The Working Environment Of Westfield State University

Over time, organizations have adapted and refined the way that mentoring is used in their companies. For example, mentors now help the person to solve problems, navigate through the culture at a company and even advance their career. This, in turn, will create a person that is ready to lead and manage.

“After a century of trying to control people, processes and information, we have come to a point in organizational history where we need to recognize that what worked before just simply isn’t enough anymore.” This goes to prove that over time just like everything else evolves our behaviors towards our colleagues has to evolve as well. And management has to learn the new behaviors of his/her employees. The Millennials and generation Z needs to know that they are appreciated and need to be challenged before they get bored, hence the reason why managers need to learn

The generational span is exceedingly larger today than in the prior history of our nation. The multiple generations consist of the veterans 1922-1945, the baby boomers 1946-1964, the generation X 1965-1981, and, the generation Y 1982-1999, in addition, upcoming millennial generation born 2000-2016 (Murray, 2013). There frequently are misconceptions and misunderstandings based on the differing perspectives of each generation. Moreover, as an effective leader, one must comprehend and acknowledge the characteristics of each generation and utilize these individualities to mentor and motivate the staff they are leading (Hendricks & Cope, 2012). In addition to considering the impact of the generational

The makeup of today’s workforce is changing, it is estimated that the “millennial” generation will outgrow the Baby Boomers to be the largest living generation in the United States. This poses some unique opportunities and challenges for private, public, and nonprofit sectors. For the public sector they will need to understand how this generation wants to engage in the workforce. For the continued success of the San Francisco Controllers office, I recommend to develop strategies for both recruitment and succession planning for this new generation. Understanding current organizational gaps, millennial motivations in the workforce, and capitalizing on this generation’s desire for skill and leadership development, will ensure that the Controller’s Office will be able to carry out their goals for the future.

Mentors are influential, senior organizational members with advanced experience and knowledge committed to providing perception to a mentee’s career development. A mentor supports a mentee’s views of self within a work role as well as it supports the mentor’s sense of self for the valuable wisdom and experience they have to share.

Many employers are challenged with handling the millennial due to the lack of proper understanding of this generation since there is plenty of myths, propagated through anecdotes and assumptions. However the separation of the myths and the facts is important for an organization so as

While viewed as disrespectful, this generation respects their elders; however, but due to their upbringing, they’ve been treated with respect from parents, teachers, counselors, and demand the same thing from employers. Instead, managers should spell out the rules of their workplace in vivid detail so Gen Zers know exactly what is expected of them and exactly what they need to do to meet and exceed expectations and put themselves in line for greater potential

Each generation has developed a set of values and postures that are different from one another. Organizational settings should understand these generational differences in order to be more effective in leading a multigenerational workforce (Al-Asfour & Lettau, 2014). Leadership Training on the Generational Gap & Age Discrimination solutions are an important issue concerning creating a training programs to combat age gap problems in the workplaces. This might help to lower discrimination violations and complaints in the workplace and to the Human Rights Commission. Society in America has become much large in age gaps in labor this is not myths, but a mere reality that needs plans for solutions.

To attract and retain people, it is essential that organizations design and successfully implement pro- grams and processes that develop people and nurture their talents. For those who aspire to a leader- ship role, the opportunity to engage in mentoring relationships with senior-level leaders is a powerful way to accelerate growth. In the majority of informal mentoring relationships, mentors and protégés share similar racial, gender, and cultural backgrounds. Senior leaders in most large organizations are still primarily white males. As a result, it can be difficult for people from diverse

This quantitative study will discover the amount of coaching U.S. Millennials want to receive from supervisors and if coaching will affect workplace engagement. The purpose of conducting research is to increase the knowledge of the processes underlying the evolution, development, maintenance, alteration, control, or biological significance (Jackson, 2010). Furthermore, a quantitative study uses already tested and validated theories about how and why an event occurs (Jackson, 2010). Past research has demonstrated Millennials prefer different leadership styles than previous generations, workplace fun does positively impact performance, and Millennials will terminate their employment when they are not engaged (Gallup, 2016).

Mentoring is an action related to developmental supports and relationships “between two individuals, normally of unequal status and experience, the mentor and the protégé” (Bozionelos, Bozionelos, Kostopoulos, & Polychroniou, 2011, p. 446). Mentoring is a three way approach to support individual (protégé), managerial/supervisory (mentor) and organizational needs, expectations and goals (Dunn & Jasinski, 2009). Protégés can benefit from the mentor relationship through career recognition and satisfaction, while mentors can benefit through a rejuvenation of interest and engagement, increased power and position, and work related accesses (O’Neill, 2005). Bonzionelos et al. (2011) has shown a correlation between socio-emotional supports, positive career success and positive work related attitudes and engagement for both mentors and protégés. Research provides a framework of support for organizational benefits including enhanced organizational learning, competitive advantages, motivated employees, increased performance, and employee retention (O’Neill, 2005). Mentoring systems for new hires provides new employees with a staff person to support the learning process and be accessible for assimilation during the onset of the orientation period (Kiazad, Holtom, Hom, & Newman, 2015).

Effective leaders of my age are faced with a few challenges, quite a few actually. One being the generational divide that currently exists between four different workplace peer groups: Traditionalists, Baby Boomers, my age group of Generation X, and Millennials. Aside from increased global diversity, our workforce has mushroomed with generational cultures as well. Young associates of today are the future leaders of tomorrow, yet there is an obligation to honor the long-term commitment of our older associates. When bridging these distinct generations,

Implementing a strong mentoring program that fosters individual and personal growth within the company is vital for the future of this firm. This includes setting up and maintaining a mentoring program. The mentoring program will be set up with individuals from all levels of achievement, that are willing to devote a portion of their time to the firm’s prosperity.

Smallwood (2016) suggest, women who have broken the glass ceiling and climbed the corporate ladder need to show their experiences and goals with other women. According to Ball (2015), women across the globe are becoming more educated and finding greater opportunity to be financially independent. Women are acquiring leadership roles in the 21st century and are climbing the corporate ladder quicker than any time-period in history. Women are not only climbing the corporate ladder but they are also paving the way for other women. Women need to mentor and help younger women in their career goals. Climbing the corporate ladder and mentor programs are accustomed to Diane Frederick. Diane was asked, “Do you believe mentor/coaching programs are important to the success of leaders especially women? Diane replied (personal communication, February 12, 2008) “mentoring/coaching problems are great but they need to be done on an individual level rather than training. A mentor that has four mentorees is not productive and does not have the same effect.”

When it comes to Millennials, there is nothing that screams “business as usual.” Consequently, savvy leaders who want to remain successful in the global business arena, must concede their current method of attracting, engaging, developing and retaining Millennials as future global leaders is ineffective. Therefore, today’s leaders must develop a more compelling strategy to entice Millennials into leadership. Failure to use strategic foresight to recognize trends regarding future organizational trends and take timely actions to change their tried and true, old school philosophy regarding developing and retaining talented employees will result in losing the competitive edge, which is driven by technology-laden Millennial’s who are poised to innovation.