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Succession to the Middle: Identifying and Nurturing Young Talent (Is there an App for that?) Dr Phil Lambert.

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Presentation on theme: "Succession to the Middle: Identifying and Nurturing Young Talent (Is there an App for that?) Dr Phil Lambert."— Presentation transcript:

1 Succession to the Middle: Identifying and Nurturing Young Talent (Is there an App for that?) Dr Phil Lambert

2 What are the issues? What are the issues? World impacts on the perspectives of Gen Ys World impacts on the perspectives of Gen Ys Characteristics of Gen Ys teachers Characteristics of Gen Ys teachers The Interactive Bit The Interactive Bit Implications for Leaders and Mentors of Gen Ys in the Workforce Implications for Leaders and Mentors of Gen Ys in the Workforce

3 Demographic Double-Whammy – baby boomer principals and middle executives retiring at the same time Demographic Double-Whammy – baby boomer principals and middle executives retiring at the same time “5 Career Changes” – well... guess what? “5 Career Changes” – well... guess what? Baby Boomer Schooling “systems” Gen Ys Baby Boomer Schooling “systems” Gen Ys Experience Gap Ambition Experience Gap Ambition Career Planning; Research: Succession Planning and Schools Career Planning; Research: Succession Planning and Schools Caveat: Generalising about Generations Caveat: Generalising about Generations What are the issues?

4 Technologies - such as the internet; ; SMS; DVD; PlayStation; Xbox Technologies - such as the internet; ; SMS; DVD; PlayStation; Xbox World events - such as the Thredbo Disaster; the Columbine Shootings; the New Millennium; September 11; the Bali Bombing; and the Invasion of Iraq World events - such as the Thredbo Disaster; the Columbine Shootings; the New Millennium; September 11; the Bali Bombing; and the Invasion of Iraq Fashions - neon colours; grunge wear; sports clothing; body piercing Fashions - neon colours; grunge wear; sports clothing; body piercing Health - such as HIV and DNA profiling Health - such as HIV and DNA profiling World Impacts on the Perspectives of Gen Ys

5 Values Gen Ys tend to value: fun and enjoyment fun and enjoyment diversity diversity social awareness social awareness friendship friendship Characteristics of Gen Y Teachers

6 Attitudes Gen Ys tend to exhibit the following attitudes: outcomes not processes outcomes not processes enjoy the now enjoy the now organise work around life (not life around work) organise work around life (not life around work) respect is earned not given respect is earned not given why wait for career advancement – no need to work my way up why wait for career advancement – no need to work my way up Characteristics of Gen Y Teachers

7 Personality traits Gen Ys tend to be: confident confident cynical cynical assertive assertive sociable sociable demanding demanding optimistic optimistic values driven values driven Characteristics of Gen Y Teachers

8 Lifestyle Choices Gen Ys tend to favour: short term pleasures over long term outcomes short term pleasures over long term outcomes enjoyment before commitment enjoyment before commitment living in the parental home longer than previous generations have living in the parental home longer than previous generations have social life social life friends friends Characteristics of Gen Y Teachers

9 What current structures in your organisation (at either the local or systemic level) are likely to frustrate Gen Ys and limit their capacity to contribute or willingness to stay? What current structures in your organisation (at either the local or systemic level) are likely to frustrate Gen Ys and limit their capacity to contribute or willingness to stay? What new messages might be needed to draw Gen Ys to your workplace and keep them long enough for mutual benefit? What new messages might be needed to draw Gen Ys to your workplace and keep them long enough for mutual benefit? Which characteristics of Gen Ys are likely to be in conflict with some entrenched practices and behaviours of the profession? Which characteristics of Gen Ys are likely to be in conflict with some entrenched practices and behaviours of the profession? Which characteristics of Gen Ys present the basis for re-invigorating the organisation? Which characteristics of Gen Ys present the basis for re-invigorating the organisation? Here’s the Interactive Bit…

10 They see themselves as leaders, even in the early stages of their careers. They told us that when they become disheartened other professional roles – lawyers, journalists, artists, activists – whisper in their ears (Coggins et al, 2010) They see themselves as leaders, even in the early stages of their careers. They told us that when they become disheartened other professional roles – lawyers, journalists, artists, activists – whisper in their ears (Coggins et al, 2010) Many people assume that teachers enter the profession primarily driven by a love for children or for their subject matter… (the Gen Ys) identified a commitment to social justice as their primary impetus to teach (Coggins et al, 2010) Many people assume that teachers enter the profession primarily driven by a love for children or for their subject matter… (the Gen Ys) identified a commitment to social justice as their primary impetus to teach (Coggins et al, 2010) The goal need not be to create a lifetime teacher – that doesn’t fit this generation – but rather to make a promising 2 year teacher into a 5 or 10 year one (Coggins et al, 2010) The goal need not be to create a lifetime teacher – that doesn’t fit this generation – but rather to make a promising 2 year teacher into a 5 or 10 year one (Coggins et al, 2010) What the Literature Says…

