Values Shift : Recruiting, Retaining and Engaging the Multigenerational Workforce

by Izzo, John B.

• ISBN13: 9780978097400
• ISBN10: 0978097408
• Edition: 2nd
• Format: Paperback
• Copyright: 2007-04-01
• Publisher: Fairwinds Pr

Summary

These are some of the values shaping the workplace today. Over the past five years there has been a marked difference as to why people stay at one company and not another. An understanding of this changing dynamics is essential for business leaders who want to continue to attract and keep the very best employees. Values Shift defines how and why our work ethic has and will continue to change. It focuses on the six major values people expect the workplace to honor. As well, it offers practical ideas on what companies and managers can do to retain and inspire the people they need and value. Book jacket.

Table of Contents

Winning the Changing Workforce	p. 1
The Retention Game: Why Bother With Values?	p. 3
Retention: the new game	p. 9
Hard time fining good people? Get used to it!	p. 12
But are these shifts new?	p. 16
Forces That Have Changed How We See Work	p. 18
Family
Changing parenting and family patterns	p. 20
The affluence factor	p. 22
Changing family structures	p. 24
The Economy
Now that work is like, it had better be a good one	p. 29
Society
Consumerism and spiritual hunger	p. 30
Democracy and the Internet	p. 33
Technology
Putting it all together	p. 36
Understanding Demographic Differences in Work Values	p. 37
The age issue: A tale of three generations	p. 40
The gender gap	p. 50
Diversity	p. 53
Values	p. 57
The Six Expectations of the New Work World	p. 63
The Expectation of Balance and Synergy	p. 65
Extreme flextime	p. 67
A balanced "diet"	p. 73
Responding to the shift toward balance	p. 79
Roots of the balance revolution	p. 82
More than time	p. 86
What does the desire for balance mean for your business?	p. 87
Responding	p. 91
Assessing your company for balance	p. 97
The Expectation of Work as a Noble Cause	p. 101
What business are you in? Mission statements that inspire loyalty	p. 108
Demonstrating the connection	p. 112
The new corporate citizen	p. 118
Altruism on company time	p. 120
Why people are drawn to values driven companies	p. 124
Assessing your company for noble cause	p. 128
The Expectation of Personal Growth and Development	p. 131
Learning new skills	p. 133
Training is a philosophy, not a class	p. 140
Helping people manage their careers	p. 142
Discovering oneself at work	p. 147
Promoting growth or pay the price	p. 150
Assessing your company for development	p. 156
The Expectation of Partnership	p. 159
Communication above rank	p. 163
Open books	p. 172
Performance-based pay	p. 174
The practices of partnering leaders	p. 177
Vigilance and attention to symbolism	p. 182
Assessing your company for partnership	p. 187
The Expectation of Community at Work	p. 190
Is the expectation of community new?	p. 193
It all begins with values: The new company town	p. 195
Creating a place where people feel connected	p. 197
Building community across rank	p. 203
Making fun a priority	p. 205
Community: It can't be left to chance	p. 206
Assessing your company for community	p. 210
The Expectation of Trust	p. 212
The aftermath of downsizing	p. 215
New-style loyalty	p. 220
The ingredients of trust	p. 223
Assessing your company for trust	p. 238
Leadership Values Self-Assessment	p. 241
Generational reference guide	p. 247
Getting Started	p. 257
Leading In the Wake of the Shifts	p. 259
Retention is a philosophy before it's a strategy	p. 261
Will the shifts shift?	p. 264
The first step: An honest assessment	p. 268
The second step: Transferring the knowledge	p. 271
Where to start the knowledge transfer strategy	p. 272
Imitation: The worst form of strategy	p. 274
Doing something us more important that waiting for perfection	p. 276
A final benediction	p. 277
Table of Contents provided by Ingram. All Rights Reserved.