Fluent Essays

Reflect on the various challenges are present in the digital era.  1.  Will things get better or more complicated as times goes on?  Explain.   2. What are some methods to assimilate new generations into the workforce to think about       competitive advantage? The above submission should be one -page in length and adhere to APA formatting standards.**Remember the APA cover page and the references (if required) do not count towards the page length**Note the first assignment should be in one section and the second section should have the information from the Information Technology and Organizational Learning assignment.  The paper requirements for the two-pages applies to the second part of the assignment directly related to the Information Technology and Organizational Learning assignment. School of Computer & Information Sciences ITS-631- Operational Excellence Chapter 11 – Information Technology and Organizational Learning Introduction Integrating generation Y employees to accelerate competitive advantage  Gen Y employees who are also known as “digital natives” and “millennials Gen Y employees possess the attributes to assist companies in transforming their workforce to meet the accelerated change in the competitive landscape Employment Challenge in the Digital Era  Digital tools have provided leaders with ways to connect at an unprecedented scale Five key indicators that support successful digital transformation in a firm: A company’ s strategic vision is only as effective as the people behind it. Thus, winning the minds of all levels of the organization is required. To become digital is to be digital. Companies must have a “one-team culture” and raise their employees’  digital IQ. A company must address the scarcity of talented resources and look more to using Gen Y individuals because they have a more natural adaptation to take on the challenges of digital transformation. Resistant managers are impediments to progress and can actually stop digital transformation. Digital leadership starts at the top. Gen Y Population Attributes Five Forces want access to dedicated team spaces where they can have emotional engagements in a socialized atmosphere; require their own space; that is, are not supportive of a “hoteling” existence where they do not have a permanent office or workspace; need a flexible life/work balance; prefer a workplace that supports formal and informal collaborative engagement. Advantages of Employing Millennials to Support Digital Transformation Gen Y people are consumers, colleagues, employees, managers, and innovators They possess attributes that align with the requirements to be an entrepreneur, a person with technology savvy and creativity, someone who works well in a mobile environment, and is non-conformant enough to drive change in an organization  Ability to transform organizations that operate on a departmental basis into one that is based more on function; an essential requirement in a digital economy Integration of Gen Y with Baby Boomers and Gen X The prediction is that 76 million baby boomers (born 1946– 1964) and Gen X workers (born 1965– 1984) will be retiring over the next 15  years Corporations need to produce career paths that will be attractive to millennials. Thus, the older generation needs to Acknowledge some of their preconceived perceptions of current work ethics that are simply not relevant in today’ s complex environments. Allow Gen Y to escalate in ranks to satisfy their ambitions and sense of entitlement. Implement more flexible work schedules, offer telecommuting, and develop a stronger focus on social responsibility. Support more advanced uses of technology, especially those used by Gen Yers in their personal lives. Employ more mentors to help Gen Y employees to better understand the reasons for existing constraints in the organizations where they work. Provide more complex employee orientations, more timely personnel reviews, and in general more frequent feedback continual learning and rotational programs that support a vertical growth path for younger employees. needed by Gen Y individuals. Establish programs that improve the verbal communications skills of Gen Y workers that are typically more comfortable with nonverbal text-based methods of communication. Implement more Designing the Digital Enterprise 42\% of the respondents stated that baby boomers would be remembered for their focus on consumerism and self-indulgence. Gen Y, on the other hand, are considered more self-interested, entitled narcissists who want to spend all their time posting “selfies” to Facebook. However, other facts offer an expanded perception of these two generations, as shown in Table  11.1 Assimilating Gen Y Talent from Underserved Socially Deprived Populations The outsourcing of jobs outside of local communities to countries with lower employment costs has continued to grow during the early part of the twenty-first century Most impacted by the loss of jobs have been the underserved or socially excluded Gen Y youth populations The European average for young adult unemployment (aged 15– 25) in 2013 was nearly 25\%, almost twice the rate for their adult counterparts Global Implications for Sources of Talent The increasing social exclusion of Gen Y youth is a growing problem in almost every country.   Access to education is undoubtedly increasing employability, which indirectly contributes to better citizenship for underserved youth. There is a widening gap between the “haves” and the “have-nots” throughout the world data suggests that traditional degree programs that require full-time study at university as the primary preparation for labor market employment may not be the most appropriate approach to solving the growing social inequality issue among youth. References Langer, A. M. (2018). Information Technology and Organizational Learning. 3rd edition. Taylor & Francis Group, LLC. ISBN: 978-1-138-23858-9