ICSEW Conference October 5, 2015 · 6% or less or workforce 1945-1960 Baby Boomers 15 years 85 million 40% of workforce 1961-1981 Generation X Baby Busters Xers 20 years 52 million

ICSEW Conference

October 5, 2015

1

BINGO

2

Generation Timeline

FourGenerations

at Work Defined

1922-1944

Veterans Silent Generation Traditionalists

20 years14 million

6% or less or workforce

1945-1960

Baby Boomers

15 years85 million

40% of workforce

1961-1981

Generation X Baby Busters Xers

20 years52 million

35% of workforce

1982-2000*

Generation Y Millennial Echo Boomers

18 years88 million

18% of workforce**Gen Z is emerging

3

Each person has unique experiences that influence his or her perceptions, values and opinions

Each generation has a core group of individuals who embody similar values, characteristics and skills

Other lenses that have influence?

How IN you are in the generation timeline

4

The Generations at Work research is U.S. and Canadian based

◦ What if you were born in the Veteran era but in Japan?

you were born in the Boomer era but in Russia or East Germany?

you were born in the Generation X era but in Mexico or India?

you were born in the Generation Y era but in the Iraq, China or Libya?

Implications as people continue to be more mobile and virtual

5

A new and increasingly valued competency

Gen-mixer Capitalizing on a multi-generational workforce in order to

create high-performing, results driven teams. As a managers, leaders and team members, what operational

strategies can we develop to maximize the strengths of eachgeneration to create high performing teams?

Each generation has the ability to add value to business performance by maximizing its skills, managing its weaknesses, and creating opportunities to collaborate across generational lines.

6

Generation Timeline

FourGenerations

at Work

1922-1944


22 years

1945-1960

Baby Boomers

15 years

1961-1981


20 years

1982-2000


18 years

What makes a generation?

Genealogists say 15-30 years Demographers say rise and fall of birth rates

Sociologists say shared coming of age process shaped by life-defining events

As children and young adults The Great Depression

Pearl Harbor, D-Day, world wars and re-building Korean War Lived in nuclear families Seen but not heard Learned “right from wrong” in schools Rules enforced through capital punishment As children they “did without” Golden Age of Radio Patriotic, supportive of their government

As children and young adults Post WW2 boom- age of possibilities, U.S. #1 Civil Rights Movement Cuban Missile Crisis Assassination of JFK and MLK Vietnam Conflict Cold War Space program Woodstock Television Lived in nuclear families Parents sacrificed to indulge children-teachers and communities doted on Expanded suburban infrastructure- houses, schools, hospitals

As children and youngadults Lived in the shadow of the boom U.S. losing prominence Women’s Liberation Movement Massive downsizing in corporate America Carter/ Regan Fall of the Berlin Wall Personal computers Did not attract the attention of parents,teachers, media or government First latch key kids, 40% in single parent households, non-traditional families Start up success

As children and young adults First global citizens Oklahoma bombing Monica Lewinsky/ Clinton Aids School shootings 9/11 U.S. led war on terror The digital age (internet, iM, wireless) Molded by self-esteem building parenting, educational and counseling techniques-Decade of the Child Escorted and supervised since birth Most observed and researched since the boomers

7

• Think about your Generation. How did these coming of age, life defining events shape your world view?

Write down how these events shaped the way you

respond and react to others.

Be prepared to share your thoughts with the workshop participants.

8

• Choose a Generation that you are not. Think

about how these coming of age, life-defining events would have shaped you.

Write down how these events might shape the way you

respond and react to others.

Be prepared to share your thoughts with the workshop participants.

