Category Archives: multigenerational sales training
Today’s workplace is now composed of a majority of Millennials, along with Gen Xers, baby boomers, and traditionalists. Training millennials presents a challenge for sales organizations, and especially the Learning & Development group because there is a mix of generations and learning styles to address.
To be most effective, training programs need to meet employees where they are in terms of learning styles and preferences. This means stepping back and rethinking ways to personalize and address how different employees learn.
Training Millennials Requires a Mix of Training Tools
It’s not that instructor-led training is wrong or going away because it still has great value. The point is to personalize the learning journey on behalf of the individuals who are taking it, adapting to the cognitive style of learning that’s based on the generation. When training millennials, delivery of instructor-led training should be in smaller increments, complemented with more social collaboration. Videos should be added to the mix along with online modules that include an element of gaming to make learning more interesting.
For training across generations, include a menu of options to supplement instructor-led training, so participants can pick and choose what works best for them. The questions for Learning & Development to consider are these:
How does this group of employees learn best? How can we, as an organization, deliver the type of training that enables all of our diverse groups » Continue Reading.
In case you missed it, last year marked a significant turn in the workforce. That was when millennials—those born between the early 1980s and late 1990s—became the largest segment of employees in the nation. This boom in the millennial generation in the workplace has a significant impact on organizations, both from a management perspective and a training perspective. That’s because millennials, as a whole, have quite different ideas about the meaning and purpose of work, work-life balance, and the integration of technology than previous generations.
Training the Millennial Generation in the Workplace
Millennials approach learning and training in different ways, and that has implications not only for continuing development, but on-boarding as well. Many millennials entering the workforce tend to be well educated, but not always in business-relevant ways. When they first came out of school, the job market was slow, and so many went back to school. Now they may have one or more degrees, but they don’t necessarily know how to apply their knowledge in a business environment. Or, what they learned is school is not applicable to the field where they’re now pursuing a career.
How to Engage ‘New Learners’
The question facing sales organizations today is: “How do you train and engage these ‘new learners,’” as we call them. Millennials grew up hardwired to technology, conducting most of their social life online, and multitasking along the way. They prefer collaboration and team-oriented projects.
They learn best » Continue Reading.
Modern sales leaders and managers are often faced with the challenge of providing multigenerational sales coaching. Providing sales coaching to millennials might seem like a particularly challenging endeavor – this is because there are many myths about the preferences of the millennial workforce that are not true. Understanding how to connect with your millennial salespeople can help you learn how to coach top performers.
MYTH #1: Millennials do not want to be coached.
Not true. In fact, recent studies show that millennials want coaching at work nearly 50% more often than other employees. Also, they seek feedback more frequently than older generations in the workforce (SuccessFactors, 2015).
MYTH #2: Taking a quantitative approach with your coaching feedback dehumanizes the coaching relationship.
Using a numerical rating scale, either against a standard or against a millennial’s colleagues, helps contextualize feedback and provides an opportunity to monitor progress. It’s likely that higher performers will embrace an internal ranking against their colleagues, while a moderate or lower performer may be better served with a comparison against an external standard. The ranking or comparison is not for punishment, but for growth. It can help you establish a common language and calibrate change consistently. Be mindful of your choice.
Key considerations for Multigenerational Sales Coaching
Consider that connecting with millennial employees frequently resonates with their cadence for information and their digital world. Millennials are accustomed to instant access to » Continue Reading.
Move over, baby boomers. You too, Gen Xers. In 2015, millennials became the largest segment of the American workforce, with more than one in three workers being from this generation. Figuring out how to train a multigenerational sales team presents unique challenges for sales leaders, but understanding the difference between generational learning styles will help you be more effective.
There have always been differences in age and experience levels across sales organizations, from recent graduates to those nearing retirement. This presents a business imperative and an opportunity to identify the differences and similarities in learning and communication styles and the implications for coaching and training a multigenerational sales team.
Understanding the Learning Styles of Generations in the Workforce
These days, there can be up to four generations in the workforce. Connecting and communicating successfully across this generational spectrum can strain the ability of sales leaders and those in Learning and Development. The starting point is knowing your audience:
1. Traditionalists (those born before 1945): Generally speaking, most workers in this generation are strongly committed to their organizations. They value teamwork, collaboration, and the development of interpersonal skills. Their learning style is commensurate with these characteristics: they like teamwork and collaboration in the classroom.
2. Baby boomers (born between 1946 and 1964): Boomers tend to be very competitive and are success-driven. They look for professional growth, are receptive to change, and consider training to be one » Continue Reading.