Managing a Managing a Multigenerational Multigenerational

WorkforceWorkforce

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• In past, relatively stable organizational model for career advancement

• Today, organizations come in many sizes, types, shapes

• Career paths vary (average 25 year old is expected to experience anywhere from 3-5 careers in lifetime)

• Work-life expectations have changed with the generations

Why Are Things Different?

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Points to Keep in Mind!

Common experiences of each generation frequently define their assumptions and perspectives

BUT

Never generalize from a few to the whole - there are ALWAYS exceptions

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Traditionalists

• Born between 1900 and 1945

• Loyal -- often found to have worked for only one employer.

• Many of the men have military background and are comfortable with a top-down management style.

• May be motivated by recognition in doing a job well done.

• Exhibit a strong work ethic that was shaped by the Great Depression with an “onward and upward” attitude.

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Baby-Boomers

• Born between 1946 and 1964

• Typically respond to symbols of recognition: enhanced titles, more money, special perks such as parking spaces, and other status symbols or symbols of peer recognition.

• Optimistic and idealistic.

• As result of their large numbers, tend to be extremely competitive

• Realize that they have spent too much of their time working / may want to add more balance to their lives / may feel new generations need to put “their time in.”

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Generation X

– Born between 1965 and 1980

– Typically have little trust in the system.

– Freedom is often perceived as ultimate work reward

– Want training that enhances their skills, and portability of benefits retirement that can be taken elsewhere.

– Characterized by skepticism, self focus, lack of loyalty to employer.

– Has seen scandal effect of every institution from the stock market to the presidency/ divorce rate tripled during their lifetimes; informality and fun/work as a means to an end and not an end in and of itself

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Generation Y/ Millennial

• Born between 1981 and 1999

– One in three is not Caucasian

– Two in four come from a single parent home

– Four in five have working mothers

• Perceived as wanting to make a difference and knowing that their work has value

• If they question authority, it’s usually for “moral” reasons

• Characteristics include sociability, civic duty, and morality.

• Born with technology / adept at multitasking Grown up with group work, athletics and team sports, and personal recognition

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Workplace Conflict

• Often have generational issues at core even though identified as personal:

– “She has a poor work ethic”

– “He is not committed to his job”

• Differing styles: team work vs. individual

• Newer generations “branded” as less motivated

– Do not understand why “lateness” is viewed as a bad thing by a boomer for example

– Generation Y very committed to balancing work and family

HR Challenges

• Age Diversity increases complexity of recruiting, training and motivating workers

War for Talent

Question:

Is there a way HR professionals can

• Satisfy all generations working together in the same workplace

• And, reap the benefits of their unique experiences and new skills ?

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Recruitment & Retention

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Compensation & Benefits

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Learning

• Baby Boomers:

– Traditional training – Classroom

– Focus on area of specialty, technology

• Gen X :

– Technology based learning

– Focus on breadth rather than specific area – leadership skills

• Gen Y :

– Learning appeals most to this Gen

– Part of the compensation package

– Tech. based self learning

– Continual learning to further their careers

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Gartner HCM program review Tool kit

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Integrate themulti-

generational workforce

Understandthe changing demographic

context

Assess and plan for a

multi-generational

mix

Review sourcing

strategies for a mixed

workforce

Blendedmulti-

generationalmix

The blended multi-generational workforce frameworkGartner EXP HR Research – Q1 2007

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Private or public as thanks for building high expertise

Refresher in expectations and gain awareness of younger colleagues

Stimulating work that recognizes high expertise

Enables women to create a predictable routine

Competitive current/ retirement medical. Maximum employer contributions to savings.

Recognition

Diversity training

Employee involvement

Work/life benefits

Employee insurance/savings benefits

Public to increase opportunities of advancement

To understand changes in the workforce mix

To be noticed and given better opportunities

Efficient organized work life that balances with family life. More time at home.

Contribution options.Family health coverage.

Public to show contribution

Help to bring age awareness to high level of ethnic/culture diversity

To contribute and be valued and heard

Shorter time at work balanced by working off hours at home

Low contribution.Opt out for cash refunds at time of resignation

Expectations by generation

Baby Boomers

Policy/program Generation X Generation Y

Gartner EXP HR Research – Q1 2007

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Interactive. Clear hierarchy. Meet the expectations of others who depend on the work

Fairness is key. Compromise merit pay just to survive

Cynical. Minimize time spent on it.

Classroom/group style. Like to be mentors. Build deep expertise in area of knowledge

Culture

Compensation

Performance management

Training and development

New opportunities, innovation, risk with rewards to match

Competitive and key to retention

To demonstrate successes and negotiate rewards

E-learning that supports breadth and depth with tests to demonstrate ability

On the job learning and open forums to add value. Interesting work with minimal supervision.

Year-on-year high end improvement

Feedback and opportunity to discuss learning opportunities

Low profile with emphasis on self directed learning, breadth of learning and fun, such as video games

Expectations by generation

Baby Boomers

Policy/program Generation X Generation Y

Gartner EXP HR Research – Q1 2007

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Differences between the Generations (*Eric Chester, Employing Generation Y)

Topic Boomers Gen X Gen Y

Loyalty to Employer

I can work my way to the top

I’ll work if I have to

Jobs are a dime a dozen

Respecting Elders

Is automatic

Is polite Just because they are older - no way!

Training Tell me what to do

Show me HOW to do it

WHY do I need to learn this?

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General Guidelines

• Identify your own generational assumptions:

– What do I believe are the most important attributes of an employee?

– How loyal do I believe an employee should be to an organization?

– What balance do I maintain between my work and personal life?

– Do I feel most comfortable with people of a certain age group at work?

Managing multi-generation workforce

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Lessons To Keep In Mind

• There is more diversity than just generational diversity

• We are all more similar than different

• We can learn from each other - everyone brings something to the table

• Everyone wants to succeed