Africa Human Resource Generation-X (AHRGEN-X)

Africa
Human Resources Generation X
(#AHRGEN-X)

4 CPD POINTS FROM IHRM KENYA

2ND -3RD April 2020

$ 200 PER DELEGATE BOOK BEFORE 15TH MARCH

intercontinental hotel - Nairobi.

About the conference

Sixty-seven percent of Gen X leaders are known to be very effective in the workplace. They are working relentlessly to break down organizational structures. Gen X leaders’ strength for working with others is enabling them to shape the future of work and generate faster innovation by getting people working together for the success of their respective organizations. Despite their growing influence and responsibilities at work, Gen Xers are the most overlooked for promotion and have been the slowest to advance. According to a research done by RichardWellins, a senior research associate at gobal leadership companythey found that Gen X leaders on average had only 1.2 promotions in the past 5 years, significantly lower than their younger millennial counterparts who had 1.6 promotions and more senior baby boomers who got 1.4 promotions during the same period of time This group is now bringing a culture of work ethic, quality, and reciprocal relationships in the workplace. They are able to work with Millennials and serve as mentors in helping them learn crucial people skills like relationship building, adaptability,communication styles, employee motivation, empathy, group dynamics as well as various management and leadership styles. To attain real business value, it is imperative that Human Resources do not overlook this generation but recognize their strengths and empower them to succeed within today's diverse, multi-generational workforce.

CONTEMPORARY ISSUES WITH GENERATION X

There is a feeling of disconnect from Generation X. Over the years they have lost the confidence, drive and flexibility to pursue their career changes. 50% of them have admitted to feeling disconnected from their work depicting the “slow generation” title.
There is little movement in their careers as Boomers have limited movement. 39% of the older generation are not expecting to retire until they’re 66 or older, 10% don’t expect to retire at all this leaves Gen Xers further down the rank with little opportunity to claim those leadership roles.
For the longest time this generation has been in middle management where they are fighting to be heard.
40% have reported feeling stuck as the need to spend more increase 38% have more debt than they do savings.
Generation X could become the first generation to retire with less retirement funds because of the lifestyle they adapt.

KEYNOTE TOPICS TO BE ADDRESSED

KEYNOTE 1
WHY EMPLOYEE VALUE PROPOSITION EVP REMAINS A VITAL TOOL FOR EFFECTIVE TALENT ACQUISITION

The employee value proposition portrays how generation X perceive the value employees gain by working in an organization.
The difficulty of maintaining proper EVPs.
Significant gaps showing reduced employee commitment.

KEYNOTE 2
HOW TO EMBRACE DIVERSITY AND INCLUSION IN GEN-X

• Learning to avoid making age-based assumptions & stereotyping.

• Customizing your approach for each employee.

• Adopt varying communication styles and ways of delivering feedback.

• Assemble age-diverse teams for projects.sh Establish employee retention practices

KEYNOTE 3
WHAT TACTICS HR PROFESSION CAN USE TO MANAGE STRESS A WORKPLACE?

• Initiating strategies that manage stress effectively.

• Providing health and safety measures for Gen x to adhere to.

• Maintaining work -life balance by having proper flexible work arrangements.

• Proper communication channels in the workplace.

KEYNOTE 4
DISSECTING AND IMPLEMENTING EMPLOYEE WELLNESS THAT ARE MEASURABLE AND ACHIEVABLE

•Ways of Conducting organizational assessment that impact Gen X.

•How to Develop goals and objectives for the generation wellness.

•Selecting proper incentives that benefit employees.

KEYNOTE 5
ADDRESSING THE CHALLENGES IN STATUS QUO BY GEN – X

•Understanding the role of Generation X in the work place

• Managing effective change to incorporate generations in the workplace

KEYNOTE 6
WHAT ARE THE FUTURE SKILLS FOR GEN-X IN WORKPLACE?

•Learning how to create and sustain a learning culture for positive development

• Customized approaches that provide employees with the tools they need to succeed within the organization

• Ability to learn skills that increase their employability and prepare them for the future of work

KEYNOTE 7
WHAT ARE THE EMERGING DIGITAL HR PLATFORMS THAT HR CAN LEVERAGE IN TALENT MANAGEMENT FOR GEN-X

•Emerging trends in the workplace for 2020 and beyond.

