Learning strategies for a changing workforce
| DOI | https://doi.org/10.1108/SHR-08-2017-0052 |
| Date | 13 November 2017 |
| Published date | 13 November 2017 |
| Pages | 255-260 |
| Author | Robin Hoyle |
| Subject Matter | HR & organizational behaviour,Employee behaviour |
Learning strategies for a
changing workforce
Robin Hoyle
Robin Hoyle is based at
Huthwaite International,
Wentworth, UK.
Abstract
Purpose –The purpose of this viewpoint is to highlight the generational difference in the workplace and
how blanket learning strategies no longer work.
Design/methodology/approach –Working with four generations of the same family may be only a
mathematical possibility in real life, as the generations usually defined when discussing workplace age
diversity relate to demographic categories. However, these categories are much loved by marketers
and those who favour broad stereotypes over a more thoughtful understanding of differing needs,
characteristics and aspirations.
Findings –The authors cannot define what will work on the basis of generational generalisations.
Understanding the “three justs” requires them to understand their learners as individuals who want to do
their job to the best of their abilities.
Originality/value –Exclusive commentary and angle by Robin Hoyle, Head of Learning Innovation at
Huthwaite International, which – having trained 30 of the FTSE 100 companies – is one of the world’s
leading sales and negotiation training providers.
Keywords Change management, Diversity, Employee engagement, Culture, Coaching,
Learning and development
Paper type Viewpoint
For the first time in history, there is the potential for four generations of employees in
the workforce at the same time. While it may be odd to think you could be working
alongside your great granny, it is not out of the question as the age at which
employees can afford to retire extends ever upwards.
This may be only a mathematical possibility in real life, as the generations are usually defined
when discussing workplace age diversity relate to demographic categories. However, these
categories are much beloved by marketers and those who favour broad stereotypes over a
more thoughtful understanding of differing needs, characteristics and aspirations.
Some Traditionalists – those born before1945 – are still in the workplace. While this may still be
a little unusual, it is significantly more common than it once was. The Office of National Statistics
in the UK reported over one million people beyond state retirement age still working in 2016.
Having much better health for longer, a career which has defined them and adult children still
relying on their parents for support, many of those in their 70s are still working.
The Baby Boomers – those born between 1946 and 1964 – are more numerous than any
other generation but are also beginning to leave the workforce. This creates two pressures
for organisations – how to maintain the skillset of those who stay and replace the expertise
and experience of those who leave.
One key feature of those over 50, but within the “normal” range for retirement, is that
opportunities to move jobs may be fewer than they once were. Quite simply, most over 50s
report a significant lack of interest from firms who characterise this demographic as being
DOI 10.1108/SHR-08-2017-0052 VOL. 16 NO. 6 2017, pp. 255-260, © Emerald Publishing Limited, ISSN 1475-4398 STRATEGIC HR REVIEW PAGE 255
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