9

Generation Timeline

FourGenerations

at Work

1922-1944


22 years

1945-1960

Baby Boomers

15 years

1961-1981


20 years

1982-2000


18 years

Attitudes and Values in Life

Generation identity based on world view which collectively impacts how they respond and react to others.Sources: studies, SHRM, co-worker surveys

Loyalty Dedication Sacrifice Hard work ConformityLaw and Order Respect for Authority Patience Delayed Reward Duty before fun Adhere to Rules HonorDiscipline

Optimism Team oriented Competitive Personal Fulfillment Health and Wellness Personal Growth Youthfulness Live to Work Involvement Equality Work Efficiently Crusading causes Desire quality Question authority

Diversity Thinking Globally Balance Techno-literacy Fun Informality Independence Self-reliance Pragmatism Work to Live Competent Balance Collaboration Skepticism

Optimism Civic Duty Confidence Achievement Social Morality Street Smarts Diversity Tolerant Respect for Authority Dedication Extreme fun Realism

10

Generation Timeline

FourGenerations

at Work

1922-1944


22 years

1945-1960

Baby Boomers

15 years

1961-1981


20 years

1982-2000


18 years

Personal and LifestyleCharacteristics

General patterns in the relationships between and among family members, friends that affect people in the workplace.

Family Traditional Nuclear

Education A dream

Communication/ Media Rotary phones Face to face, respectful Formal Write a Memo Hand written messages

Dealing with Money Put it Away Pay Cash

Family Nuclear & traditional Disintegrating

Education A birthright

Communication/ Media Touch-tone phones In-person Cell phones Call me anytime Open, direct May press for details

but does not like controlling language

Dealing with Money Buy now, pay later

Family Latch-key kids, 40% single parent Non-traditional

Education A way to get there

Communication / Media Cell phones Call me only at work Direct Immediate Likes visuals Wants clear expectations with frequent feedback

Dealing with Money Cautious Conservative Save, save, save

Family Merged families Non-traditional

Education An incredible expense

Communication /Media Internet Picture phones Email Text Sound bites, quick and snappy phrases and very visual. Wants immediate feedbackDealing with Money Earn to spend

11

Choose another Generation that you are not-different from before. Think about how the Communication/ Media preference on the previous slide would shape your opinion for how meetings should look.

◦ Write down how they might shape what you want in & out of meetings.

◦ Be prepared to share your thoughts with the class.

12

Generation Timeline

FourGenerations

at Work

1922-1944


22 years

1945-1960

Baby Boomers

15 years

1961-1981


20 years

1982-2000


18 years

Characteristics and Skills at Work

Generational attitudes and values come to life through actions and behaviors on the job. Workplace performance can be directly tied to an employees attitudes and values which impact his/her collaboration, team-work, motivation and leaderships style.Sources: studies, SHRM, co-worker surveys

Most Characteristic Compliant Committed to company Respectful of hierarchy Prefers structure Give maximum effort Stable Detail Oriented CompetentConfident Hard working Dedicated Ethical

Least Characteristic Embraces diversity Has office technology skills Likes informality

Most Characteristic Gives maximum effort Accepting of authority Results driven Loyal to organization Retains knowledge Driven to succeed Team players Relationship focused Eager to add value Participative management style Competitive

Least Characteristic Likes informality Respectful of hierarchy Needs supervision

Most Characteristic Techno-literate Likes informality Learns quickly Seeks life/ work balance Embraces diversity Flexible and adaptable Creative Independent At ease with multi-tasking Results driven

Least Characteristic Respectful of hierarchy Likes structure Loyal to organization

Most Characteristic Techno-savvy Likes informality Learns quickly Embraces diversity Needs clear expectations and frequent feedback Dedicated Collective action Self-reliant Expressive and tolerant of differences Eager to accept more responsibility Thinks Out of the BoxLeast Characteristic Respectful of hierarchy Likes structure Loyal to organization

13

FourGenerations

at Work

1922-1944


22 years

1945-1960

Baby Boomers

15 years

1961-1981


20 years

1982-2000


18 years

Four Different Approaches to Work

Each generation’s individual/ unique identities and mindsets impact workplace performance:

productivity creativity conflicts turnover motivation innovation collaboration business results

Work Is ....An Obligation

Loyalty and Trust Loyal and supportive to traditional structures (military, government, big business)

Relationship to Authority Respect hierarchical system Seniority and job titles are respected

Relationship to Organization Loyal to company Pay Your Dues Career=opportunity Formal relationships with superiors

Work Is….An Exciting Adventure

Loyalty and Trust Loyal to one’s own needs through on-going growth and self-gratification Anti-establishment, activism

Relationship to Authority Challenge authority Desire flat organizations that are democratic

