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Training Features

Training managers – how to make sure you are getting more bang for your training buck

Edited by: Matthew Wood – writer

Google the words ‘’how to choose a training provider” and you will get over four million hits. That is a lot of advice readily available. So why then does this remain an on-going thorn-in-the-side for many mining training managers?

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Multi-generational workplace relationships – what does it mean for the mining industry?

By Cindy Payle – The Skills Portal

For the first time in history, organisations are experiencing the dynamics of three distinct generations operating in the workplace all at the same time. These are the Baby Boomers (born 1946 to 1964), Generation X (born 1965 to 1981) and Generation Y/Millennials (born 1982 to 2000). Each has a unique identity that impacts how they approach working relationships and what they need to be actively engaged at work.

Generational differences have a big influence on the workplace, and mining organisations need to actively deal with generational diversity by understanding these differences, adjusting their management and communication styles to bring out the best out of each generation, and finding ways to engage the younger generation.

The Generation Y/Millennials have extremely high expectations and demand meaningful work, immediate constructive feedback and positions of influence. This generation struggles with role confusion, issues of anxiety, wrongful expectations, low engagement, diffusion of boundaries, and self-doubt about their abilities. They bring to the workplace ideas and principles that fly in the face of how we have always done business.

As Millennials move into management roles, they really do rewrite the rules of management. They are changing the face of leadership as they move up the corporate ladder with a collaborative approach which is very different from the hierarchical style that organisations are used to.

On a working team level, multi-generational teams also need to adapt how they work together as they encounter amongst themselves diverse attitudes towards work, authority and loyalty; and conflicting perceptions of what constitutes success. Some of these implications will be disruptive and even painful for organisations that are accustomed to traditional patterns of authority and channels of communication within a mining environment.

Alusani Skills and Training Network has been brought into mining organisations to facilitate interactive training courses on preparing Millennials for leadership success, engaging a multi-generational workforce and overcoming generational gaps. Our customised courses focus on practical tools and techniques around:

  • What are the key drivers of different generations in the workplace? But more importantly, how do you manage the generational gaps.
  • Enhance your understanding of your own leadership style, personality, assumptions and stereotyping in relation to the diverse members in your team.
  • Equip yourself to deal with diverse team members and understand the impact of culture.
  • Learn how to communicate, motivate and engage with different generations up, down and across your organisation.
  • Develop and adapt your leadership and management strategies to enhance performance, improve employee engagement and deal with difficult team situations.

The heart and mind of a great manager

New managers are battling to cope with the immense responsibility of leading and inspiring employees due to a lack of training and experience. Management coach Lizanne de Jong shares
her tips on how to become a respected and trusted manager.

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Mind the gap

gap training

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Good graduates are in high demand. The potential to craft well-qualified young people into crucially-skilled top performers is a promising ideal. How do you ensure the spend produces the rewards?
As we reach the end of the year, most organisations have secured their prize potential from the graduate pool. Many do so knowing that the previous intake has not lived up to expectations - there will have been varying degrees of success and disappointment.

The gap between potential and experience
Highly qualified graduates usually lack at least some aspect of organisational or relational competence to match their skill set. They have the theory, but little practice of the nuanced implications of work situations, complex interpersonal dynamics, business protocol or work-place ethics. In addition, many have second language literacy issues and need support to balance educational gaps. For organisations to get full value, they must deal comprehensively with these issues.

Placed in situations that match their degrees but not their experience, graduates are often left to sink or swim. Pressured to perform without full awareness of fundamental work-day practicalities, costly and/or humiliating mistakes happen.

Alternatively, in a well-intentioned attempt at training, graduates are frustrated with basic tasks and information perceived to have no relevance to their degree. Some are given e-learning projects without facilitated processes or feedback. Bewildered and unaware of what they don’t know, crucial loopholes are often discovered at the coal-face when impact and pressure are high.

Click here to read the full feature article on page 18 in the Mar/Apr issue of MMPR ...

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