Generational Divide Managing Motivating Multigenerational Talent Of Workplace
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Generational Divide Managing Motivating Multigenerational Talent Of Workplace
- 1. Generational Divide: Managing and Motivating the Multigenerational Talent of the Workplace ©2009 Price Consulting Group Dr. Kella B. Price, SPHR, CPLP Price Consulting Group
- 4. What do you want to take from this session? ©2009 Price Consulting Group
- 7. The Perfect Storm… Source: Lynne C. Lancaster and David Stillman. When Generations Collide: Who They Are. Why They Clash. How To Solve the Generational Puzzle at Work (HarperBusiness, 2002) Traditionalist Boomer Gen X Gen Yers Training The hard way Too much and I’ll leave Required to keep me Continuous and expected Learning style Classroom Facilitated Independent Collaborative & networked Communications style Top down Guarded Hub & Spoke Collaborative Problem-solving Hierarchical Horizontal Independent Collaborative Decision-making Seeks approval Team informed Team included Team decided Leadership style Command & control Get out of the way Coach Partner Feedback No news is good news Once per year Weekly/Daily On demand Technology use Uncomfortable Unsure Unable to work without it Unfathomable if not provided Job changing Sets me back Sets me back Necessary Part of my daily routine
- 9. Workforce by Generation ©2009 Price Consulting Group (Tulgan, 2009)
- 22. Consider the following…. ©2009 Price Consulting Group
- 32. Researching Generation Y ©2009 Price Consulting Group
- 33. Generational Workplace Conflicts ©2009 Price Consulting Group
- 35. Perceptions of Gen Y Peers ©2009 Price Consulting Group (Corbett, 2008).
- 40. Learning Innovation Meetup ©2009 Price Consulting Group
- 41. Second Life Capabilities in Training ©2009 Price Consulting Group
- 42. Second Life User Demographics ©2009 Price Consulting Group (Source: Abrams, 2009)
Editor's Notes
- include one or more of the following four generations: Silent Generation / Traditionalists (Born between 1920 - 1945). They are also called the Silent Generation, the War Baby Generation, or the WWII Veteran Generation. Baby Boomers (Born between 1946–1954). They are also called the "Me" Generation because their Traditionalist parents wanted to give them a good life. Generation Jones – 1955-1964. They grew up watching The Brady Bunch, not Leave It to Beaver. Their attitudes were shaped more by Watergate than JFK. They remember gas lines, not Mustangs. Jonathan Pontell, culture expert, coined this name – for idea of a large, unknown, invisible generation. this generation has a “Jones,” or longing, for its own identity and for the world it was promised as children but never received. (http://www.enquirer.com/editions/1999/11/12/loc_who_is_generation.html) Obama is Gen Jones. Generation X (Born between 1965–1979). This generation is the children of both Traditionalists and Baby Boomers. Gen Y / Millennials (Born between 1980–2000). They are also called Generation Y, Generation ME, Generation WE, or Nexters. Echo Boomers, Millenium Generation, iGeneration, Einstein Generation and Google Generation.
- A Generation X resigns because she has worked in her position for 1 year and no one has spoken to her about her career path. To her, that means the company isn't committed to her career. Her Baby Boomer manager is astonished anyone would expect to talk about promotion after such a short time.. A Traditionalist gives a Gen Xer employee a low rating on her performance evaluation for "work ethic“ because she leaves regularly at 5 pm. The Xer explains that she loves her job but she also likes to have a balanced life.
