Janice Ware

The article discusses the learning and technological challenges essential to bridge the generation gap of training multigenerational workforce. It suggests organizations to accept generational differences and provide multiple training options, communications and tools so that each generation will achieve its goals. It is essential to place experience employees in transforming the institutional knowledge, and communication must be tailored according to generation's individual styles. Training staff needs organizational support as well as additional training to have a better understanding of their role as well as design instructional content in new formats.

TRAINING Tomorrows WORKFORCE

 Global skills development that begins with first-level leaders or individual contributors is more effective than delaying such efforts until candidates reach higher leadership levels, asserts the latest global leadership study from the American Management Association (AMA) and the Institute for Corporate Productivity (i4cp). This sixth annual global leadership study, Developing Global-Minded Leaders to Drive High-Performance, is based on input from 1,358 business leaders from more than 90 countries, and provides a comprehensive overview of global leadership development across all regions and industries. However, this collaborative examination of effective global leadership development found many companies’ global performance at risk: Only half of organizations make it a priority to develop leaders’ global skills and competencies, and only a third describe their development efforts as effective. According to Sam Davis, AMA’s vice president for customized consulting solutions. “For organizations seeking to encourage a global mindset among emerging leaders, the study is both urgent and authoritative.” What’s more, i4cp’s Chief Research Officer Kevin Martin explains that the business case to develop leaders with global skills and competencies is very clear. “We’re seeing a trend emerge from our research that indicates that organizations must look at leaders through a different lens.  Business skills and acumen remain critical, but are now table stakes. It’s the ability to influence and drive collaboration across cultures, boundaries, and borders that has the greater variability on global leadership effectiveness and can make the biggest difference,” says Martin. “To have sophisticated executives prepared to take key positions at the head of a global organization means having to start early, and integrating global skills into training for first-level leaders. Organizations that haven’t take steps to do so will pay a price later on. Addressing this pressing need calls for commitment, resources and an enlightened and informed approach beyond just skills-building,” adds Davis in a written statement.  Exploring the ways in which high-performance organizations help leaders build the skills and sophisticated perspective needed to achieve and sustain business results in the global marketplace is the core focus of Developing Global-Minded Leaders to Drive High Performance. Key findings from the study include:Global development that begins with first-level leaders or individual contributors fuels success. Delaying such efforts until candidates reach higher leadership levels has a negative effect on development effectiveness.Business and financial acumen are fundamental capabilities for leaders; social skills are the real differentiators in the global environment.Experience is a powerful teacher. Active, experiential learning transcends on-the-job training and builds global leaders.Global mindset is a distinctive characteristic of effective global leaders. Embracing cross-cultural diversity and driving collaborative relationships within and beyond organizations are hallmarks of this evolved perspective.Indeed, the study identifies several elements that promise to improve program effectiveness in a meaningful way. One key recommendation is that companies must ratchet up efforts to develop leaders early in their careers to have global skills and competencies, preferably within a distinct program and at least by including such focused curriculum within a general leadership development program.Unfortunately, there’s a lot involved in developing a global mindset, and not all of it is even quantifiable,” observes Janice Hyslip, career planning and leadership development manager for global oilfield services firm Schlumberger. She explains in the report that even for a company renowned for opening global mobility and exposure to diversity to all employees, defining the global mindset can be elusive—not mention developing the experiences required to create a global mindset. This is a testament to the challenges organizations face in global leadership development. Developing Global-Minded Leaders to Drive High Performance explores those findings and the development approaches that distinguish top competitors in global business—the next practices that drive both organizational performance and effective global leadership development.

