Transcript Managing 4 Generations in the Workforce

to the
4
4
We are
in
a cosmic universe
Vast is The Universe –
Vast are our
4
Prior to 1949
TRADITIONALS
MATURES
SILENT GENERATION
1965 TO 1980
GEN-X
GEN-XERS
Question/Question
Question NOTHING!
BOOMERS
BABY BOOMERS
Question Everything
1946 TO 1964
MILLENNIALS
Forget the Question
1981 TO 2000
MILLENNIALS
“Forget the Question”
GEN-X
GEN-XERS
“Question the Question”
BOOMERS
BABY BOOMERS
“Question Everything”
TRADITIONALISTS/
babyboomers
1940 – 1945
babyboomers/Gen X
1960 – 1965
Gen
X/
1975 - 1980
Cuspers play important
roles …
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Mediating
Translating
Explaining
Coordinating
Resolving conflicts
Who is Ron Howard?
0 Richie from Happy Days
0 Opie from Mayberry
0 Award Winning Actor
0 Who is Ron Howard?
Its all about Perspective- Everyone’s Right
Boomers
“Richie”
Millennials
“The Director”
Traditionals
“Opie”
How did John Kennedy Die?
0 Plane Crash over Martha’s Vineyard
0 Gun Shot in Dallas, Texas
Matures & Boomers
Gen X and Millennials
Its all about Perspective- Everyone’s Right
TRADITIONALISTS
1900 -1945
Influences
 The Great
Depression
 Disney’s 1st
Animated feature
 World War II
 The G.I. Bill
 The Cold War
 The Atom Bomb
People in the News
 Frank Sinatra
 Ella Fitzgerald
 FDR
 Jackie Robinson
 Henry Ford
 John Wayne
 Joe DiMaggio
TRADITIONALISTS
1900 -1945
Traits
Growing Up
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Loyal/Civic Minded
Patriotic
Hard working
Fiscally conservative
Faith in Institutions
Work for same
employer
 Make do or do without
 Practical
 Respect Authority
Disciplined- stay in line
Conformers
Personal sacrifice
Children should be
seen and not heard
TRADITIONALISTS
1900 -1945
• - Tom Brokaw, The Greatest Generation.
Influences
People in the News
 John F. Kennedy
 Martin Luther King,
Jr.
 Rosa Parks
 The Jackson Five
 Elvis
 The Beatles
 Neil Armstrong
Traits
Growing Up
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Confident
Independent
Self-reliant
Competitive
Questioners of
authority
 Idealistic
Stay-at-home moms
Suburbs
TV
Play well with others
Traits
 Optimistic
 Desire to stand out
from the crowd
 Cool
 Work-centric
 Relish long work
hours
 Defined by
Professional
Accomplishments
Boomers
1946 -1964
•
- Bill Novelli, CEO of AARP
And author of ‘Igniting a Revolution to Reinvent America.
 Divorce
 AIDS
 Massive Corporate
Layoffs
 MTV & Cable TV
 The Challenger
 Missing children on
milk cartons
 Chernobyle Disaster
 Three Mile Island
Accident
People in the News
 Bill Clinton
 Bill Gates
 Michael Jordan
 Nelson Mandela
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Independent
Resourceful
Entrepreneurial
Adaptive to
change
 Skeptical
 Work/life balance
 Self-reliance
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Working Moms
Latchkey kids
Divorce
Microwave
Videogames
MADD
Gen -X
1965-1981
• - Neil Howe and William Strauss, 13th Gen:
Abort, Retry, Ignore, Fail? Vintage Books, 1993.
Realist
Inventors
Influences
 Fall of the Berlin Wall
 Events of September
11th
 Connected 24/7
 iPod, iPad, Smart
Phones
 Stock Market Plummets
 Drugs and gangs
 Hurricane Katrina
 Virginia Tech Shooting
People in the News
 President Barak
Obama
 Opra Winfrey
 Britney
 Backstreet Boys
 Oprah Spears
 Mia Hamm
 Serena & Venus
Williams
 Mother Teresa
Traits
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Globally concerned
Diverse/Inclusive
Cyber literate
Media savvy
Realistic
The group is the key
Confidence
Entitled
Most educated
Growing Up
 “You are special”
 Helicopter parents –
(Boomer parenting)
 “Black Hawks!”