11 The decision to teach often stems from the desire to use their knowledge and experience, at least for a portion of their diverse careers, to improve the world around them (Behrstock-Sherratt and Coggshall, 2010) The decision to teach often stems from the desire to use their knowledge and experience, at least for a portion of their diverse careers, to improve the world around them (Behrstock-Sherratt and Coggshall, 2010) This is the “Baby on Board” generation who wore helmets and knee and arm pads, (and who have) been given awards and recognition just for participating (Walker, 2009) This is the “Baby on Board” generation who wore helmets and knee and arm pads, (and who have) been given awards and recognition just for participating (Walker, 2009) This generation wants personal contact with and support from the principal…They want administrators to visit them in the classroom… they like to go into the administrator’s office, chat, and have personal connection with them (Walker, 2009) This generation wants personal contact with and support from the principal…They want administrators to visit them in the classroom… they like to go into the administrator’s office, chat, and have personal connection with them (Walker, 2009)

12 They also want to know all about you and don’t mind revealing information about themselves (Coley, 2009) They also want to know all about you and don’t mind revealing information about themselves (Coley, 2009) School leaders must work differently than they have in the past to harness this potential, using what they know about Gen Y teacher characteristics to recruit and retain the highest performing among their ranks (Behrstock and Clifford, 2009) School leaders must work differently than they have in the past to harness this potential, using what they know about Gen Y teacher characteristics to recruit and retain the highest performing among their ranks (Behrstock and Clifford, 2009) A school’s attempts to accommodate Gen Ys may bother some veterans of the profession. Veteran teachers often do not understand Gen Ys’ need for constant feedback; they may view Gen Ys’ self confidence and motivation as arrogance (Behrstock-Sherratt & Coggshall, 2010) A school’s attempts to accommodate Gen Ys may bother some veterans of the profession. Veteran teachers often do not understand Gen Ys’ need for constant feedback; they may view Gen Ys’ self confidence and motivation as arrogance (Behrstock-Sherratt & Coggshall, 2010)

13 Motivators Motivators Leadership qualities Leadership qualities Leadership actions/strategies Leadership actions/strategies Organisational attributes Organisational attributes Implications for Leaders and Mentors of Gen Ys in the Workforce

14 Sheahan (2005) identifes motivators for Gen Y employees as: Sheahan (2005) identifes motivators for Gen Y employees as: - culture - team - management style - flexibility - conditions - salary McCrindle (2006) found that Gen Ys: McCrindle (2006) found that Gen Ys: - don’t seek a job as much as an opportunity - seek a workplace culture with variety, flexibility, fun, training and a preferred management style - don’t worry about the size of the organisation - don’t value salary alone as a drawcard - want a clear reason to join the organisation Motivators

15 Behrstock and Clifford (2009) found the following leadership qualities association with retaining Gen Ys: Behrstock and Clifford (2009) found the following leadership qualities association with retaining Gen Ys: -leaders who back up teachers when faced with student behaviour issues or parent complaints -leaders who demonstrate competence, trustworthiness and fairness and who genuinely respect teachers -leaders who are communicative and more democratic than authoritarian in style -leaders who distribute leadership and reach collective goals by empowering teachers based on their areas of expertise Leadership Qualities

16 In developing Gen Ys for leadership roles leaders need to support them by: In developing Gen Ys for leadership roles leaders need to support them by: -providing feedback on individual performance -providing information about future opportunities in the school -being a resource or source of ideas for development options -supporting individuals who are examining career goals -acting as a sounding board -setting realistic expectations Leadership Actions/Strategies

17 Strategies for shared leadership succession by Gen Ys (Albion and Gutke, 2010: Strategies for shared leadership succession by Gen Ys (Albion and Gutke, 2010:General: -Empower all for leadership -Provide opportunities for collaboration -Support career development and planning Specific -Allow flexible work options -Celebrate achievements and value individuals Leadership Actions/Strategies

18 The organisations that are likely to attract and retain Gen Ys for leadership positions will have the following attributes (Terjesen et al 2007): The organisations that are likely to attract and retain Gen Ys for leadership positions will have the following attributes (Terjesen et al 2007): -invest heavily in training and development -variety in daily work is a feature -have a friendly, informal culture -merit determines career advancement -do not consume all hours of your day/night/weekend -enable you to use the skills you have -care about their employees as individuals -have clear options for long-term career progression -there is scope for creativity in your work -include an internationally diverse mix of colleagues -there is some freedom to work on your own initiatives -are dynamic and forward thinking Organisational Attributes

19 Collaboration and Shared Practice High Quality Evaluation Frequent Feedback on Effectiveness Differentiated Support Gen Y Support Practices Effective Instructional Technology American Institutes for Research, 2011

20 Enough


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