•Creating digital savy Gen X leaders

KEYNOTE 8
TOOLS HR CAN LEVERAGE ON MANAGING WELLNESS, MINDFULNESS, PHYSICAL ACTIVITY, ON-BOARDING, KNOWLEDGE SHARING, AND INTEGRATED MANAGEMENT SYSTEM

•Managing Eemployee wellness effectively

•Proper on boarding process for the Gen X •Integrated work systems.

KEYNOTE 9
WHAT ARE THE FACTORS TO CONSIDER IN DEVELOPING GEN-X FOR FUTURE LEADERSHIP DEVELOPMENT?

•Encouraging leaders to challenge the status quo for better leadership

•Leverage technology to support traditional development for leadership development.

• How to shape their work environment to adapt to the leadership changes.

KEYNOTE 10
USE OF COACHING AND MENTORSHIP ON LEADERSHIP DEVELOPMENT FOR GEN-X

•The power of coaching for gen X development •Proper mentorship techniques for maximum output

•Is generation X ready for new learning

KEYNOTE 11
HOW TO IMPROVE EMPLOYEE ENGAGEMENT AND COLLABORATION AT WORKPLACE AND ROLE OF TECHNOLOGY IN HR

•Understanding Employee Engagement

•Role of Technology in HR

•Collaborating for better organization success for Gen X

KEYNOTE 12
GROWING THE GEN-X IN TO A CULTURE OF DATA DECISION MAKING AND DATA ANALYTICS

•Interpreting data for better decision making. •Develop strategies and activities that benefit Gen X in the workplace.

•Problem solving through Data Analytics and effective decision making.

KEYNOTE 13
TOP HR METRICS ON GEN - X AND THEIR PLACE IN WORKPLACE AND FUTURE OF WORKPLACE

•Case study on The future of work

KEYNOTE 14
HOW TO MANAGE MULTI-GENERATION WORKFORCE AND BRIDGING THE GAP IN WORKPLACE

Understanding the needs of each generation
Managing different generations in the workplace.
How to bridge the gap without limiting development.

TRAINERS PROFILES

We're an ambitious workaholic, but apart from that, pretty simple persons.

Sarah Richson

CEO,RICHEMELE INTERNATIONAL.

Philip Sabwa

REGIONAL HEAD ,TALENT SUBSAHARAN AFRICA(SSA), BRITISH COUNCIL KENYA CONSULTANTS

Joan Thuo

INDUSTRIAL PSYCHOLOGIST CAREER COACH $ AUTHOR

George .W.Sikulu

EXPERIENCED HR EXPERT

Elizabeth Njeri

TRIBE GROUP OF HOTELS

Richard Domonyang

Senior Human Resource Business Partner – Safaricom PLC

Petronilla Omundo

GROUP LEARNING & DEVELOPMENT MANAGER SAROVA STANLEY- KENYA

Thomas Kaberi

MANAGING PARTNER OPTIMAL CONSULTING

Anthony Wachira

TRANSITION COACH

TRAINING IS PROVIDED BY ABMC INTERNATIONAL LTD

OUR TRAINING PROGRAMS ARE ACCREDITED AND SUPPORTED BY LEADING HR INSTITUTIONS LISTED BELOW

PRICING | REGISTRATION

Please fill in the form below to register for the event, SAVE $ 50 by registering online

one delegate

$ 200.00

Price is Quoted per Delegate.
Inclusive of training materials, conference fee, meals during the conference

Five DELEGATEs & above FEE

$150.00

Price is Quoted per Delegate.
Inclusive of training materials, conference fee, meals during the conference

HR University/College Students

$50.00

Price is Quoted per Delegate.
Inclusive of training materials, conference fee, meals during the conference

NGARA ROAD, OFF MURANGA ROAD, KENYA POLICE SACCO PLAZA, 5TH FLOOR.

+254 (0)20 5140700

+254 (0)772 11 2006

info@intl-abmc.com.com

Website: www.intl-abmc.com

P.O Box 52303 - 00100, Nairobi, Kenya

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Africa Human Resources Generation X (#AHRGEN-X)