(Gen X parenting)
 Involved dads
 Packed schedules
The M-Factor
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Parenting
Entitlement
Meaning
Great Expectations
Immediate
Gratification
 The Need for Speed
 Social Networking
 Collaboration
Works Cited
Lynne C. Lancaster, D. S. (2010). The M-factor:
how the millennial generation is rocking the
workplace. New York: HarperCollins Publishers.
Millennials
1982 -
• - Tom McGhee, Denver Post.
Globally minded
Me-Centric
The Team can attract and retain talented people of all ages
Flexibility is fostered
Decisions are stronger because they’re broad-based and from
Multiple perspectives
‘Four heads are better than one’
Team can meet the needs of a diverse public and relate more effectively
A positive, inclusive work culture can lead to business success by enhancing
Recruitment, retention and profitability.
Work and the 4 Generations
•The Assets of each generation
•The Liabilities
•Motivation
•Preferred Management Style
•Recruiting and Retaining
•Preferred methods of Communication
•Rewards and Recognition
Workplace Assets
Traditionals
Experience
Enhanced
Knowledge
Dedication
Loyalty
Focus
Emotional maturity
Perseverance
Boomers
Service oriented
Dedication
Team Perspective
Experience
Knowlege
Gen-X
Adaptability
Techno-literate
Independence
Creativity
Willingness to
buck the
system
Millennials
Collective
Action
Optimism
Multi-task
Techno-savvy
Workplace Liabilities
Traditionals
•Reluctant to Buck
the System
Boomers
•Not necessarily
‘budge minded’
•Uncomfortable
with conflict
•Uncomfortable
with conflict
•Reticent when
they disagree
•Reluctant to go
against peers
•May put process
ahead of result
Gen-X
•Skeptical
•Distrustful of
Authority
Millennials
•Need for
supervision
and structure
•Inexperience
•Inexperience
with conflict
resolution and
working with
‘difficult’
people.
They prefer to work for
managers who…..
Traditionals
•Are direct and
identify clear steps
•Take a logical
Approach
•Set long term goals
•Are fair and
consistent
•Spell out clear job
expectations
•Are respectful
Boomers
Gen-X
•Are consensual
and treat them as
equals
•Competent, Direct
and
Straightforward
•Take a democratic
approach
•Genuine
•Work with the
group to define a
mission
•Comfortable with
deadlines- turning
them loose to meet
it.
•Show warmth and
caring
•Supportive of
training and growth
opportunities
•Assure them they
are making a
difference.
•Flexible
•Results-oriented
Millennials
•Educational
and know their
personal goals.
•Comfortable
coaching and
supporting
them
•Collaborative
•Achievementoriented
•Motivationaly
Motivating Styles and
Messages
Traditionals
They tend to be
motivated when
managers connect
their actions to he
overall good of the
organization.
Boomers
They tend to be
motivated by
leaders who get
them involved and
show them how
they can make a
difference.
Gen-X
Millennials
Allow them to get
the job done on
their own (what
might seem
unorthodox)
schedule.
They tend to be
motivated
when their
managers
connect their
actions to their
personal and
career goals.
“Do it your way.”
“Your experience is
respected here.”
“Your opinion is
valued”
“It’s valuable to the
rest of us to hear
what has and has
not worked in the
past.”
“Your contribution
will be recognized.”
“We need you.”
“We’ve got the
newest hardware
and software.”
“You can be a
hero here.”
“There aren’t a lot
of rule around
here.”
“You and your coworker can turn
this company
around.”
The RIGHT Reward
Traditionals
Tangible symbols of
loyalty,
commitment and
service including
plaques and
certificates.
Boomers
Personal
appreciation,
promotion and
recognition with
monetary
compensation.
Gen-X
Free time,
upgraded
resources,
opportunities for
development,
bottom-line results,
certifications to add
to their resume.
Millennials
Rewards,
certificates,
tangible eviden.