Relationship to Organization Loyal to team, organization Live to Work Career=self worth Wants job security Personal relationships with superiors

Work Is ….A Contract

Loyalty and Trust Loyal to self through independence and self-reliance Lack of trust in formal establishments (government, media) skeptical of motivationsRelationship to Authority Unimpressed with authority Competence and skills are respected over seniorityRelationships to Organizations Loyal to manager Work to live Career=one part of me Informal relationship with superiors

Work Is ….A Means to an End

FulfillmentLoyalty and Trust Loyal to individual and team goals through dedication and hard work Trust in centralized authority

Relationship to Authority Respect for authority-competent and have advanced skills Flip roles-teach technology to superiorsRelationships to Organizations Loyal to colleagues Work to contribute Career=opportunity to add value Very casual relationships with superiors

14

FourGenerations

at Work

1922-1944


22 years

1945-1960

Baby Boomers

15 years

1961-1981


20 years

1982-2000


18 years





Relationship to Colleagues Formal When in conflict, refer to seniority

Work Style Get it done Focus on process and rules Don’t rock the boat Follow the leader Linear work style Dislike change

Management Style Command and Control Demand respect “Do What I say, not as I do” Micro-management Dictatorial Rigid


Relationship to Colleagues Personal Avoid conflicts

Work Style Bend the rules Work in teams Focus on people not numbers Structured work style Cautious of change

Management Style Participative Decisions by consensus Open-minded “Flavor of the month” Desire Alternative Management Styles but have difficulty implementing them Political


Relationship to Colleagues Colleagues as friends Open dialogue to resolve conflict

Work Style Focus on Results Change the rules Work independently with little supervision and informal structure Multi-task Flexible work style At ease with changeManagement Style Fair Straightforward Flexible Brutally honest Not political


FulfillmentRelationship to Colleagues Casual and socialDebate and challenge each other to achieve compromiseWork Style Focus on quickest solution, use technology Challenge the rules Work independently with direction and feedback Fluid work style Desire changeManagement Style Inclusive Personal Opinionated TBD

15

FourGenerations

at Work

1922-1944


22 years

1945-1960

Baby Boomers

15 years

1961-1981


20 years

1982-2000


18 years





Feedback and Rewards No news is good news Satisfaction in a job well done Accept authority Like structured conversations with defined outcomes and goals

Messages That Motivate Your experience is respected here We value your knowledge and perseverance

Conflict I follow orders, so should you Keep your conflicts to yourself, it’s none of my business


Feedback and Rewards Don’t appreciate it Money Title recognition Need to know upfront that the leader is knowledgeable, like interactive learning

Messages That Motivate Without your dedication, I’m not sure what we would have done You are important to our success We need you You are valued

Conflict I take on issues I don’t agree with but I believe conflict is dealt with best by resolving it


Feedback and Rewards Sorry to interrupt, but how am I doing? Freedom is the best reward Love training/ learning opportunities, very accepting of changeTell me what you can do for me.Messages that MotivateYou can do it however you want. I trust you. We keep an eye on technology Our work world is flexible How can we help you? Forget the rules

Conflict I call like I see it, even if it is unpopular- I don’t need to worry about it so much. This is my job.


FulfillmentFeedback and Rewards Whenever I want it, at the push of a buttonMeaningful work Want fun and flexibility in the workplace

Messages that Motivate You will be working with other bright, creative peopleWe encourage community and volunteer activitiesYou can make a difference here

Conflict I may not know what to do, so I avoid face to face conflict, especially when it comes to customer service

16

FourGenerations

at Work

1922-1944


22 years

1945-1960

Baby Boomers

15 years

1961-1981


20 years

1982-2000


18 years





Training and Education School of hard knocks-learn it on your own- I did

Strengths as employees Loyal, hard working, consistent

Challenges as Employees Dislike change Won’t buck the system Dislike and withdraw from conflict


Training and Education I value education, but I am afraid employees will leave with too much training

Strengths as employees Driven, dedicated, competitive, team players, go above and beyondChallenges as Employees Big on Ideas Focus on process more than outcome sensitive to critique from younger workers