Want a Global Mindset? Integrate Global Skills into Training for First-Level Leaders

When it comes to negotiating salaries, I often hear:“I was always taught that if you ask for more money during the interview, you won’t get the job.”“I blurted out an amount, and now I regret it. What if I don’t get the job?”“You can negotiate? I had no idea. I thought you always had to take the initial offer and that was it.”Sound familiar?Myth-BustingWhen you ask for more money during negotiations, what’s the worst-case scenario? You won’t get the job? Think again.According to Fidelity, 85 percent of Americans who countered on salary, benefits, other compensation, or all three got at least some of what they asked for.Approached properly, nearly any offer can be improved. Think total compensation, not only the monetary salary.MoneyTalking about money often makes people uncomfortable. But if you don’t talk about money during the interview process, it can cost you.A Glassdoor study found the average American could be earning $7,500 more per year than their current annual base salary. Ouch!Raises are based on current salaries. So, a lower initial salary has a compounding effect. Some studies estimate that failing to negotiate can cost you up to $600,000 or more over the course of your career. According to Linda Babcock of Carnegie Melon University, this cost can be as high as $1 million to $1.5 million over the course of a career.Why Negotiating Your Initial Offer MattersConsider this salary comparison:Initial offer: Janice takes the initial offer of $73,000. She gets a cost-of-living raise of 3 percent, so her salary becomes $75,190.Negotiated offer: Lori negotiates and starts at $80,000. Add the 3 percent cost-of-living raise, and her salary becomes $82,400.Impact: A difference of $7,210. And that’s just the first year.The increased salary also affects 401K contributions, bonuses, and more, because they’re often based on a percentage of one’s base salary.Show Me the MoneyWhile pay transparency has increased in recent years, with 60 percent of employers stating a desire to provide more transparency, not all employers take the same approach. One in nine workplaces admits resisting pay transparency altogether.If a salary or salary range is not provided in the job post, during the salary negotiation phase of your interview, your goal is to have the interviewer name a salary first. This gives you a starting point for negotiating.NegotiateTo position yourself effectively when negotiating your salary, use this framework:KnowShowOWNKnow: Know your value in the marketplace. Salaries can vary based on years of experience, level of expertise, role, industry, and geographic region. Several online tools can help you benchmark your market value, including salary.com, payscale.com, or your professional association’s latest salary survey.You can also explore sites like Indeed, Glassdoor, and Vault to get information. Better yet, talk to people you know in similar roles. Bonus: Talk with someone who’s recently left the organization where you’re interviewing and get the inside scoop on the salary range.This information gives you leverage.Know what you want beyond salary. You’re negotiating the whole compensation package. Does the company offer bonuses, stock options, hybrid or remote work, continuing education, paid time off (PTO), or paid sabbatical? Other perks may be available as well.When I coach people on salary negotiation, we dive deep and tailor the coaching, research, and strategy for their targeted role. Next, we role-play it. I play the role of hiring manager and ask tough questions.Does this work? Yes! My client Tracie said, “I was offered a position at a company I specifically targeted at 23 percent over my current wage.”Show: Show proof of performance through your documented achievements, special projects, and most importantly, your quantified results.Showing how you made money, saved money, or improved productivity in some way demonstrates to an employer not only that can you do the job but also that they’ll net an exponential return on their investment in your salary.A potential employer wants to know what’s in it for them (WIFT). Let this be your focus during an interview. It shows the contribution you can make to their success.Position your achievements in ways that are relevant to the organization and tie your work to the company’s goals. You’ll be able to do this more effectively by researching the organization ahead of your interview. This strategy also helps the interviewer (or your next boss) picture you in the role. For more power during your negotiation efforts, bring a plan demonstrating how you’ll hit your goals.People I’ve coached net results; this year one of my clients netted a $15,000 bump in base salary offer, a $10,000 sign-on bonus, more PTO, and a performance-based raise when she hits the goals she outlined during the interview.Own: You did the work. Own it! Communicate your results powerfully, positively, clearly, and confidently during the interview process.The work you do documenting your achievements—focusing on quantifiable results—will help you build your confidence, as will rehearsing your approach ahead of the interview.Congratulations! Now you’re ready to rock your salary negotiations!When you land your great offer…Get the Offer in WritingHandshake deals and verbal offers won’t do. Always get your offer in writing, including the extra perks you negotiated.Good luck! For more job search help, access my free job search action plan here.

Janice Ware

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