Tamara J. Erickson
My Blog
Books
Retire
Retirement: Career Strategies for the Boomer Generation
Workforce
Crisis:
How to Beat the Coming Shortage of Skills and Talent
Ken Dychtwald,
Tamara J. Erickson,
Robert Morison
Buy
the book>>
Third
Generation R & D: Managing the Link to Corporate Strategy
Philip A. Roussel,
Kamal N. Saad,
Tamara J. Erickson
Buy
the book>>
Articles
Breakthrough Ideas for 2008: "Task,
Not Time"
February 2008
Harvard Business Review
Eight
Ways to Build Collaborative Teams
November 2007
Harvard Business Review
Bridging Faultlines in Diverse Teams
Summer 2007
MIT Sloan Management Review
TammyErickson.com
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Speeches and Workshops for Senior Executives
My objective is to deliver a powerful message to your
group: an optimistic point of view - along with fascinating trends and
actionable counsel. I speak about the changing workforce, shifting generational
values, innovative approaches to engagement, new strategies for human
resources, and counter-intuitive paths to collaboration and innovation.
All sessions will be customized to the specific
needs and interests of your group and can be done in either a keynote
lecture or interactive workshop format.
Big Ideas
Avoiding the Workforce Crisis:
How to Beat the Coming Shortage of Skills and Talent
This decade - actually
right about now - a seismic shift is occurring in the workforce. Globally,
several decades of declining birth rates are catching up with us. For
the first time in modern history, the number of jobs created could begin
to outstrip the number of people who desire to participate in the workforce
- creating not just a temporary imbalance for a year or two, but a sustained,
systemic scarcity over the decades ahead. And when you add a skill set
filter over the raw numbers, the potential shortages look even more alarming.
We're at a tipping point.
By the end of this decade, most corporations will begin
to experience a talent shortage. It will affect the relationships we forge
with employees, the opportunities ahead for us and our children, our approaches
to education, our philosophies toward retirement, and the fundamental
way we live out our lives. It's worth thinking about now.
Key Takeaways:
1. A specific understanding of the composition of the future workforce
2. Characteristics and expectations of the four generations in today's
workplace
3. Actions for corporations to take now to attract and retain great talent,
including how to "retire retirement," create bell-shaped curve career
paths, and institute cyclic work
Note: This session can be done with a particular focus on any one generation, including an in-depth look at the needs of Generation Y, detailed suggestions for ways to attract and retain older workers, and so on.
Workshop Option
Breakouts or table discussion of the priorities for your organization;
for example: Identify three specific things related to each of the following
that you should "do now" to insure you have the talent you need to meet
your business objectives:
- Hiring strategies and recruiting approaches
- Learning and development investments
- The "deal" (what employees get in return for work)
- The structure of the work (flexible, cyclic, virtual)
For more information on Tammy's rates and availability, please contact: Jacqueline Lewis, Monitor Talent, 617-252-2022, jacqueline_lewis@monitor.com
They're Here! Generation Y Enters the Workforce
They're here! Generation Y - the Millennials
- are joining the workforce. And they're bringing with them new attitudes
and experiences. Technology guides their assumptions about communications,
what they choose for careers, how they do work, how and where they learn,
and their expectations of organizations they join. They have a desire
to live life "now," as well as high expectations for leadership opportunities.
They do not stay very long. Our research shows that over a third of all
Generation Ys in the workforce today are currently and actively seeking
a new job! They are family-centric and will consult their parents on all
major decisions- including work. What are they thinking? Viewed through
the lens of a Boomer, these new entrants can look very challenging! Learn
how you can adapt your approach to the hiring, engaging and retaining-or
even just understanding-young workers.
For more information on Tammy's rates and availability, please contact:
Jacqueline Lewis, Monitor Talent, 617-252-2022, jacqueline_lewis@monitor.com
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What Does It Mean to Work
Here? A Signature Experience for Extraordinary Engagement
Engaging your employees is
not about copying another corporation's best practices! Case
studies of firms that have achieved extraordinary levels of employee engagement
point to a provocative conclusion: there is no single best practice! And
it makes sense - psychodemographic research clearly shows that individuals
want very different things from work - work plays many different roles
in our lives. Companies with extraordinary employee-employer relationships
leverage these differences: they know who they are - and it's not all
things to all people, understand their current and future employees as
clearly as most companies understand their customers, and demonstrate
who they are vividly, with actual practices or events - not through slogans
and posters.
