Managing Multiple Generations in the Work Force

Terri Manning Bobbie Frye

Career and Technical Education Summer Conference 2012

How Generational Births Will Impact Retirements

(Boomers) (Xers) (Millennials)

Generations Living in America in 2009

• Veterans 1925-1942 – 37 million living • • • • Baby Boomer 1943 – 1965 – 79 million living Generation X – 1966-1981 – 61 million living Millennials – 1982 – 2002 – 105 million living Generation Z 2003-2022 – About 21 million so far

Work ethic and values Workplace Characteristics Veterans

Hard work Respect authority Sacrifice Duty before fun Adhere to rules

Baby Boomers Generation X Millennials

Workaholics Work efficiently Crusading causes Personal fulfillment Desire quality Question authority Eliminate the task Self-reliant Want structure and direction Skeptical What’s next Multi-tasking Tenacity Entrepreneurial Tolerant Goal oriented

Work is… Leadership Style

An obligation Directive Command-and control An exciting adventure Consensual Collegial A difficult challenge A contract Everyone is the same Challenge others Ask why

Interactive Style

Individual Team player Loves to have Entrepreneur meetings

Source: Greg Hammill, FDU Magazine, Winter/Spring 2005

A means to an end Fulfillment TBD Participative

Communi cations Feedback and Rewards Messages that Motivate Work and Family Workplace Characteristics Veterans Baby Boomers

In person

Generation X

Formal Memo No news is good news Satisfaction in a job well done Don’t appreciate it Money Title recognition Direct Immediate Sorry to interrupt, but how am I doing?

Freedom is the best reward Your experience is respected Ne’er the twain shall meet You are valued You are needed No balance Work to live Do it your way Forget the rules Balance

Millennials

Email Voice mail Whenever I want it, at the push of a button Meaningful work You will work with other bright creative people Balance

Source: Greg Hammill, FDU Magazine, Winter/Spring 2005

Numbers in the Workforce

24.2%

Who Is Teaching Today

• • • • • • 3.7 million teachers Fall 2009 (12% increase since 1999) 76% were female in 2007-08 44% under age 40 52% has masters or higher Average salary in 2008-9 = $53,910 15.5% change schools or move annually

Hiring Projections for Teachers for 2018

Occupational Title Teachers—kindergarten, elementary, middle, and secondary Kindergarten teachers, except special education Elementary school teachers, except special education Middle school teachers, except special and vocational education Secondary school teachers, except special and vocational education

Employment 2008 Projected Employment 2018 Change, 2008-18 Number Percent 3,476,200 179,500 1,549,500 659,500 1,087,700 3,944,900 468,600 206,500 1,793,700 244,200 760,600 1,184,100 27,000 101,200 96,300 13 15 16 15 9

Projections for Special Ed Teachers

Occupational Title Special education teachers

Employment, 2008 Projected Employment, 2018 Number Percent 473,000 554,900 81,900 17

Special education teachers, preschool, kindergarten, and elementary school

226,000

Special education teachers, middle school Special education teachers, secondary school

100,300 146,700 270,300 44,300 118,400 18,100 166,200 19,500 20 18 13

Projections for NC Urban Area

10 Counties Surrounding Charlotte, North Carolina K-12 Job Outlook By Specific Occupation - K-12 EDUCATION 2005 2015 New Jobs Replacement Jobs % New % Rep.

Preschool and kindergarten teachers Preschool teachers Kindergarten teachers Elementary school teachers Middle school teachers Vocational ed teachers, middle school

7,449 6,043 1,406 10,016 5,644 362 9,744 8,081 1,663 11,341 6,251 367 2,295 2,038 257 1,324 607 <10 842 682 160 2,133 1,205 81 31% 34% 18% 13% 11% 2% 11% 11% 11% 21% 21% 22% 4,611 962 5,102 1,022 491 60 1,254 261 11% 6% 27% 27%

Secondary school teachers Vocational ed teachers, secondary Special education teachers, preschool, kindergarten, and elementary school Special education teachers, middle school Special education teachers, secondary Adult literacy, remedial education, and GED teachers and instructors Self-enrichment education teachers Teachers and instructors, all other

1,848 767 701 1,097 1,813 3,781 2,185 892 794 1,411 2,616 4,360 337 125 93 314 802 580 421 176 160 128 209 451 18% 16% 13% 29% 44% 15% 23% 23% 23% 12% 12% 12%

