals are moving toward limi*ng the *me they commit to an employer as the job market picks up once again. Although this may cause more hesita*on when hiring young workers, employers ought not to be disheartened as there is much that they can do to curb this trend and increase the produc*vity and loyalty of this workforce. The following are our chief recommenda*ons based on the survey results:
-‐
Develop clearly defined pathways to leadership roles that involve increased responsibility and influence. Organiza*ons must ensure that these pathways are based on performance and not age. It must be evident to young professionals that upward mobility is possible and aMainable.
What to do? Organisa4ons can create a shadowing program for emerging leaders to spend 4me with senior leaders to get insight into possible future career paths ways.
-‐
Create internal systems that review performance and provide regular, construc4ve feedback. Mangers must be aware of and recognize the work of young professionals and provide guidance through one-‐on-‐one discussions or regular performance evalua*ons. By celebra*ng their accomplishments and refining their skills, young professionals can become a greater asset in the workplace.
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What to do? Instead of conduc4ng quarterly professional development plans, organise a monthly performance review that focuses clearly on construc4ve feedback and on one development ac4vity per month.
-‐
Provide con4nuous training and development opportuni4es through a variety of methods that include mentoring, trying new roles, and u*lizing online resources. Organiza*ons must build flexibility into the workplace that will allow individuals to take advantage of these opportuni*es.
What to do? Create your own Emerging Leaders Program by connec4ng five of your top senior leaders with a small group of your rising young leaders. Each quarter, senior leaders and young professionals could come together to build partnerships to share knowledge, discuss new ideas and promote communica4on.
-‐
This younger workforce is eager to grow and take on leadership roles that will allow them to try new ideas and move their organisation towards greater innovation and efficiency.
Iden4fy new and challenging roles or opportuni4es. These professionals want to be excited and passionate about the work they do and feel undervalued when they are given stagnate and monotonous work.
What to do? Create a couple new leadership posi4ons (champion roles) based on the strengths of young professionals such as social media, learning and development or community engagement/volunteering.
-‐
Foster a suppor4ve and engaging environment. By iden*fying and reducing persistent nega*vity, resistance to change and discrimina*on based on age or gender, employees can begin to build trust and respect for each other and forge connec*ons that lead to greater produc*vity.
What to do? Create a focus group to analyse the culture in your organisa4on and ac4vely work on ideas to create a posi4ve atmosphere and eliminate discrimina4on.
-‐
Provide flexibility in work schedules and encourage employees to take advantage of external opportuni*es or ac*vi*es. Young professionals enjoy developing their skills through volunteer opportuni*es or ac*ve par*cipa*on in community work. This will also contribute to beMer work/life balance.
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What to do? Become involved in or ac4vely promote volunteering opportuni4es in the community such as community board posi4ons or hands on volunteering. Not only will your emerging leaders enjoy the volunteering but they will build their skills too. Alterna4vely, find out what your young professionals are involved with already and promote within your organisa4on.
-‐
Assess the current organiza*onal structure and address weaknesses in communica4on and leadership. Young professionals thrive in an environment where they know they are following strong and capable leadership. It is important that managers clearly ar*culate goals and involve individuals at every level of the organiza*on.
What to do? Work on communica4on ideas or avenues that are fun and entertaining but also communicate important messages. You could create an entertaining magazine style communica4on, a video, year book or podcast series.
-‐
Check with compe*tors in your industry to make sure your pay and benefits are fair. Explore opportuni*es for other incen*ves such as publishing papers or interna*onal travel.
What to do? At the next leadership team mee4ng, invite five of your emerging leaders to join you to contribute five interes4ng incen4ves that could be put into prac4ce over the next 12 months.
Share this report with senior management and key personnel. It will allow them to get a better understanding of the challenges that their young professionals face.
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Share this report with senior management and key personnel. It will allow them to get a beMer understanding of the challenges that their young professionals face. Follow this up by discussing as an organiza*on what you can do to tackle the most common problems. Just being aware of these issues may help in terms of providing talented young people with respect and recogni*on.
What to do? Organise a cross-‐department think tank to understand this report and implement five ideas in the next six months.
Organiza*ons have access to tremendous poten*al in their young leaders. By understanding the value of young professionals and following the simple sugges*ons put forth in this report, companies can harness this poten*al into success. Through thoughpul considera*on and investment, mangers can ensure that they aMract and retain the brightest young minds.
Empowering Tomorrow’s Leaders Today
www.aliciacur8s.com
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Need help implemen-ng these ideas? Alicia Cur*s can help your organisa*on effec*vely implement the recommenda*ons in this report from facilita*ng focus groups to developing e-‐mags or videos for or with your young staff. As an example Alicia regularly provides the following services: 1. Emerging Leaders Programs Alicia can develop and facilitate a customised leadership development program for your young professionals. The basis is eight workshops, all of which have been developed from the unique challenges facing young professionals in the workplace, then the program can include other ac*vi*es such as excursions, showcases, speakers, prac*cal challenges and more. 2. Mee4ng of the Minds Bring together eight young professionals to foster and mentor at a monthly Mee*ng of the Minds. These sessions are unlike any normal workshop, they focus on the individual workplace challenges of par*cipants and provide monthly accountability on their professional goals in a safe environment. Mee*ng of the Minds are three hours long and run monthly. They challenge par*cipants to share their goals, overcome their workplace challenges and review their learning and development plans. 3. Management Presenta4ons Alicia can present the findings of this report to your senior management and facilitate a think tank session to gather the strategies to ignite the high poten*al employees in your organisa*on. 4. Emergen Membership -‐ Complimentary! E n co u ra ge yo u r yo u n g p ro fe s s i o n a l s to re g i ste r fo r E m e rge n -‐ www.emergen.com.au for a wide range of resources, events and opportuni*es. Alicia can provide all these AND MORE. Contact Alicia to start the conversa*on about how to engage your emerging leaders. Contact: Alicia Cur*s -‐ 0413 565 338 or alicia@aliciacur*s.com
aliciacurtis P.O Box 7273, Karawara WA 6152 + 61 8 9313 2880 alicia@aliciacur8s.com www.aliciacur8s.com www.emergen.com.au