1. Should development
programmes take generational
differences into consideration?
Impact International & KPMG

2. 2
A different generation…

3. 3
Introductions
Will give examples of how a variety of
organisations are creating programmes that
fit the preferences and needs of the
freshest talent on their books. She will also
describe how some companies are running
“multi-generational” programmes, with senior
leaders rubbing shoulders with their newest
recruits, in order to speed up mutual
learning.
Will share some of the insights and
learnings from their Smart Development
programme which focuses on equipping new
student joiners with the skills to integrate
into the workplace and progress on their
journey to manager.
Liz Wilson, Impact International Georgina Kvassay & Laura Birch, KPMG

4. 4
Who cares?

5. 5
The world is changing…

6. 6
Source: TMP Worldwide

7. 7
Engagement – Gives employers an edge…
Source: TMP Worldwide
50%
33%
27%
PROFITABILITY
PRODUCTIVITY
CUSTOMER
STATISFACTION
50%
EMPLOYEE
RETENTION

8. 8
Question…
What challenges do you face in
engaging with and developing this
new generation?

9. Practical takeaways

10. 10
400+
global
clients
Impact International I M PA C T
400+
global
clients
250
talented
people
1980
founded in
Windermere
17
offices
worldwide
21
different
languages
37
countries
per year

11. 11
Current client LOGO’s
11
Impact runs new talent development programmes for…
I M PA C T

12. 12
I am currently delivering new talent development programmes for…
I M PA C T

13. 13
…and this is what I have
come to believe is
important...
I M PA C T

14. 14
1. Start at the very beginning
Behaviour is something that
“exists”
It can be seen by others
You can choose how to
behave, moment by moment
I M PA C T

15. 15
2. Keep it real
Take the learning experience into the business and
take the business into the learning experience
Take the learning experience into the business
and take the business into the learning experience
I M PA C T

16. 16
3. Make a difference
Take the learning experience into the wider world and bring the
wider world into the learning experience
I M PA C T

17. 17
4. Focus on creating committed and independent learners
You are liberating their
brilliance!
And helping them to realise
that they need other people
too
Provide constant,
challenging, personal
feedback
Instil techniques for learning
from experience – critical
review / facilitation /
disclosure / observing /
getting and giving feedback
I M PA C T

18. 18
5. Watch your ego state
18
PARENT
ADULT
CHILD
PARENT
ADULT
CHILD
I M PA C T

19. 19
This is what I have come to believe
1. Start at the very beginning
2. Keep it real
3. Make a difference
4. Create committed, independent learners
5. Watch your ego state
I M PA C T

20. 20
And what about mixing the generations up?
"Our leadership programmes have traditionally
always been grouped according to seniority
and so we were initially a bit sceptical about a
multi-generational programme.
But the reality for us is that we have leaders at
all levels of our organisation and they each
have something different to bring to the table.
And the feedback from our participants was
that they loved the chance to learn and share
from such a mix of people rather than be
limited to just their peer group.”
Jen Wrigley, Senior L&D Partner, Pentland
Brands
I M PA C T

21. 21
KPMG - Smart Development

22. 22
Smart Development – What’s it all about?
Flexibility
One Firm
Communication

23. 23
Smart Development - our offering
Smart
Development
Consistent
messaging in
Induction and in
pre-joiner
communication Bite-sized
learning via
portal.
Quarterly
themes,
podcasts,
Webex
recordings
Networking
opportunities
Smart Moves –
encouraging
mobility across
functions and
markets
Smart
Ambassadors –
85 D&E Grades
on the ground to
spread the
message
Sharing best
practice across
business areas
Internal Social
Collaboration
Tool „The Hub‟
Highlighted in the Vision for
KPMG
Strong support from Sponsor
Group – (functional COOs
and people partners)
Excellent links with L&D both
centrally and across functions
Fully engaged steering group
with People Management
Leaders, L&D specialists and
functional representatives
Aligned to the four pillars of
the KPMG strategy

24. 24
Example Smart Development Collateral

25. 25
It’s not easy…

26. 26
Top 5 tips for all organisations
1) Know who your stakeholders are and get them onboard
2) Enlist Gen Y ambassadors to help shape your development programme
and communications
3) Balance the business needs with the needs of the people
4) Remember a good development programme doesn‟t necessarily need a
big budget
5) Create opportunity to network and for different generations to learn from
each other

27. 27
Discussion
Based on what you have seen and heard today,
how can you turn your challenges into opportunities?

28. 28