Training Magazine Middle East Q3 2015 | Page 84

So what is different?

The approach should be with the groups learning styles firmly in mind. They are more tech savvy, free thinking and confident. Sitting them in a training room for a week is not going to be the best approach. We need to adapt the style completely to the Millenial and it does take some consideration.

So, whilst it seems simplistic; for example, dealing with technology, innovation and culture — a focal point of leadership development for previous generations — will largely take care of itself. Leadership and development for millennials, paradoxically, must put much more emphasis on the traditional foundations of effective management.

A good tick list to consider our learning approach to the Millenial is as follows:

Consider technology

This era is very tech savvy and responsive to online presence. They’re digital natives. They’ve grown up online, and they expect to be connected 24/7, so they don’t really adhere to previous generations’ steadfast notion that an office is the only place where work can be done.

They have honed the ability to communicate in nuanced ways through many channels. If anything, their biggest communications challenge may be learning to be effective when they are physically present.

Confidence

On the whole this group is a very confident and success hungry crowd, they need to encouraged with skill to fit the workplace. Their heroes are entrepreneurs, and even if they aren’t out on their own, millennials will embrace organizations where they’re allowed to operate as “intrapreneurs.” They want to work with purpose and make a difference.

Traditional Learning

Moving from an individual contributor position to a leadership role requires millennials to have more complex required skills such as negotiation,

conflict management and coaching.

And they likely will have to apply these skills to manage multigenerational mixes of former peers (often friends) and more experienced (Gen X or even baby boomer) employees.

Language It sounds an odd concept, but consider the language and approach to learning, there is a whole new language out there is you look! course, it is up to you just how ‘’down and hip’’ you wish to get…

Just by stopping and considering who we have tapping on our talent management arenas of tomorrow will make a considerable difference.

Paula Jane Cox is a partner for Lumina Learning in the Middle East. She has over 18 years experience in consulting with leaders and decision-makers to improve business effectiveness, the bottom line and engaging employees on a global scale.

http://www.luminalearning.com

Training The Next Generation - Feature

84 | TRAINING MAGAZINE MIDDLE EAST Q3 2015