- This report provides Hewitt's summaries of human resources news that appeared in The New York Times , The Wall Street Journal , and The Washington Post . "Working--Face Time" Hudson, the staffing firm, has identified another difference between the generations. Gen Xers and Gen Yers need more hand holding or face time with their bosses than baby boomers or those over age 60. One fourth of Gen Xers and Gen Yers want feedback from the boss at least once a week, compared with one-fifth of boomers and one in ten of those over age 60. Younger workers are also more likely to want a connection to the top brass and to socialize with their managers. (The Washington Post, 26-Oct-2006, p. D2)
- Source: http://www.hrtools.com/insights/bruce_tulgan/generation_y_defined_the_new_young_workforce.aspx
- 16 million in the workforce – 21% of workers
- 76 million – 52% of workforce and most mid and upper management positions
- 40 million plus in workforcce (26%)
- Confident. Raised by parents believing in the importance of self-esteem, they characteristically consider themselves ready to overcome challenges and leap tall buildings. Managers who believe in “paying your dues” and coworkers who don’t think opinions are worth listening to unless they come from someone with a prerequisite number of years on the resume find this can-do attitude unsettling. Hopeful. They’re described as optimistic yet practical. They believe in the future and their role in it. They’ve read about businesses with basketball courts, stockrooms stocked with beer for employers, and companies that pay your way through school. They expect a workplace that is challenging, collaborative, creative, fun, and financially rewarding. Goal- and achievement-oriented. Just a day after she won a totally unexpected Olympic gold medal, skater Sara Hughes was talking about her next goal—scoring a perfect 1600 on her SATs. Many Millennials arrive at their first day of work with personal goals on paper. Civic-minded. They were taught to think in terms of the greater good. They have a high rate of volunteerism. They expect companies to contribute to their communities—and to operate in ways that create a sustainable environment. Inclusive . Millennials are used to being organized in teams—and to making certain no one is left behind. They expect to earn a living in a workplace that is fair to all, where diversity is the norm—and they’ll use their collective power if they feel someone is treated unfairly.
- World Events: Challenger explosion, fall of the Berlin Wall, colombine shootings, OJ Simpson trial, Monica Lewinsky scandal, Y2K, anthrax scares, the SARS epidemic and the avian flu. Enron and Arthur Anderson – Mistrusting, cynicism, skepticism and pessimism Terrorism. bombing and devastation of the Murrah federal building in Oklahoma City. two Columbine High School students killed and wounded their classmates, and as school shootings became a three-year trend the terrorist attacks on September 11, 2001. Focus on children and family. In the decades right before and after the turn of the Millennium, Americans moved the spotlight back onto kids and their families. That spotlight has swung like a pendulum over the last sixty years. During the post-WWII era, children were all the rage. It was a popular time to be having kids and to be a kid. Then, when the Gen-Xers were growing up, the spotlight had shifted. Latchkey kids, children of divorce, and kids with two working parents found themselves growing up on their own, in the shadow of the Baby Boom. One Gen-Xer told me, “The Boomers took so much and left us so dry.” The early 90s saw the spotlight swinging back. Las Vegas and Club Med went family . Parents and grandparents took the kids along on trips across the country and to destinations all over the globe. Eating out—once an adult thing —became a family matter. Ninety percent of fathers attended the birth of their children. The Federal Forum on Family Statistics reported that national attention to children was at an all-time high (The earlier peak was in the 1960s when the Boomers were kids.). Older parents—the average age for moms was now 27—brought more maturity to their roles as caregivers, teachers, and coaches. Scheduled, structured lives. The Millennials were the busiest generation of children we’ve ever seen in the U.S, growing up facing time pressures traditionally reserved for adults. Parents and teachers micromanaged their schedules, planning things out for them, leaving very little unstructured free time. They were signed up for soccer camp, karate club, and ballet lessons—and their parents were called into service, shuttling them from one activity to the next. Some started carrying Daytimers when they were in elementary school. Multiculturalism. Kids grew up in the 90s and 00s with more daily interaction with other ethnicities and cultures than ever before. The most recent data from UCLA’s Higher Education Research Institute shows that interracial interaction among college freshmen has reached a record high. Heroism. Emerging out of those acts of violence, Millennials watched the re-emergence of the American hero. Policemen, firemen, firefighters, and mayors were pictured on the front page of the newspaper, featured on TV specials, and portrayed in art and memorabilia. In the 10 months following 9/11, the word hero was heard