Communication and
Feedback
Traditionals
Boomers
Gen-X
Millennials
•Official Memos
•Phone Calls
•Voice mail
•Instant Message
•Letters
•Face to Face
interaction
•Email
•Blogs
•Personal notes
Feedback
“No news is good
news”
•Text
Feedback
Feedback
Once a year
review with
documentation
•Email
Instant Immediate
Feedback
Individualizedwant it at the
‘push of a
button’
Managers who drive them
crazy…..
Traditionals
•Too touchy-feely
•Indecisive
•Worry about
making unpopular
decisions
•Use profanity and
slang
•Use ‘trendy’
management styles
•Disorganized
Boomers
•Aren’t open to
input
•Are Bureaucratic
•“My way or the
highway”
•Don’t‘ show
interest
Gen-X
•Micromanage
•Don’t walk
the talk
•Flashy
Millennials
•Cynical /Sarcastic
•Treat them as too
young to be
valuable
•Bureaucratic
•Threatened by
their technical
savvy
•Schmooze
•Condescending
•‘Two faced’
•Inconsistent
•Disorganized
Recruit and Retain
Traditionals
• Use a personal touch. Make face-to-face
contact. Computer-driven communication
sometimes alienates members of this
generation.
• Be mindful of age and experience. Show them
that their experience is viewed as an asset
rather than a liability.
• Capitalize on experience. Consider setting up
mentoring relationships that match senior
employees with younger ones.
Recruit and Retain
Boomers
• Offer flexible work arrangements:
telecommuting, adjustable scheduling, personal
time to handle family and caretaking matters.
• Provide challenging work opportunities,
horizontal movement, learning opportunities.
• Offer phased retirement programs. Offer health
and wellness programs to foster healthy life
styles.
Recruit and Retain
Gen-X
• Show them lots of options for their workplace
schedule.
• Allow them to work autonomously. Tap into
their adaptability. Generation Xers are typically
flexible, and many are independent operators.
Give them an important task that needs to get
done; they’ll likely get it handled!
• Give FAST (Frequent, Accurate, Specific, Timely)
feedback in order for them to build their skills
and improve their resumes
Recruit and Retain
Millennials
• Tap an outstanding employee from the Millennial Generation to talk to
the candidate about the company.
• Provide flexibility to allow them to pursue their many outside interests.
• Get them involved in meaningful volunteer efforts. These workers are
community oriented and are graduates of required community service
hours.
• Count them in on benefits like 401(k) plans. Millennials are financially
savvy.
• Use their capability to access and share information quickly. This is the
most technologically and globally aware generation.
• Pair them up with older mentors. On surveys, Millennials say they
resonate most with the Baby Boom and World War II generations.
• Help them learn interpersonal skills for the workplace. They may need
to be rescued from difficult situations while they develop these skills.
Six Principles for Managing
Generations Successfully
1. Initiate conversations about generations. Individuals often make judgments
about each other without realizing those judgments are generational in
nature—and they tend to keep those judgments under the table. When they get
them out in the open, the issues become less personalized and more
generalized. They become easier—and sometimes even fun—to talk about the
needs and preferences of a diverse workforce.
2. Ask people about their needs and preferences. Out of the best intentions,
human beings often project their preferences onto others. The only way to
know for certain what someone else’s needs and preferences are is to ask! .
3. Offer options. Working successfully with a mix of generations means offering
as many choices as possible to meet and suit the needs of the employees as
individuals and as a whole..
Six Principles for Managing
Generations Successfully
4. Personalize your style. Be flexible. Learn about preferences of others on
the team and find creative ways to meet their expectations.
5.
6.
Build on strengths. The best mixed-generation work teams recognize
the unique strengths of each individual. Urge people who are different to
become more of who they already are, rather than trying to blend in
with the rest of the team.
Pursue different perspectives. Many work teams would say they tolerate
differences, but the mixed-generation teams that truly succeed go beyond
tolerance. Choose people with varied backgrounds and perspectives
to work on projects together.
Managing the Generations
It’s A Bottom-line Issue!
Thank you
Thank you!
Robin Housch
[email protected]