World-class companies create "Signature Experiences" - distinctive elements of the employees' experience that dramatically illustrate the values that make them unique. These Signature Experiences become powerful ways to encourage self-selection and reinforce values, leading to retention. The result: high engagement, high customer satisfaction, and high productivity - and relationships that capture both hearts and minds.
Key Takeaways
1. Examples of companies with high levels of employee engagement - pointing
to the different approaches each has used
2. An understanding of six psychodemographic segments that describe our
relationship to work
3. Specific ideas to customize your employee experience and create a "Signature
Experience" for your company
Pre-Assessment Option
An on-line assessment of your current workforce: What do they value? What
is the role of work in their lives? What do they want from work?
Workshop Option
Creative exercises designed to explore options for "Signature Experiences"
given a wide variety of organizational characteristics and workforce needs.
For more information on Tammy's rates and availability, please contact: Jacqueline Lewis, Monitor Talent, 617-252-2022, jacqueline_lewis@monitor.com
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Innovation & Collaboration:
Bringing People and Ideas Together
At the heart of innovation is the combination
of two previously unrelated ideas: perhaps an insight about a consumer
need and a new way to solve it; two technologies that have never before
been combined; or the skills of one colleague sparking the creativity
of another. Creating the capacity for innovation in your organization
means encouraging collaboration: sharing knowledge and working together
to create new ideas. The paradox: many of the best ways to encourage collaboration
work against innovation! How can you balance both?
Based on ground-breaking research - one of the largest and most rigorous studies of collaborative behavior within organizations - as well as years of experience with innovative organizations, three keys emerge: building the capacity to collaborate, asking great questions, and introducing sufficient diversity of thought and capability. Chances are high that many of the organizational practices needed . . . are exactly the ones you've de-emphasized in recent years. Learn which investments and practices are the highest priorities for building an organization that is skilled at successful innovation.
Key Takeaways
1. Specific ways to build your organization's capacity to collaborate
2. The importance of "great questions" - and the danger of setting
"innovation" as a stand alone target
3. Approaches for introducing diversity of thought and capability into
your process
Pre-Assessment Option
On-line assessment to measure the Collaborative Capacity of your work
group(s) or project team(s) and identify key priorities for improvement
Workshop Option
Up to 2½ day session exploring - and practicing! - organizational
practices required for collaboration. Filled with hands on exercises and
simulations.
For more information on Tammy's rates and availability, please contact: Jacqueline Lewis, Monitor Talent, 617-252-2022, jacqueline_lewis@monitor.com
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Transforming Your People
Management Capabilities
The role of human resource leaders is changing
dramatically, as corporations come to realize that one of the major business
challenges of the 21st Century is using the skills and capabilities of
our workforce effectively. Human Resource leaders are increasingly expected
to bring to bear a suite of skills to leverage the human assets of the
corporation in ways that increase productivity and customer satisfaction.
This shift toward responsibility for engaging and leveraging the human assets of the business requires new competencies in human resource leaders - as well as new organizational models.
The long-term possibilities are intriguing: will human resources begin to fill a direct management function for the changing workforce, as increasingly varied and complex arrangements are made with individual workers? Will the role evolve toward one of supplying "ready-to-go" talent on an as-needed basis to individual programs and projects? What does this mean for the corporation's role in talent development? How will the success in these new responsibilities be measured?
Key Takeaways
1. Leading-edge strategies for today's human resource organizations
2. Key capability requirements for human resource leaders
3. If desired, a view of the evolution of corporations and the role of
human resources over the past century: what's next?
For more information on Tammy's rates and availability, please contact: Jacqueline Lewis, Monitor Talent, 617-252-2022, jacqueline_lewis@monitor.com
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Tomorrow's Leaders: Engaging the Changing
Workforce
What do we need
in tomorrow's leaders? In a four-generation workforce, filled with different
values and beliefs, what leadership characteristics will be key? And how
do those characteristics relate to the people who hold management positions
today? Our groundbreaking research on the workforce revealed some fascinating
data on today's executives. Explore the implications for developing tomorrow's
leaders.
