the sort journey to evolution of work - life balance...do you know how various generations influence today workplace? do you know how to handle Millennial?

1. THE EVOLUTION OF
WORK - LIFE
FOUR GENERATIONS OF WORKERS
PERSONAL CHARACTERISTICS OF
GENERATIONS
WORK CHARACTERISTICS
Martina GEORGIEVOVÁ
Senior trainer/consultant/coach
DEVELOR www.develor.sk

2. Think performance
The evolution of Work - Life
 1900: work

3. Think performance
The evolution of Work - Life
 1950: work life separation

4. Think performance
The evolution of Work - Life
 1970: work spills into life

5. Think performance
The evolution of Work - Life
 1980: work life balance

6. Think performance
The evolution of Work - Life
 2000: life spills into work

7. Think performance
The evolution of Work - Life
 2010: work-life blending

8. Work evaluation
through different generations

9. Drawing: Cécile Périnelle-Michelet
Working Environment # 1: Cramped cubicles are separated by 1.80m high partitions; senior
managers have larger individual offices behind closed doors.
Virtualization???

10. Drawing: Cécile Périnelle-Michelet
Old-model
stand-alone
computer (if
any)
Paper domination (files,
binders, trays, books, post-
it, flying sheets…)
Small
traditional
desk
Old-model
telephone
The employee mainly works with
telephone, pen and paper. The
computer is used for word
processing, if at all
Working
time is
monitored
Hard white light
from ceiling
neon lighting
Dress code
is strict
(uniform,
full suit)
Simple revolving
chair, no armrest
Working Environment # 1: Cramped cubicles are separated by 1.80m high partitions; senior
managers have larger individual offices behind closed doors.
Virtualization???

11. Think performance
ENVIRONMENT DOESN'T
SUPPORT TRUST
 We can find more destroyers, like doors usually
closed, colleagues cant see each other well,
information mostly on papers, knowledge is shared
just with few (strong hierarchy and strict rules – how
to deal with information, how to communicate with
whom).
 Atmosphere more formal, respect of hierarchy
expected; openly speech rather rare; nobody
interesting in personal life (emotions are not
welcome). There is little need to build trust (what for?
Boss is always right and use mostly directive style)

12. Drawing: Cécile Périnelle-Michelet
Working Environment # 2: Glass-walled offices for 1 to 4 people (those for one
person also have a small comfortable sitting area).

13. Drawing: Cécile Périnelle-Michelet
Reasonably recent
desktop with sound,
connected to LAN
Paper is used
but controlled
Spacious L-shaped desk,
adapted to computer
work
Modern wireless
telephone with
speakerphone
The employee mainly works with
telephone, paper, fax and computer.
Offices are equipped
with printers and fax
machines
Natural light
supplemented
with halogen
lamps
Dress code is
business
elegant (suit
with no vest,
no uniform)
Working Environment # 2: Glass-walled offices for 1 to 4 people (those for one
person also have a small comfortable sitting area).
Comfortable revolving
chair with armrest
Mobile phones
are sometimes
used
Personal touch
(family photos…)

14. Think performance
ENVIRONMENT STARTS
SUPPORT TRUST
 More open atmosphere, people can see each other
through glass-walls, better technology for sharing
information (many info about company on Intranet).
 One can find some signs of personal touch (like
family photo).
 Communication still very polite and keeping
distance, but no so formal anymore. (Boss look for
trust in abilities /skills of his team members).

15. Drawing: Cécile Périnelle-Michelet
Working Environment # 3: Open landscaped working area for all, modern ergonomic
working stations (not always permanently assigned to employees)

16. Drawing: Cécile Périnelle-Michelet
Recent multimedia
notebook,
connected to
intranet
Hardly any paper except
mail and reference books
Mobile phone with
headset
The employee mainly works with
portable computer and telephone.
Office is equipped with
printer/fax/scanner/copy
machine
Natural light
supplemented
with halogen
lamps
Dress code is
business casual (suit
with no vest and tie,
no uniform). Hairdo
code is liberal
Working Environment # 3: Open landscaped working area for all, modern ergonomic
working stations (not always permanently assigned to employees)
Ergonomic revolving
chair
PDAs are
sometimes used
Conference room for
large meetings and
private conversations
R&R area with TV,
video and CD/DVD
facilities
Banners stressing
corporate values
Comfort features
(coffee machine,
food, plants)
Children and pets are
allowed in the office

17. Think performance
TRUST STARTS TO BE VITAL
 More informal atmosphere, room for private
conversations; access to most of company info for
everyone.
 tolerance of personal life; flexible working hours –
but still rules in what time employee should be there.
 emotions are taking into focus – company vision,
mission, motto, slogan in sign. (Boss need to
establish trust for motivating his team).

