Why is it important to get tapped on the shoulder?
It’s time to take 5 minutes with Greg Kinnaird!
– Innovation, Leadership and Motivation
The issues that we are experiencing today and the challenges they bring is same as getting tapped on the shoulder.
The shifts in the generation demographics and the desire for a better work-life balance will keep our labour market tight for the next 10 years – could this mean that we just got tapped on the shoulder ?
This will create the need for all organisations to put in place effective succession planning strategies to develop the competence and commitment of their emerging workplace leaders – the Generation Y’s.
In the next 5 to 10 years, nearly 40 percent of workers will be retiring and our wake up call be being tapped on the shoulder. There will be many workplaces with a growing skills deficiency that will automatically force management to become more reliant on improving systems and processes.
The Generation Y’s of the workplace are then best placed to take the lead role on these enabling projects. By doing so will allow them to be actively involved in the future direction and success of the organisation.
Capturing the corporate wisdom is absolutely vital
Companies are losing significant amounts of “corporate wisdom” when Baby Boomers start to leave and to avoid this vacuum, companies need processes in place that allow the emerging leaders to capture their wisdom – otherwise, organisations will be left with very significant labour, knowledge and management voids. Those companies that don’t head this call of being tapped on the shoulder will put themselves at risk.
Today, we’re seeing the signs of workplaces that are already over stretched, which is having a negative effect on productivity, staff morale and job satisfaction. They have found that an unwillingness to embrace technological change would be a hurdle for many business leaders.
A wise person can see more from the bottom of a well than a fool can from a mountain top
This is being seen in some companies which were banning various social media websites instead of encouraging their practical use and seeing their availability to their staff as a kind of “fringe benefit.”
Many bosses automatically assume that such sites will be abused and don’t see that mastering the use of such technology can sometimes be a skill that will have a future application within a business context.
