Most disputes about multi-generational team management begin as a conversation that was handled badly. A process for the people management and development discipline that managers quietly work around has already failed. Participants test their assumptions about this strand of people management and development against scenarios designed to break weak ones. Participants leave with a method for multi-generational team management, not a set of opinions about it. The level assumes working familiarity with the workforce but no prior formal training in this part of people management and development. The most reliable predictor of sound the wider people management and development agenda is whether anyone reviews it when nothing has gone wrong. Ambition around multi-generational team management outruns capacity unless the sequencing is deliberate. They leave able to brief senior management on this strand of people management and development in terms that support a decision. Participants leave with a plan for the people management and development capability sized to what their organisation can realistically absorb.
Expected Learning Outcomes
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Pilot changes to multi-generational team management before rolling them out organisation-wide.
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Ensure decisions taken under multi-generational team management would withstand external scrutiny.
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Diagnose whether a problem in multi-generational team management is one of design, resourcing or discipline.
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Design a training and briefing approach that sustains competence in multi-generational team management.
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Handle exceptions to multi-generational team management consistently and document the reasoning.
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Align multi-generational team management with the organisation's workforce plan rather than treating it in isolation.
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Test the organisation's response to multi-generational team management under conditions that are less than ideal.
Who Should Attend
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Managers in small and medium organisations who own multi-generational team management alongside other duties.
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Learning and development officers building capability in multi-generational team management.
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Recruitment and resourcing staff affected by multi-generational team management.
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Internal communications staff explaining multi-generational team management to the workforce.
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Legal and compliance advisers reviewing multi-generational team management.
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Anyone whose accountability for multi-generational team management exceeds their current formal training in it.
Course Modules
Open any module to see its sessions and topics.
01
Multi-generational team management: cost, benefit and workforce planning
2 sessions · 8 points
Session 1Building manager capability in multi-generational team management rather than owning it centrally
Establish the boundary of multi-generational team management and record what sits outside it.
Script the difficult conversation multi-generational team management requires and rehearse it.
Assign responsibility for keeping documentation of multi-generational team management current.
Define who decides on multi-generational team management and who may only recommend.
Session 2Reviewing multi-generational team management when nothing has gone wrong
Design the communication for multi-generational team management around the questions people will actually ask.
Rank the weaknesses in multi-generational team management by consequence rather than by ease of fixing.
Test the procedure for multi-generational team management against a realistic scenario.
Set out how exceptions to multi-generational team management are requested and approved.
02
Multi-generational team management: policy design and legal footing
2 sessions · 8 points
Session 1Testing multi-generational team management before relying on it
Verify six months later that changes to multi-generational team management have held.
Plan the sequence in which improvements to multi-generational team management will be introduced.
Confirm records relating to multi-generational team management meet retention and privacy rules.
State the purpose of multi-generational team management in one sentence a new manager would understand.
Session 2What your existing data already says about multi-generational team management
Build the appeals route for multi-generational team management and publish it.
Check that multi-generational team management complies with current labour regulation in every location.
Distinguish symptoms from causes when multi-generational team management underperforms.
Rehearse the briefing on multi-generational team management that would follow an incident.
03
Multi-generational team management: the manager conversation that decides the outcome
2 sessions · 8 points
Session 1What has to be agreed before work on multi-generational team management starts
Set the consistency check that catches uneven application of multi-generational team management.
Estimate the resource multi-generational team management requires to run as designed.
Define the trigger that would require multi-generational team management to be redesigned.
Review multi-generational team management for unintended equity effects across groups.
Session 2Piloting a change to multi-generational team management before committing
Confirm that contractual obligations around multi-generational team management are understood.
Identify the data the organisation already holds that bears on multi-generational team management.
Name a single owner for each element of multi-generational team management.
Ask employees what multi-generational team management feels like from their side.
04
Multi-generational team management: exceptions, appeals and difficult cases
2 sessions · 8 points
Session 1Writing a policy on multi-generational team management a line manager can actually use
Pilot changes to multi-generational team management in one area before wider rollout.
Check that multi-generational team management still works when volumes rise unexpectedly.
Agree the indicators that will show whether multi-generational team management is improving.
Document the reasoning for every exception granted under multi-generational team management.
Session 2Keeping records on multi-generational team management that are lawful and useful
Estimate the cost of multi-generational team management and the cost of leaving it unchanged.
Prepare the response for the most likely failure in multi-generational team management.
Set the annual review point for multi-generational team management and who attends.
Train line managers on multi-generational team management rather than handling every case centrally.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
Workshop or Program Participation
Airport Transfers
Customized Badge
Expert Mentorship (Private Sessions)
Supervision & Secretarial Services
Accredited Certificate of Participation
Complete Training Kit
Coffee Break
Closing Ceremony
Gold Package
At least 3 people
USD1,850
5-night stay in a 5-star hotel
Workshop or Program Participation
Airport Transfers
Customized Badge
Expert Mentorship (Private Sessions)
Supervision & Secretarial Services
Accredited Certificate of Participation
Complete Training Kit
Coffee Break
Closing Ceremony
Complete your registration
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