Veterans - How They Learn

• • • • • • • New is not necessarily better Not innovative with new ideas Like structure, schedules and procedures Brain processes new ideas into old mental framework Some refuse to work with technology (too overwhelming a learning curve, others jump in) Want clear expectations and guidelines Must memorize the basics

• • • • • • • • • • •

Childhood and School Experiences

Hard work

for Veterans

Respected their elders Children were to be seen and not heard Some diversity in schools due to funding but segregation Performance based on individual ability Little feedback unless negative More intrinsic reward for good performance Learned from history (other’s experiences) Small class size, one curriculum for all No special ed (students no where in sight) Virtually never tested with standardized tests – less comparison to others

Values of Employees in this Age Group

• • • • • • • Loyal to employer (company man) and expect the same in return Believe they should be rewarded for tenure Work ethic = efficiency and hard work Stable, thorough and detail oriented Don’t buck the system but work within it Uncomfortable with conflict and disagreements Not change oriented

Work Values

• • • • • • • Loyal to employer (company man) and expect the same in return Believe they should be rewarded for tenure Work ethic = efficiency and hard work Stable, thorough and detail oriented Don’t buck the system but work within it Uncomfortable with conflict and disagreements Not change oriented

Marketing to Them

• • • Faith in the government and national institutions Want quality but believe standard options are fine (not luxury) Loyal customers that follow the rules

No one has seen more change than the veterans…..

Computers

Telephones

Adding and Subtracting

Recording Devices

How Boomers Learn

• • • • • • Want things to fit into the “big picture” Want recognition for how well they have done Team oriented, work well in groups Like to explore and analyze, look at different views Follow instructions well Good with content

• • • • • • • • • •

Boomer’s Childhood and School Experiences

Overwhelmed the school system, large class sizes Ability grouped (red birds and blue birds) Question authority but respect position See life as an adventure (and school) Emphasis on team work (cohort education) Need silence to concentrate Were told “you are lucky to be here.” Segregated by race, the battles began for desegregation No special ed students in school (in most states) but honors courses in a few subjects Rarely tested and not for school performance (PSAT, SAT)

Values of Boomer Employee

• • • • • • • • Majority of employees (age 46-67ish) Always share personal experience – “what has happened to me is relevant to you” Value stability and respect Like to see their successes Tend to “workaholism” and have difficulty balancing their lives, working 40 hours is “slack.” Are competitive See themselves as the standard of comparison Appreciate technology because of how easy it makes their work – still fear they might “break it” and may have a “back-up plan”

Remember these……

Boomers at Work

• • • • • Value stability and respect Like to see their successes Tend to workaholism and have difficulty balancing their lives Are competitive See themselves as the standard of comparison

Boomers at Work

• • • • • Ethic = long hours show commitment Tend to workaholism with same expectations of others (50+ hours wk) Team oriented and relationship builders (don’t like conflict – can’t we all just get along) Not budget minded Sensitive to feedback

How Gen Xers Learn

• • • • • • • Task oriented – like to learn new skills Speed is important Self-paced learning, independent learning Want to have fun while they learn Informal learning environments are best Hate group work Want feedback from teacher

• • • • • • • • • • •

Gen X Childhood/School Experiences

Learned to rely on self (less patience with teams) Distrust authority Seek challenging environment (career education emphasis) Want feedback on progress Want to do things their way – like no rules and freedom on assignments Had special ed classrooms in school but separated Had honors programs Funding cut to education Testing “mania” began with them First daycare centers and latch-key kids (high divorce) Some diversity, began earnest desegregation in schools

Gen Xers as Employees

• • • • • • • • • • • Significant number of employees (age 29-45ish) Cynical and pessimistic Want work-life balance Think globally and seek independence Like technology and want an informal work environment Don’t want the boomers’ work ethic Communication is important and talk to adults as friends/peers (not impressed with authority) Reward should be based on productivity not hours worked Want control of self, time and future Loyalty to people not a company Impatient with poorer people skills

Remember these…..

Was this your first video game?

Was this your first calculator and cell phone?