Training and Education If you don’t train me, I’ll leave, more is better

Strengths as employees Adaptable, techno-literate, independent, not intimidated by authority, creativeChallenges as Employees Impatient Not interested in being politically savvy Cynical Lack of desire to schmooze


FulfillmentTraining and Education I expect constant change and therefore training

Strengths as employees Multi-talented, multi-task, respectful, collaborative, techno-savvy, highly tolerantChallenges as Employees High, unrealistic expectations; dislike conflict, lack of experience

17

FourGenerations

at Work

1922-1944


22 years

1945-1960

Baby Boomers

15 years

1961-1981


20 years

1982-2000


18 years





As Their Leader, Do and Don’t… Don’t expect them to share their inner thoughts Avoid unproductive meetingsDon’t overdo emails, video-conferencing, phone conferences, webinars versus in-person communication

Job Changes Job changing means there is something wrong with you


As Their Leader, Do and Don’t… Offer opportunities for them to be challenged Be flexible in your own way of thinking toward this group or their ideas Don’t criticize them, offer them constructive feedback

Job Changes Job changing makes you lose competitive, promotional edge


As Their Leader, Do and Don’t… Avoid long, lengthy meetingsAvoid continuous repetition of functions Don’t assume they will stay Be flexible and advocate for balancing home/life Keep them informed and provide consistent feedback

Job Changes Job changing is necessary, if I don’t feel challenged 3 careers, 12 employers


FulfillmentAs Their Leader, Do and Don’t… Support them in decision making and succeeding- teach them about learning from mistakes Avoid talking down to them and having lengthy conversations Keep them engaged Try to not be pessimistic or too serious ( respect is not yours by virtue of your title) Provide immediate feedback

Job Changes Job change is natural and necessary but feels loyalty to projects and people 3 careers and 29 employers

18

Common Inter-Generational Challenges Class Discussion

Managing and Motivating Boomer’s management style and Xers’ expectations

Xers managing older employees

Xers and Y’s gaining credibility from Veterans

Veterans gaining respect from Gen X and Ys

Growth and Enrichment Creating career opportunities for Gen X and Y employees

Cross training Veterans

Continuing to provide challenging work experiences for Boomers

High turn over with Gen X employees

Team Building Conflict between Veterans and Gen X or Y approach to making decisions

and taking action

Equality and respect for all team members

19

Common Inter-Generational Challenges Customer Service

◦ Gen X and Y informal, casual communications with customers

◦ Cohort marketing

Training◦ Different learning styles for each generation

◦ The need for alternative delivery platforms and flexibility in scheduling

Recruiting◦ Attracting the best and brightest from each generation

◦ Creating a win-win employment relationship

20

Break out Groups by Generation

Boomer group:

• Boomer’s management style and Xers’ expectations

Xer group:

• High turn over with Gen X employees

Y group:

• Creating career opportunities for Gen X and Y employees

21

So What Will it Be For You?Business As Usual?

ORWill You Become a

Gen-mixer?

Capitalizing on a multi-generational workforce in order to create high-performing, results driven teams.

As a managers, leaders and team members, what operational strategies can we develop to maximize the strengths of each generation to create high performing teams?

Each generation has the ability to add value to business performance by maximizing its skills, managing its weaknesses and creating opportunities to collaborate across generational lines.

22

Workshop material taken from:

When Generations Collide: How to Sole the Generation Puzzle at Work.

Lynne C. Lancaster

Generational Study of Workplace Attitudes

Get Ready for Generation Z

Macleans.ca/society/life

The Road to Performance Success: Understanding and Managing the Generational Divide.

N-gen People Performance Inc. Adwoa K. Buahene and Giselle Kovary

FDU Magazine Online

Greg Hammill

Critical Career Junctures that Direct the Career Life-Cycle of Young Careerists.

Business and Professional Women’s Foundation

Human Resources and the future of communications in the workplace’ a cross generational perspective

Eva Lynn Cowell and Virginia W. Kupritz

23

Documents

ICSEW Conference October 5, 2015 · 6% or less or workforce 1945-1960 Baby Boomers 15 years 85 million 40% of workforce 1961-1981 Generation X Baby Busters Xers 20 years 52 million