In today’s modern laboratory, four different generations
of employees now work side by side. But that doesn’t mean
your lab is a harmonious or productive place to work. Workplace
relations can sometimes become volatile when, for example, a 22-year-old
Gen-Xer fresh out of college ends up working alongside a highly
experienced 64-year-old baby-boomer medical technologist.
out how to tackle the tough issues you face when managing four
generations in your laboratory when you join THE DARK REPORT and
DarkDaily.com on Wednesday, April 20, 2011 for “Managing
Multiple Generations in Your Lab: Proven Methods to Motivate Gen
X, Gen Y, and Baby Boomers in the Same Workplace.”
Jeff Smith, your leader for this informative session, will start
by explaining the unique attributes of the four generations: The
silent generation (born 1925-1945), baby boomers (born 1946-1964),
Gen X (born 1965-1980) and Gen Y (born 1981-2003). Each of these
generations presents its own management challenges. You’ll
get a checklist of management do’s and don’ts and
learn the latest techniques for supervising multi-generational
staff that will help you address these challenges.
is well qualified to guide you through the challenges and opportunities
of managing a laboratory workforce. At Carilion Laboratories,
he ran the human resources department while the parent health
system was actively transforming the management culture and work
environment in the laboratory division.
gain a better understanding of the expectations and motives of
each generation. Find out how to identify common sources of conflict
and even outright refusals to work that can arise as different
generations in the same department react to the different values
of their co-workers.
will also provide effective management methods that work—proven
techniques for boosting your credibility with the members of each
generation. More important, these approaches encourage teamwork,
workplace harmony, and the shared sense of purpose that your laboratory
staff needs to perform at peak productivity.
you’re still managing your workforce the way you always
have, it’s time to rethink that strategy. Each of the four
generations now working in your laboratory approaches work differently.
Whether it’s how they want feedback, how they connect to
your organization or how they access information, their view of
the world and their jobs is unique. Attempting to manage them
with a single approach is likely to result in conflict and a lack
of productivity that no clinical laboratory or pathology group
practical, applicable techniques for coaching and motivating every
generation on your staff. You’ll develop better connections
with all your workers that will translate into improved communications,
increased job satisfaction, and better overall performance for
new multi-generational workforce is the wave of the future and
it’s changing the way businesses manage their employees.
Find out what it takes to manage four generations of workers in
your lab when you register
to attend the latest Dark Report audio conference “Managing
Multiple Generations in Your Lab: Proven Methods to Motivate Gen
X, Gen Y, and Baby Boomers in the Same Workplace” on Wednesday,
April 20, 2011.
remember that you can have everyone on your lab team participate
with you. For just one registration, you can all listen, learn,
and get personalized answers to questions about your lab’s
DARK REPORT AUDIO CONFERENCE AT A GLANCE
Wednesday, April 20, 2011
TIME: 1 p.m. EDT; 12 p.m. CDT; 11 a.m. MDT; 10
PLACE: Your telephone or speakerphone
COST: $195 per dial-in site (unlimited attendance
per site) through 4/8/11; $245 thereafter
TO REGISTER NOW:Click
here or call 1-800-560-6363 toll-free
to define the four generations: silent generation, baby boomers,
generation X, generation Y.
The different attitudes that each generation has about work.
Tips for motivating all generations of employees in your lab—even
the youngest ones.
How to encourage employees from different generations to respect
and communicate with each other.
Practical advice on handling challenging conversations with
the most difficult employees in your laboratory.
Effective ways to motivate talented employees who don’t
show interest in advancement or job growth.
Proven methods for handling your toughest management problems
while respecting the generational differences of your staff.
The secret to reversing the attitudes of lab staffers who are
resistant to change or who have a sense of entitlement.
2. Call toll free: 800-560-6363. Your
audio conference registration includes:
site license to attend the conference (invite as many people
as you can fit around your speakerphone at no extra charge)
PowerPoint presentations from our speakers
full transcript emailed to you soon after the conference
opportunity to connect directly with our speaker during the
audience Q&A session
Now!Or for more information,
call us toll-free at 800-560-6363.
Smith has more than 20 years of experience
as an executive in human resources and operations roles
for both for-profit and not-for-profit organizations.
He works with Slone Partners providing leadership development
for lab professionals and teaches for Titan Management
University. Previously, Mr. Smith worked for Capital
One and Carilion Clinic. He was Director of Human Resources
for Carilion Labs and helped drive culture change, implemented
succession planning and created coaching tools for laboratory
leaders. He uses a collaborative approach with his clients
to help them determine their vision and then identify
a plan to help them achieve that vision in their professional
and personal lives. His HR expertise includes: organizational
development, organizational change, succession planning,
executive coaching, teambuilding, leadership development
and recruiting. Mr. Smith graduated cum laude with a
BBA from James Madison University in management and
history. He also holds an MA from George Washington
University in Human Resource Development. Additionally,
Mr. Smith graduated from Georgetown University with
an Executive Coaching and Leadership Certificate and
became a fellow of the advisory board in 2006. He is
certified as a professional coach (PCC) by the International
Continuing Education Credit
The American Association of Clinical Chemistry (AACC) designates
this program for a maximum of 1.5 ACCENT® credit hours towards
the AACC Clinical Chemist’s Recognition Award. AACC is an
approved provider of continuing education for clinical laboratory
scientists in the states of California, Florida, Louisiana, Montana,
Nevada, North Dakota, Rhode Island, and West Virginia.