Gen Xers at Work

• • • • • • • • • • Cynical and pessimistic Want work-life balance Think globally and seek independence Like technology and want an informal work environment Don’t want the boomers’ work ethic Communication is important and talk to adults as friends/peers (not impressed with authority) Believe reward should be based on productivity not hours worked Want control of self, time and future Loyalty to people not a company Impatient with poorer people skills

Marketing to Xers

• • • • Can spot a phony Peer to peer referral Like technology Like products and services with options

Millennial Childhood/School Experiences • • • • • • Many private schools, charter schools, magnet schools – all to meet the needs of the individual child –many, many choices School uniforms, child safety, high performance standards, character education, cooperative learning and community service Goal oriented – outcome based education (what’s in it for me) School is a means to an end – one must endure until the next level Interactive, participatory and engaging – are consulted by adults Everything 24/7 and available electronically

Millennial School Experiences

• • • • • • • No “grunt work” - must do “meaningful work”, participate in decisions International flavor, celebrate diversity, different is okay Motivated by working with bright, motivated and moral people Student makes judgments about truth and believability of what is taught Classroom mainstreamed – multiple levels based on ability and interest Constantly tested and compared to peers (learned to take tests so now of little use for college admissions) Feel pressure for high achievement

How Millennials Learn

• • • • Try it their way – always looking for better, faster way of doing things Prefer graphics before text, reading of excerpts Like small and fast processing technology – best when networked Want instant gratification and frequent rewards (spot)

How Millennials Learn

• • • • • Focus on skill development – not memorization of what they perceive they don’t need to know Productivity is key – not attendance – so make class worthwhile or they won’t come Have different critical thinking skills based on their high tech world not thought processing (need help here) Rely on teacher to facilitate learning Group think and interaction

Need to Rethink Teaching

• What world are we preparing them for?

– – – The one we grew up in???

A future world unknown to many of us Critical topics • Information literacy • • • • • • • Language (bilingual a necessity) Technology that does work for them Critical decision-making Dealing with change Globalism, world economy Rapid disbursement of information around the globe Get ahead with process skills, applied knowledge

Methods of Teaching

• • • • • • Too much reliance on technology (spell check, Excel formulas, calculators, grammar check, etc. (is this really a big deal?) Poor basic skills in 30-70% Less prepared from K-12 (what issues?) Poor technology skills in 30-40% First generation students (gen 1.5) Immigrant families (language issues)

Top Ten Skills for the Future

• • • • • Work ethic, including self-motivation and time management.

Physical skills, e.g., maintaining one's health and good appearance.

Verbal (oral) communication, including one-on-one and in a group Written communication, including editing and proofing one's work.

Working directly with people, relationship building, and team work.

The Futurist Update (Vol. 5, No. 2), an e-newsletter from the World Future Society, quotes Bill Coplin on the “ten things employers want [young people] to learn in college”

Top Ten Skills for the Future

• • • • • Influencing people, including effective salesmanship and leadership.

Gathering information through various media and keeping it organized.

Using quantitative tools, e.g., statistics, graphs, or spreadsheets.

Asking and answering the right questions, evaluating information, and applying knowledge.

Solving problems, including identifying problems, developing possible solutions, and launching solutions.

Millennials - Not Very Hardy

• Our parents told us “when the going you don’t succeed, try, try again.” gets tough, the tough get going” and “if at first • • Their philosophy “when the going gets tough, it means you should try another route” and “if at first you don’t succeed, maybe you shouldn’t be here.” They have trouble staying in rigid and non-flexible environments.

Focus on Retention

• “Ambitious yet aimless” characterizes this generation – – – – – They work for a while until they save enough money to live for a while, then quite – play for several months and then look for work again.

They know at the age of 21 that they may have to work until they are 70 – 75. So why hurry into a career job now.

They have the same attitude with school.

They stop out regularly and see if things work out. They appear to be in “no hurry.” They swirl….

How to Attract Millennials to Jobs

• • When looking for a job, they think they are not having the right conversations.

Instead of talking about roles and job titles, talk about values and skills.

– “I don’t care is you call me a business analyst or consultant, I just want my job to: 1) allow me to do problem solving, 2) work in a democratic organization, and 3) empower the workers to affect change, etc.” Source: 20 Somethings Success: A Guide to Corporate Success for 20 Somethings. http://www.20somethingsuccess.com/2009/01/what-attracts-me-in-job-posting.html

In An Add

• Describe what the potential hire should value and what skills they should have. – – – “You’re relentlessly positive.” “You are comfortable with ambiguity, and imagine alternative possible outcomes.” “Someone who is largely self-motivated, who finds satisfaction in reaching self-imposed goals, and is willing to regularly raise the bar on those goals.” Source: 20 Somethings Success: A Guide to Corporate Success for 20 Somethings. http://www.20somethingsuccess.com/2009/01/what-attracts-me-in-job-posting.html

•

Cities are Trying to Attract Them

Some things suggested are: – – – – – – – Improving schools Vitalize downtown areas Advertise the cultural fabric of the area Encourage diversity Bars specializing in local beers Mass transit, bike lanes Local food sources

Salary Expectations

• Realistically, what do you expect your starting salary will be when you begin working?