Drawing from our recent research, we'll look the trends in executive development and discover how leading corporations are finding and developing the talent needed to meet the leadership challenge.
Key Takeaways
1. Characteristics required for tomorrow's leaders, based on the changing
workforce
2. Characteristics found in today's leaders, and key gaps
3. Challenges in and solutions for leadership development
Workshop Option
Storyboarding exercises designed to highlight desired future leadership
characteristics
For more information on Tammy's rates and availability, please contact:
Jacqueline Lewis, Monitor Talent, 617-252-2022, jacqueline_lewis@monitor.com
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The Next Generation Corporation: How New Technologies
are Reshaping the Way We Work
Over the next decade, a number of changes will rock
our working world. Technological improvements will drive to cost of communication
toward zero. Corporations will tap global networks and face competition
from new geographies. Employees with increasingly scare skills will demand
customized approaches to their relationship with corporations. Technology
will allow corporations to take new shapes, changing in ways that align
more closely with the preferences of tomorrow's employees. Growth will
depend on new capabilities in lateral collaboration and innovation.
What are the fundamental assumptions about information availability that
underlie most business processes today? How has that changed over time?
What options does the changing technology now allow, and why? Where are
we beginning to see application of new process design? How are the world's
labor pools shifting?
Key Takeaways
1. An understanding of some of today's key technology and process drivers
including workflow software, open-sourcing, outsourcing, off-shoring,
supply-chaining, and in-sourcing - and their implications for your organization
2. Implications for the way you manage for future success - including
provocative possibilities for new corporate decision-making processes,
measurement criteria, approaches to innovation, and the customer and employee
experience
3. If desired, an historical overview of the role of technology in history
and its influence on business formation
For more information on Tammy's rates and availability, please contact: Jacqueline Lewis, Monitor Talent, 617-252-2022, jacqueline_lewis@monitor.com
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Testimonials Thanks again for a fabulous presentation and discussion. Very well done. Very informative and engaging. I really really appreciate the effort you made to engage the team on this topic. Many implications for our firm. Steve Milovich -------
SR, HR Manager ------- Your presentation received some of the highest marks we have ever seen at the IACPR. They loved your insights, your humor and, obviously, your expertise. And we appreciate how flexible you were as we kept coming against new surprises in the planning process! Again, thank you, thank you. Everyone wants your book so we'll be doing a bulk order for the attendees. Kay Kennedy ------- Tammy Erickson was a phenomenal success! Our President said it was the best presentation of that type that he's ever heard and we are thrilled! We had people clamoring for copies of her presentation and it was a great idea to place her first on the program as she set the tone for the day and raised the bar considerably. It's always a good sign when no one even gets up to grab coffee! Mary Weekley ------- What an honor it was for me to introduce you at the conference! Your presentation set the tone for our agenda and I stopped counting the number of references that followed that was offered in your talk. I could not think of a better kick-off for the conference. Thank you again for your time and enthusiasm. Eileen Finn ------- I wanted to express our
thanks to you again for speaking at our 2006 Partners' Meeting.
Your keynote session was extremely well-received, and garnering
the highest points of the meeting on attendee evaluations. Some
comments, in particular, I wanted to share with you were: Ian Fanton ------- My heartfelt thanks for joining us at the IACPR Conference and for a truly inspirational presentation! Positioning you as our first speaker was the smartest thing we did - you set the tone for the rest of the conference and every speaker that followed you made reference to your remarks. You got tremendous feedback from everyone in the audience. Personally, I sure felt the reality check!
You have an open invitation to join us for any IACPR conference in the future; it would be our pleasure to have you back anytime.
------- I had the privilege of hearing Tammy's presentation to the International HR meeting in Houston last Wednesday. It was most thought provoking and challenging and her presentation and delivery were excellent. It was my first time to hear her talk and in speaking with colleagues, they commented that 'they always go hear her wherever she is. She is great.' Well, you now have a new convert. Many of her points resonate with what our senior HR management have been saying. Donald D.
Vincent -------
Corey Seitz -------
Linda Newton |
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