PA ACE Leadership Conference Presentation Greg DeShields.pptx
Understanding generational differences refers to the recognition and appreciation of the unique characteristics, values, beliefs, and behaviors that distinguish different generations within a population. Generational differences arise from the shared experiences, events, and cultural influences that shape individuals' worldviews and perspectives based on the time period in which they were born and raised. Key generations commonly discussed in the context of understanding generational differences include: Baby Boomers: Born roughly between 1946 and 1964, Baby Boomers are known for their strong work ethic, loyalty to organizations, and traditional values regarding career advancement and stability. They experienced significant social changes, such as the civil rights movement and the Vietnam War, which influenced their outlook on society and work. Generation X: Born roughly between 1965 and 1980, Generation X grew up during times of economic uncertainty and witnessed rapid technological advancements, such as the rise of personal computers and the internet. They are characterized by their independence, skepticism toward authority, and emphasis on work-life balance. Millennials (Generation Y): Born roughly between 1981 and 1996, Millennials are known for their digital nativity, social consciousness, and desire for meaningful work and experiences. They value diversity, inclusion, and flexibility in the workplace and seek opportunities for personal and professional growth. Generation Z: Born roughly between 1997 and 2012, Generation Z represents the youngest cohort in the workforce. They are digital natives who grew up with smartphones, social media, and instant access to information. Generation Z is characterized by its entrepreneurial spirit, tech-savviness, and focus on authenticity and social justice. Understanding generational differences involves recognizing that each generation brings its own perspectives, strengths, and preferences to the workplace and society. It requires empathy, open-mindedness, and effective communication to bridge the generation gap and foster collaboration, respect, and inclusivity among individuals of different ages.
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PA ACE Leadership Conference Presentation Greg DeShields.pptx
- 1. PENNSYLVANIA AMERICAN COUNCIL ON EDUCATION WOMEN'S NETWORK LEADERSHIP CONFERENCE AND RETREAT Leadership for a Multigenerational Workforce Greg DeShields, Executive Director PHLDiversity Sybil Davis, National Accounts Manager PHLCVB
- 2. LEADERSHIP FOR A MULTIGENERATIONAL WORKFORCE • A Commercial Break – We Are PHL Diversity • State The Case “Leadership for a Multigenerational Workforce” • Defining Generational Groups • Understanding Generational Differences • Formative Influences • Characteristics • Workplace Behaviors • Minority Millennial Generation • The Millennial Generation • Case Study Multigenerational Workforce • Conclusion Overview
- 4. LEADERSHIP FOR A MULTIGENERATIONAL WORKFORCE
- 5. Primary objective as a leader is to build a work environment that supports team members and business goals! Leaders must be flexible to get the most from all employees and build teams that thrive. • Adapt your attitudes about rewards, work styles, communication preferences and motivators to match generational • Understand what makes each generation Leverage the strengths of each generation • Build bridges between generations • Communicate uniquely with each generation • Support the values of each generation LEADERSHIP FOR A MULTIGENERATIONAL WORKFORCE
- 7. LEADERSHIP FOR A MULTIGENERATIONAL WORKFORCE PRIMARY WORKFORCE GENERATION GROUPS Baby Boomers Generation X Generation Y 1965 - 1976 1946 - 1964 1977 - 1994
- 8. UNDERSTANDING GENERATIONAL DIFFERENCES FORMATIVE INFLUENCES
- 9. LEADERSHIP FOR A MULTIGENERATIONAL WORKFORCE • Computers • AIDS • Vietnam • Watergate/Nixon’s resignation • Hostages in Iran • Reagan era/Reaganomics • End of the Cold War • Fall of the Berlin Wall • Grunge/Hip-Hop • MTV • Challenger explosion • Yuppies • “Age of Excess” • “Latchkey kids” with two working parents • Changing of the millennium (Y2K) • Terrorism (Oklahoma City) • Death of Princess Diana • O.J. Simpson’s Murder/Trial • President Clinton/Monica Lewinsky • School shootings (Columbine) • Grew up with technology • CD/DVD technology BABY BOOMERS FORMATIVE INFLUENCES