Millennials – – – – – – $15-20K $21-30K $31-40K $41-50K $50K+ Not sure 7.7% 29.3% 27.0% 15.9% 7.0% 12.5% Approximately 65% felt they would earn $40K or less

Jobs in Lifetime

How many jobs do you think you will hold in your lifetime?

– – 1-3 4-6 35.7% 41.5% – – 7-10 Over 10 16.5% 6.2% 64% expect to have 4 or more jobs

Importance of Career Components

Items thought to be very important: • Respected on the Job • Opportunity for Professional Development • Ability to Have an Impact on the World

Importance of Career Components

• • • • • • • • • • • Items thought to be somewhat important: Access to Information and Expression of Personal Opinion Having High Job Prestige Working with Inspiring Colleagues Geographic Location of Job Receive Guidance and Direction from Supervisor Participating in Company Decisions Independence/Professional Autonomy Using Creativity on the Job Lots of Responsibility Flexible Work Hours Dress Code Appropriate to Work Environment

Importance of Job Benefits

Benefits thought to be very important: Health Insurance Salary Growth Plans like 401K Life Insurance Bonuses Employer-paid Retirement Benefits thought to be unimportant: Stock Options Profit Sharing

Will We Have a Workforce Shortage?

• • • • • Will the Boomers retire in droves?

Could see a 4-10 million worker shortage.

We don’t have enough well-prepared young workers.

Greatest needs in fields with advanced education such as nursing and education.

Also industries with mostly older workers such as the oil and gas industry.

Older Generations Make Assumptions • • • • That younger generations will measure success just as we have.

Young worker must pay their dues and follow the same paths to success as previous generations.

The company ladder will remain intact.

Workers go where the jobs are.

Marston, Cam, Motivating the “What’s In It for Me” Workforce: Managing Across the Generational Divide and Increasing Profits, 2007

• • •

What Millennials Want

• Ability to work whenever and wherever they want.

• • Variation on the job Continual feedback from supervisors Opportunities to learn, retool and reinvent themselves Challenge, new problems to solve To be in charge of their lives and future Marston, Cam, Motivating the “What’s In It for Me” Workforce: Managing Across the Generational Divide and Increasing Profits, 2007

What They Are Not Interested In

• • • • • • Time-honored traditions Doing things the way they have always been done Paying their dues How their managers got to where they are (rank) A work ethic that requires a 10 hour day Unquestioning loyalty to a company Marston, Cam, Motivating the “What’s In It for Me” Workforce: Managing Across the Generational Divide and Increasing Profits, 2007

Change in Values

Two youngest generations: – Define success differently – – Their time is equal in value to money Will pursue other rewards for their work – – The company/corporate ladder has become irrelevant View their predecessor’s experience as a warning, not a road map – Don’t value the rules of management, motivation and reward Marston, Cam, Motivating the “What’s In It for Me” Workforce: Managing Across the Generational Divide and Increasing Profits, 2007

Skepticism

The two younger generations: – Have been given ample reason to question authority – Don’t believe their leaders tell the truth – – Question the motives and truthfulness of institutions across the board Invest their loyalty and trust in individuals and therefore, the right boss is critical (otherwise they change jobs, #1 reason they quit) Marston, Cam, Motivating the “What’s In It for Me” Workforce: Managing Across the Generational Divide and Increasing Profits, 2007

What Will It Take for All Generations to Work Well Together

• A new understanding of what employees want from their jobs, bosses and workplace experience • • A new understanding of loyalty and how to develop it (not through pay, promotions and benefits) A new definition of self – young employees define themselves by what they do outside the job, not what they do for a living Marston, Cam, Motivating the “What’s In It for Me” Workforce: Managing Across the Generational Divide and Increasing Profits, 2007

What Will It Take

• • New behavior from leaders who realize younger workers enter the workforce seeking self-fulfillment and aren’t interested in “paying their dues” for an unspecified amount of time for a vague reward Because young people are doing everything later – staying in school, living at home, getting married, having kids – this impacts their commitment to work Marston, Cam, Motivating the “What’s In It for Me” Workforce: Managing Across the Generational Divide and Increasing Profits, 2007

Reasons US Workers Change Jobs In 2006, 21% of US workers made voluntary job changes for the following reasons: • • • • • • • • Growth and earnings potential (30%) Time and flexibility (23%) Financial compensation (22%) Culture and work environment (22%) Benefits (12%) Supervisor relationship (10%) Travel and development (9%) Management climate (9%) Benefit News

Changing Workforce

• • • • • Workers are demanding the ability to balance their work and personal responsibilities.