more than it had been in the entire 10 years before. Patriotism. During the post-Vietnam and Watergate era, patriotism was at an all-time low. Displaying the American flag, always and forever the right thing to do for members of the WWII Generation, had become less and less common—particularly among disillusioned Boomers and skeptical Xers. September 11 changed all that. Stores that carried flags sold out within 24 hours, ordered more and sold out again. Every other home and car seemed to fly the old red-white-and-blue. Businesspeople sported the stars and stripes on their lapels, and kids wore T-shirts with flags on the front, on the back, and on the shoulder. It seemed that national pride had been tested, and the overwhelming verdict was that patriotism was alive and well. The UCLA freshmen survey reported signs of renewed political interest. The percentage of students who reported discussing politics represented the “largest one-year increase since the 1992 presidential election year.” Parent advocacy . The Millennials were raised, by and large, by active, involved parents who often interceded on their behalf. Protective Boomer and Xer parents tried to ensure their children would grow up safely and be treated well. Parents challenged poor grades, negotiated with the soccer coach, visited college campuses with their charges, and even went along to Army recruiting centers. Then, too, Millennials actually like their parents. In the Generation 2001 survey, conducted by Lou Harris on behalf of Northwest Mutual Life Insurance, Mom and Dad were most often named when young people were asked whom they admired. Globalism. With penpals in Singapore and Senegal, Millennials grew up seeing things as global, connected, and open for business 24/7. Be smart—you are special. They’ve been catered to since they were tiny. Think Nickolodeon, Baby Gap, and Sports Illustrated for Kids . Leave no one behind. They were taught to be inclusive and tolerant of other races, religions, and sexual orientations. Connect 24/7. They learned to be interdependent—on family, friends, and teachers. More Millennials say they can live without the television than the computer. Many prefer chatting on line to talking on the phone. Achieve now! Some parents hired private agents to line up the right college; others got started choosing the right pre-school while the child was still in the womb. Serve your community. Fifty percent of high school students reported volunteering in their communities, many of their high schools requiring community service hours for graduation. On one Roper Survey, when Millennials were asked for the major cause of problems in the U.S., they answered selfishness .
- What do we need to do to work more effectively with each other as a team ? People who grow up at different points in history have a unique experience and outlook toward life. these differences seem more pronounced than some in the past, they are in effect natural. dealing with diversity and understanding each other’s differences is critical to communication and success.
- Generational difference #1: Work-life balance Workers in their 40s will stay late to get the job done. Workers under 30 (and even in their mid 30s) want to leave at 5p.m. but they WILL work from home They stay connected and online 16 hours a day consistently and they will mix leisure time and work duties together. Generational difference #2: Taking Action Younger workers like to test an idea or theory before implementation. They will look for online solutions and gather a lot of information before making a decision. This causes managers in their 40s and 50s to think they are not action takers. Generation difference #3: Generation Y and Dress Codes Dressing casually for workers under 30 is a very big deal. Dropping the dress code when possible is yielding amazing productivity results. Rewards/recognition People under 30 were rewarded in elementary school and beyond, regardless of accomplishments. (Everybody gets a trophy.) They expect rewards and recognitions that are not necessarily achievement based. People under 30 grew up being corrected with an explanation that they were not that far off and that the teacher-supervisor has faith in them and their abilities.
- More effective communication/less misunderstandings. Increased recruitment and employee retention. More effective motivational methods. Better-formed expectations. Increased productivity and teamwork.
- A recent survey indicates that the youngest workers are the most willing to go the extra mile when the economy tightens and job security becomes tenuous. A higher percentage of Gen Y workers strive to impress the boss, arrive earlier and working later and taking on extra responsibilities than their older peers. Randstad surveyed workers about their attitudes toward the workplace with an emphasis on their eagerness to obtain greater job security. When asked whether they would arrive early and stay late, 48 percent of Gen Y workers said yes compared with 40 percent of Gen X and 29 percent of Boomers. "They are more nimble, flexible and adaptable than previous generations," he says. "Change and transience - this is the air they breathe, the water they swim in. And they don't let work rule their life. "If they find they can only get a couple of part-time jobs, they'll construct a lifestyle around that."