- 11. LEADERSHIP FOR A MULTIGENERATIONAL WORKFORCE BABY BOOMERS • Created the term “workaholic” • Want to consume products and services that show their success • Tend to be more experimental than previous generation • Tend to be free spirited • Focus is on individualism rather than collectivism • Oriented toward social causes • Tend to be somewhat cynical and distrustful of government; • less optimistic than previous generation • Are often referred to as “empty nesters” • Tend to be very independent and self-reliant • Comfortable with multitasking • Tend to be entrepreneurial • Tend to reject ‘the rules’ • Expect to receive immediate and ongoing feedback • Tend to be distrustful of institutions • Place a high value on family time • Values are very different from previous generations • First generation to become truly at- ease with technology • Entrepreneurial • Tend to have shorter attention spans than previous generations • Have an expectation for instant gratification • Tend to be more tolerant of differences than previous gens. • Tend to be more open to/accepting of change • They expect work/life balance • Raised by parents who focused on building their self-esteem • Tend to have an “everyone wins” philosophy CHARACTERISTICS
- 12. UNDERSTANDING GENERATIONAL DIFFERENCES WORKPLACE BEHAVIORS
- 13. LEADERSHIP FOR A MULTIGENERATIONAL WORKFORCE BABY BOOMERS • Tend to be very job focused • Measure work ethic in terms of hours worked • Prefer clearly stated goals and tasks • View teamwork as being critical to success • Place great importance on relationship building • Expect loyalty from the people they work with • Prefer communication through in- person meetings and email • Expect to be involved in decisions that impact them • View the workplace as a place to learn/grow/develop • Focus on working smarter, not harder • Tend to be adaptable and resourceful • Open communication • Comfortable with technology- mediated communication • Seek mentoring • Expect leadership from bosses • Comfortable with/prefer technology • Want positive reinforcement from supervisors • Seek employment that provides personal fulfillment • Want to be close to peers • They “work to live” – but don’t “live to work” WORKPLACE BEHAVIORS
- 15. LEADERSHIP FOR A MULTIGENERATIONAL WORKFORCE EMERGING WORKFORCE GENERATION GROUPS Generation Z Millennials Digital Natives 1994 - Beyond
- 16. LEADERSHIP FOR A MULTIGENERATIONAL WORKFORCE BLACK AND LATINO MILLENNIALS FACE UNIQUE CHALLENGES Unemployment Rates 16.6% of Black Millennials 10.3% of Latino Millennials Discrimination Rates (Workplace) 35.6% Black Female Millennials 21.2% Latinas Millennials Poverty Line 32% Black Millennials 21% Latinas Millennials Source: Black Youth Project Survey, June 2014
- 17. LEADERSHIP FOR A MULTIGENERATIONAL WORKFORCE BLACK AND LATINO MILLENNIALS FACE UNIQUE CHALLENGES Gun Violence 41.2% of Black Millennials 42.8% of Latino Millennials Incarceration 5.7% Black Millennials 2.3% Latino Millennials Harassed by Police 54.4% Black Millennials 1 in 4 Latino Millennials Source: Black Youth Project Survey, June 2014
- 19. LEADERSHIP FOR A MULTIGENERATIONAL WORKFORCE FORMATIVE INFLUENCES • Terrorism/911 Attacks • “Great Recession” • Hurricane Katrina • Ebola • School shootings (Newtown) • Workplace/random violence • Digital everything • Social media • Light speed communication • Highly connected to use of communication • Like/expect instant gratification • Thrive on acceleration; always looking for what comes next • Community- focused • Very little concern with privacy/personal information in most aspects of life • Do best with small bits of information • Feel pressure to succeed • Want to be treated as equals • Tend to be very collaborative • Tend to be creative • Tend to seek freedom • Tend to be very self-directed • Tend to process information at “light speed” • Expect work/life balance • Seek work that is meaningful and challenging • Do not “fear” authority • Prefer communication via texting and IM MILLENNIALS
- 20. GENERATIONAL DIFFERENCES IN ORGANIZATIONS CASE STUDY
- 21. Case Study The Year 1983 Members in 2018 vs. Members in 1998 Acknowledgment of Generational Differences Generational Differences in Organizations LEADERSHIP FOR A MULTIGENERATIONAL WORKFORCE
Notes de l'éditeur
- 1983 – Discuss trends from this year Describe the org – A non-profit organization whose purpose is to educate and promote the needs of hospitality professionals through networking. Members include meeting planners from, civil rights orgs, churches, fraternal organizations hotel sales reps, convention bureaus, city government officers, and other suppliers who offer services to the meeting and convention community. # members today (193est) vs #members in 1998 (550 est). Since its founding, this org has maintained many of the same leaders, who are Boomers. Only recently has social media played a role in the organizations marketing and promotional efforts Results of an organization run with General Differences not acknowledged Membership decline = low participation Registration decline = lack of profit, attrition Education not on trend with like orgs = ie. PCMA, MPI Negative perception in community Difficult to recruit employees