Multigenerational Background and Significance Report Example ✓ Solved

Training is an important component of employee development and engagement. Employee engagement through training strengthens organizational effectiveness, and organizations should provide training and development practices to their employees which retain the skilled employees and generate competitive advantage.

Knowing that the current economic landscape encompasses four different generations, including Baby Boomers, Generation X, Millennials, and Generation Z, there is a wide range of attitudes and preferences for specific training topics and methods of delivery. The larger the organization, the more likely that the prevalence of generational diversity will draw attention to these differences, needing to be an important consideration for training programs' efficacy.

Ryman Hospitality Properties (RHP) is a Nashville-based business of over 2,000 team members focused on hospitality and entertainment. RHP operates with two distinct divisions: asset management of convention-style hotels and the management of entertainment venues. The company has expanded into the restaurant industry, notably with the Ole Red brand in partnership with Blake Shelton. With representation of all five generations, the organization experiences a variety of career tenures.

There are traditionalist staff with long careers alongside Generation Z employees starting their first jobs. As an HR Training Specialist, I have witnessed the desire for training across generations and the challenges in finding a one-size-fits-all approach. Training and development appear to be low priorities within RHP, as indicated by a training budget of less than $100,000 for a company with significant entertainment income.

The goal of this study is to observe different generational beliefs within RHP regarding training, understanding how these differences impact training effectiveness on performance and retention. By uncovering insights regarding advantageous training methods for similarly sized companies, clarity on development topics, and delivery methods may increase return on investment from these programs in terms of employee engagement and retention.

However, challenges may arise in encouraging truthful feedback and separating individual preferences based on generational identity as opposed to other influencing factors. A small increase in training focus and expenditure can yield a substantial return on investment if the training meets learner needs. Understanding effective training methods for an intergenerational workplace will support the argument for increased investment in training initiatives and will help measure program success in improving the company’s competitive advantage.

Paper For Above Instructions

In the contemporary workplace, organizations face the challenge of managing a multigenerational workforce. Each generation, defined by distinct life experiences and technological familiarity, brings unique expectations and preferences to their learning and development opportunities. This report will explore the significance of a tailored training approach at Ryman Hospitality Properties (RHP), considering the varying perspectives of Baby Boomers, Generation X, Millennials, and Generation Z.

According to Ali et al. (2019), effective employee engagement through training is crucial for developing a skilled workforce. The differences in generational preferences highlight the need for training that aligns with each group's values and expectations. Baby Boomers, for example, often prefer structured training programs that provide clear progression paths (Hut, 2020). In contrast, Millennials value experiential learning opportunities that emphasize collaboration and creativity. Generation Z, however, prefers technology-driven training methods that allow flexibility and autonomy.

The economic landscape today's companies operate in demands organizations to be adaptable and responsive to a diverse workforce. As noted by Shaw (2013), one of the primary challenges is balancing the needs and expectations of these different generational cohorts. For instance, a training program that relies heavily on online learning may resonate positively with Generation Z, while older employees may find it less engaging. Therefore, RHP must develop training strategies that not only cater to different generational preferences but also leverage the strengths of each generation (Ryman Hospitality Properties, 2020).

In RHP's case, the hospitality industry typically involves a diverse customer base that reflects the generational spectrum. Consequently, the staff should possess relevant skills and knowledge to cater to this diversity effectively. The training budget of RHP suggests a disproportionate allocation of resources, with significant funds directed towards executive training while its broader workforce appears to be underserved. The Association for Talent Development indicates that the average expenditure per employee on training was $1,299 in 2018 (Ho, 2019), highlighting a stark contrast with RHP’s $50 expenditure.

Recognizing the diverse training needs across generational lines is vital not only for enhancing employee skills but also for improving retention rates. Understanding generational characteristics can lead to optimizing training frameworks and developing effective measures that promote engagement. For example, training that incorporates mentorship—pairing Baby Boomers or Generation X leaders with Millennials or Generation Z employees—can produce mutually beneficial experiences that share knowledge while fostering relationships (Hut, 2020).

Moreover, training effectiveness depends on continual feedback from employees to adapt and improve future training efforts. Encouraging open channels of communication will allow RHP to gauge employee satisfaction with the training initiatives being implemented. However, organizations often face difficulties in obtaining honest feedback due to concerns about repercussions. To mitigate this, anonymous surveys can be deployed, providing employees the opportunity to express their thoughts without fear of retaliation.

Furthermore, it is vital to differentiate between preferences that arise from generational identity versus those stemming from individual personality traits and experiences (Shaw, 2013). For example, a traditionalist employee may not be resistant to new technologies but may prefer face-to-face interactions for training. An understanding of these nuances can guide RHP in implementing inclusive practices that address the specific needs of all generations without alienating any particular group.

Training must also be dynamic, providing ongoing opportunities for learning to prevent stagnation within previously trained competencies. Continuous learning paths can motivate employees of all ages to further enhance their skills while adapting to industry advancements and customer needs. For RHP, this could involve regular assessments of training impact and proactive adjustments to the curriculum based on employee feedback and evolving organizational goals.

In conclusion, the multigenerational workforce presents a unique set of challenges for RHP's training initiatives. However, the potential rewards of a strategically tailored training program are immense. By acknowledging generational differences and preferences, RHP can develop effective training approaches that not only increase employee engagement but also drive organizational effectiveness and retention metrics. The investment in understanding and adapting to these diverse needs is a cost that ultimately leads to a competitive edge in the hospitality and entertainment industry.

References

• Ali, Z., Bashir, M., & Mehreen, A. (2019). Managing Organizational Effectiveness through Talent Management and Career Development: The Mediating Role of Employee Engagement. Journal of Management Sciences, 6(1), 62–78.
• Ho, M. (2019). Learning by the Numbers. Retrieved from [source].
• Hut, N. (2020). How to successfully manage multiple generations in the workplace. Hfm (Healthcare Financial Management), 74(2), 44–45.
• Ryman Hospitality Properties (2020). 2019 Annual Report. Retrieved from [source].
• Shaw, H. (2013). Sticking Points: how to get 4 generations working together in the 12 places they come apart. Carol Stream, IL: Tyndale Momentum.