18. Drawing: Cécile Périnelle-Michelet
Working Environment # 4: Home or anywhere else, as the employee chooses.

19. Drawing: Cécile Périnelle-Michelet
Latest notebook,
connected to
Internet
No paper
The employee works virtually
(teleworker)
Virtual work tools
(webcam, speaker,
headphones)
Natural light or
whatever
preferred light
Total freedom in
dress code, hairdo
code, furniture,
working position,
working hours
Working Environment # 4: Home or anywhere else, as the employee chooses.
Virtual conference
room with text and
voice chats, video
and visuals
Friendly family or
other environment
Mobile phone
serving as modem,
PDA

20. Think performance
TRUST STARTS TO BE
ESSENTIAL
 Teleworking; Internetworking; Eworking; Web 2.0
 Access to most company info and sharing knowledge;
virtual teams, leadership is no more about the
knowledge and skills but about attitude and behavior.
 Position - Boss is more now as coordinator. All team
members are equal and respected; diversity is
welcome; trust is establish for sharing the same vision
(which is now more „internal motivation factor“ for
each team member – its not only company profit but
mine too) and drive for goal achievement. Personal life
and preferences are respected. Creativity is highly
priced.

21. Generations

22. Think performance
EACH GENERATION HAS A
UNIQUE IMPRINT
Four Generations of Workers
• Veterans (1933-1945); 60-81
• Boomers (1946-1964); 50-68
• Gen X (1965-1980); 34-49
• Gen Y (Millennials) (1981-2000); 14-33

23. Think performance
POPULATION
Population By Generation
48
78
49
74
0 20 40 60 80 100
Veterans
Boomers
Gen X
Gen Y
Generations
Population Count (millions)
US Census 2005

24. Veterans
(1933-1945)

25. Boomers
(1946-1964)

26. Boomers
(1946-1964)West Europe
East Europe

27. Gen X (Latch-key)
(1965-1980)

28. Gen Y
(1981-2000)

29. Think performance
PERSONAL CHARACTERISTICS
OF GENERATIONS

30. Think performance
CORE VALUES
Veterans
(1933-1945)
Respect for
authority
Conformers
Discipline

31. Think performance
CORE VALUES
Veterans
(1933-1945)
Boomers
(1946-1964)
Respect for
authority
Conformers
Discipline
Optimism
Involvement

32. Think performance
CORE VALUES
Veterans
(1933-1945)
Boomers
(1946-1964)
Gen X
(1965-1980)
Respect for
authority
Conformers
Discipline
Optimism
Involvement
Skepticism
Fun
Informality

33. Think performance
CORE VALUES
Veterans
(1933-1945)
Boomers
(1946-1964)
Gen X
(1965-1980)
Gen Y
(Millennials)
(1981-2000)
Respect for
authority
Conformers
Discipline
Optimism
Involvement
Skepticism
Fun
Informality
Realism
Confidence
Extreme fun
Social

34. Think performance
FAMILY
Veterans
(1933-1945)
Boomers
(1946-1964)
Gen X
(1965-1980)
Gen Y
(Millennials)
(1981-2000)
Traditional
Nuclear
Disintegrating Latch-key kids Merged families

35. Think performance
EDUCATION
Veterans
(1933-1945)
Boomers
(1946-1964)
Gen X
(1965-1980)
Gen Y
(Millennials)
(1981-2000)
A dream A birthright A way to get
there
An incredible
expenses