- How are companies addressing conflict? Training Ignoring them – “pretending everyone gets along” Mediation
- Feedback NOW Training NOW Recognition NOW Make an impact NOW (Martin and Tulgan, 2006)
- Orientation Engage new workers Have them make decisions/impact sooner Coaching/mentoring Managers willing to coach? Program in place to develop mentorships Peer leadership Encourage new employees Make culture fun and productive Sense of ownership Ownership and responsibility Sense of trust Meeting expectations Of organization, managers, coworkers, and themselves (Martin and Tulgan, 2006)
- Just-in-time Web-based interaction and active-learner classroom, course customized to needs of the class Immediate applicability – WHY are we learning this? Higher-order thinking and peer instruction Authentic understanding of concepts Collaborative More effective in increasing academic performance than individual or competitive learning Technology FUN and entertaining Music Games Team activities Computer simulations Casual Recognition and feedback for participation
- Uses: Replace webinar if appropriate IBM uses for new hire orientations Networking Role Playing (ie. Sales teams to go through pitch and get feedback) Mixed Reality/Simulcasts meetings – big screen with avatars, live video feed into Second Life
- 39% of Users from US Close to 39% from EU
- Twitter grew 343% in users LY Facebook – 4 th most trafficked website in the world
- MTF More to follow NP No problem BAU Business as usual PCM Please call me PTMM Please tell me more CM Call me CYE Check your e-mail SOTMG Short of time, must go F2F Face to face
- **Personal experiences – ASK audience
- What should you do in a mixed generation setting? Engagement through active learning, coupled with effective blending, is the recommended approach. Active learning : Use a sequence of learning activities that involve some kind of experience (i.e. observing or doing) and some kind of dialogue (i.e. with others or cognitively with self). Blended Learning: Offer different ways to learn the same material as part of an overall blend. The trick is to make sure that the skills and information being taught is consistent. Incorporate a combination of learning styles that will appeal to the different generations in your audience. To engage Traditionalists, have a synchronous session with a brief lecture and post presentations online. To engage Baby Boomers, have students discuss practical examples from their backgrounds. To engage Generation X, provide a choice of assignments whenever possible. To reach Millennials, incorporate group activities, discussions and educational games into learning.
- What can we do to make our companies the best place for all generations to work? Maximize diversity – the KSA’s of all individuals in our organization.
- 50 percent of the American workforce will retire within seven years. The largest number of college graduates will enter the workforce in 2009. Many managers lack the skills needed to motivate and retain talented younger employees. Unable to attract young people, some industries run the risk of being unequipped to compete in the future.
- Technology. If your young employees' computers at home are a lot faster than the ones at the office, they feel like they have a bad job. Mentors - Make sure your young people know what doing a good job actually looks like. Clear, written instructions and easy-to-understand steps given up front will save a lot of time long term. Open Communication. Younger workers are often afraid to ask questions and often prefer to try to find an online solution. value their opinions and contributions. positive spin on even the most negative feedback. The elementary and high school systems from the Generation Y experience gave very little negative feedback and used verbiage such as: “ You made a mistake, but it’s easy to get back on track.” “This is wrong, but you weren't really that far off.” Create sincere preset feedback attached to routine tasks. Add feedback to another activity or meeting. Creativity and open thinking Make sure you don’t have a system or rule that does not have valid reason to exist. Hold them accountable by holding yourself accountable – they respect those who respect them
- Traditionalists like memorabilia . Plaques and trophies. Pictures of themselves with important people. Trips to posh retreats are appreciated - even when there is a seminar attendance attached. Boomers like lots of public recognition , status symbols, first class travel upgrades and nice travel bags. The image of the Road Warrior still has appeal. Being asked to explain the organization's winning strategy at an industry trade show is seen as prestigious. A night of fine dining or a trip to a favorite resort or retreat are good rewards. They love see-the-world travel. Xers like better technology . Personal technology, access to the best office tech is high on the list. Adventure holidays, extreme sports holidays - and toys; things to play with and on are appealing. They also appreciate family oriented rewards and time-off as a perk. Gen Yers like open avenues for education and skills building . Organize outings for them - everything from picnics and sporting events to a group theater night. Best "hi-tone" activity is a very fancy, tented dinner outing, followed by an outdoor concert. ClashPoints around rewards T: The satisfaction of a job well done B: Money, title, recognition, corner office X: Freedom is the ultimate reward M: Work that has meaning for me. What Boomers Want Civic Ventures, working with Princeton Survey Research Associates and the MetLife Foundation, recently asked 1,000 Americans aged 50-70 what type of work they aspire to. "Half of those polled expressed interest in jobs to help improve the quality of life in their communities, jobs that connect them to their passion in life, a purpose bigger than themselves, and other people," Weiss said. Monique A. Dearth, president of Incite Strategies, an Atlanta-based human resources consulting firm, agrees that many employees over 50 have different priorities on the job. "They are experienced employees who generally aren't looking to develop a high profile career," she said, "but rather want to leverage their past experience, feel valued in the organization, and contribute at a meaningful level." Source: http://hotjobs.yahoo.com/findingajob/Employers_Seek_Boomer-Friendly_Status___20061108-051712.html?subtopic=Other