Training for the Gold, Growing Our Future Leaders

Generations think and work differently. How can we develop training programs that go for the gold? To grow our future leaders, we must deliver leadership development programs that appeal to the newest generation entering the workplace. Gen Z currently comprises 30% of the world's population and is expected to account for 27% of the workforce by 2025. Employers in the United States are experiencing a generational transition as over 75 million Baby Boomers retire and Gen Z enters the workplace. Gen Z approaches work and learning differently than previous generations. They have a “we-centric” worldview, want to make a difference in their communities and express their desire for purpose-driven work. Generational differences impact learning preferences, so identifying how Gen Z prefers to learn is crucial, especially for emerging leaders. Dr. Prosser’s recent research with students at Christopher Newport University’s President Leadership Program reveals Generation Z’s learning preferences. This research highlights challenges with the current generational shift in the workplace and the need for succession planning, including adapting leadership development programs to grow our future leaders. These findings have practical implications that could be significant to employers, employees, and HR and training practitioners as they maximize the learners’ experience and the ROI on training investments. Generation Z will have 61 million members entering the workforce in the next decade (U.S. Census Bureau, 2017). The development of strong emerging leaders impacts retention, promotion, and, eventually, the ranks of senior executives, allowing this generation to be gold medal winners.