36. Think performance
COMMUNICATION MEDIA
Veterans
(1933-1945)
Boomers
(1946-1964)
Gen X
(1965-1980)
Gen Y
(Millennials)
(1981-2000)
Rotary phones
Memo
One-on-one
Touch –tone
phones
Call me anytime
Cell phones
Don't call me
after work
Text (SMS)
Internet
E-mail

37. Think performance
WORK CHARACTERISTICS

38. Think performance
WORK ETHIC AND VALUES
Veterans
(1933-1945)
Boomers
(1946-1964)
Gen X
(1965-1980)
Gen Y
(Millennials)
(1981-2000)
Hard work
Respect authority
Sacrifice
Duty before fun
Adhere to rules
Workaholics
Work efficiently
Crusading causes
Desire quality
Question
authority
Eliminate the task
Self-reliance
Want structure
and direction
Skeptical
What's next
Multitasking
Tenacity
Entrepreneurial
Tolerant
Goal oriented
WORK IS....
An obligation An exciting
adventure
A difficult
challenge
A contract
A means to an
end
Fulfilment

39. Think performance
LEADESRHIP STYLE
Veterans
(1933-1945)
Boomers
(1946-1964)
Gen X
(1965-1980)
Gen Y
(Millennials)
(1981-2000)
Directive
Command-and-
Control
Consensual
collegial
Everyone is the
same
Challenge others
Ask way
? (to be
determined)
INTERACTIVE STYLE
Individual Team player
Loves to have
meetings
Entrepreneur Participative

40. Think performance
COMMUNICATIONS
Veterans
(1933-1945)
Boomers
(1946-1964)
Gen X
(1965-1980)
Gen Y
(Millennials)
(1981-2000)
Formal
Memo
In Person Direct
Immediate
E-mail
Voice Mail
FEEDBACK AND REWARDS
No news is good
news
Satisfaction in a
job well done
Don't appreciate
it
Money
Title recognition
Sorry to interrupt
but how am I
doing?
Freedom is the
best reward
Whenever I want
it at the push of a
button
Meaningful work

41. Think performance
MESSAGES THAT MOTIVATE
Veterans
(1933-1945)
Boomers
(1946-1964)
Gen X
(1965-1980)
Gen Y
(Millennials)
(1981-2000)
Your experience
is respected
You are valued
you are needed
Do it your way
Forget the rules
You will work with
other bright and
creative people
WORK AND FAMILY LIFE
Balance what is
that?
No balance
Work to live
Balance Balance

42. Generations
gap

43. Think performance
THE BIGGEST CHANGE
 Our four generation workforce provides challenges

44. Think performance
DEFINING TECHNOLOGY
Veterans
(1933-1945)
Boomers
(1946-1964)
Gen X
(1965-1980)
Gen Y
(Millennials)
(1981-2000)
Fax machine Personal
computers
Notebook Google
Facebook

45. Think performance
APPEARANCE OF THE LEADER

46. What is next
Generations ?

47. Generation C

48. C
for…..?

49. Content Creators
Connected
Co-creation
Customise
Community
Curious
Control ‘C’

50. 5 THINGS TO KNOW ABOUT
GEN C
1. They love creating and ‘mashing’ content
2. They are not passive, they form ‘active
communities’
3. They thrive on social media sites where they
can get involved in ideas and cultural
conversations
4. They’re in control of their own lives and are
happy with complexity
5. Gen C aspire to work in more creative
industries with less rigid social structures

51. Think performance
YOUR TASK
 You have 45 minutes to find something interesting
on GENERATION topic on net
 Prepare your power-point and be ready to presented
to others
 Think how this influence
your work

52. Think performance
Start
Mentoring
Provide Self-
Teaching
Resources
Support Unique
Career Paths
CLOSING THE GAP
Tips for Working Across Generations
Millenials want to learn –
cross tantly and
informally.
A mentoring program
creates collaboration
and learning
opportunities that focus
more on discussion and
exposure to work
experiences and less on
step-by-step instruction.
Millennials adapt easily
to change and tend to
work at a faster pace
than other generations.
Giving them resources
to move forward by
learning on their own,
at their own pace, is
critical.
Traditional new-hire
training can have a
negative impact on
millennial employees.
Give them exposure to
the company and
encourage their personal
growth – even if it
involves switching
departments.