Younger Workers: Reflection On Two Term Paper

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She points out that talent-identification systems in large and small organizations tend to be more effective than the less clearly designed, yet impersonal identification systems in mid-sized companies. Lagace stresses on the need for management training programs to train workers to be more flexible to meet the needs of the next generation, not merely the here and now. However, in her stress upon flexibility, she also implies that young workers need to change, and be trained in different methods of leadership, and that management does not need to accept every generational trend as unalterable. She views the attitudes of young college graduates as far more malleable than Marston does, and emphasizes the need for young workers to adapt to organizational...

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Her view of mentoring seems more conventional than Marston's, however Marston's analysis seems overly broad and sweeping, and more applicable to certain economic points in time, industries, and points in worker's lives (when they are in entry-level jobs, for example, and have no dependants), rather than to an entire generation.
Works Cited

Lagace, Martha. (18 Dec 2006). "Grooming next-generation leaders." Harvard Business

School Working Knowledge. Retrieved 20 Aug 2007 at http://hbswk.hbs.edu/item/5512.html

Marston, Cam. (6 Jul 2006). "Retaining young workers." Fastcompany.com. Retrieved 20 Aug 2007 at http://www.fastcompany.com/articles/2007/06/retaining-younger-workers.html

Sources Used in Documents:

Works Cited

Lagace, Martha. (18 Dec 2006). "Grooming next-generation leaders." Harvard Business

School Working Knowledge. Retrieved 20 Aug 2007 at http://hbswk.hbs.edu/item/5512.html

Marston, Cam. (6 Jul 2006). "Retaining young workers." Fastcompany.com. Retrieved 20 Aug 2007 at http://www.fastcompany.com/articles/2007/06/retaining-younger-workers.html


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