Workers are not afraid of changing jobs.

The idea that the best way to grow financially and otherwise is to stay with one employer has been eroding to the point of extinction.

Younger workers and those earning $15,000 or less were the most likely to change jobs.

The cost of turnovers range from $7,000 for hourly employees to $30,000 for mid-level managers and $80,000 for technical or senior level management (Center for Workforce Learning).

Charlotte Biz, March 2007

How They Will Push Us…

• • • • • • • More independence in the workforce Consumer-based fairness Better technology Enhanced professional development Get rid of “that’s the way we’ve always done it” Have more life balance Re-establish priorities

What We Know

• • • • Times are changing – in business and society So – leadership must change The younger generations are working in a different economy and business world They have different values and goals

THEY WILL NEVER BE LIKE US!

What can managers do?

1. Mentor their employees • About how the company runs, what makes people of different generations work well together. Teach people skills not just business processes.

• Great leaders can motivate all people by balancing processes and people’s needs for the good of the company

Messages that Motivate

• • Veterans – Your experience is respected here – – What has and hasn’t worked in the past is relevant Perseverance is valued Boomers – You are important to our success – – Your contribution is unique and important We need you

Messages that Motivate

• • Gen Xers – – – Do it your way There aren’t a lot of rules here We’re not very corporate Millennials – – You will work with other bright, creative people You can help turn this company around – – – You can be a hero here We value independent workers Your boss will help you succeed

2. Communicate with employees • Encourage them to develop trust with others and empower people to do their jobs. Ask for input rather than telling them what to do. Open communication reduces resistance.

3. Value their values • Want work-life balance. They value family and friends and want to work their eight hour day and go home. Older workers think long hours show your loyalty and productivity. Younger workers often get things done faster. They value efficiency and effectiveness and doing things faster.

4. Focus on Retention • People leave for several reasons: older workers retire but younger workers often leave feeling unvalued.

• Have strategies to retain both groups.

• Older generations like monetary rewards, younger generations like time off work.

Eleven Tips for Millennial Management

1.

2.

Provide structure – reports, deadlines, clear goals, expectations. Frequent communication about the rules and structured career path Provide leadership and guidance – they want to look up to and admire you. They want in on the “whole” picture. Teach, coach and give them your best investment of time. They expect a relationship with their boss and are more trusting of authority figures.

Tips, continued

3.

4.

Encourage the millennials’ self-assuredness, “can-do” attitude, and positive personal self image – encourage them, don’t squash or contain them. Want to express their opinion.

Take advantage of their comfort with teams. Encourage them to join – they believe teams can accomplish more and better things. Mentor, coach and train them as a team use multi-generational teams.

Tips, continued

5.

6.

Listen to the millennial employee – they had loving parents who listened to them and don’t like being ignored. Expect mentoring – want to feel like they matter.

Millennial employees are up for a challenge and change – boring is bad. They seek change and challenge, the next thing…. Want to know how their work is going to help the company.

Tips, continued

7.

8.

9.

Millennials are multi-taskers – want different tasks and goals to pursue weekly – if not they get bored.

Take advantage of their computer, cell phone and electronic literacy – the world is wide but not too deep for millennials.

Capitalize on their affinity for networking – like to network around the world electronically. Are loyal but will keep their options open.

Tips, continued

10.

Provide a life-work balance in the workplace – they work hard but are not into 60 hour work weeks. Home, family, children and friends are their life. Get them involved in community service.

11.

Provide a fun, employee-centered workplace – they want to enjoy their work, make friends at work. Help long-term employees make room for them. Worry if they are not laughing, planning office events, going out to lunch with workmates, etc.

Source: Susan Heathfield, About.com, Managing Millennials: Eleven Tips for Managing Millennials, http://humanresources.about.com/od/managementtips/a/millennials.htm

For a copy of this presentation: http//www.cpcc.edu/millennial Click on: “presentations and workshops” Contact: [email protected]