It is the first time in history that there are four generations working side by side in the workplace. Generation Y are destined to replace an aging workforce. The American Society of Training and Development is predicting that 76 million Americans will retire over the next two decades. Only 46 million will be arriving to replace them. Most of those new workers will be Generation Y’ers. The Baby Boomers have been running the show for the past 20 years and they like things just the way they are. The Generation Y’ers are under the age of 30 and the most productive of all the generations, but require a lot of attention and flexibility. Some say that this mix of experience and efficiency, is causing some friction in the workplace. This presentation will introduce the Generation Y perspective (common myths and expectations), give some real life examples of what HR professionals are faced with in today’s workplace, and tips/resources to help both generations work together and be successful!

1. I remember when... You’re right, but I’m the boss! I need to get information for my paper, I better google it. Promotion after six months? You’re Crazy! If I hear ”we’ve already tried that and it didn’t work” one more time, I think I will scream! He wants feedback, what the heck is that? Get a life! It’s five, I’m outta here! They have no work ethic! Just do your job!

2. Can Baby Boomers & Generation Y Coexist in the Workplace? By Shawna Britt, Marketing & Human Resources

3. TODAY’S GOALS: 1. Who is Gen Y? 2. What does this mean for HR Professionals? 3. How are we going to get along and work together?

4. The Generations What year were you born? “SMPS SW Regional Conference 2009: Presentation by Sally Handley (Sally Handley Inc.), entitled “Marketing:TheNext Generation”

5. The Generations Each generation has distinct attitudes, behaviors, expectations, habits and motivational buttons. FDU Magazine Winter/Spring 2005: “Mixing and Managing Four Generations of Employees” by Greg Hammill(www.fdu.edu)

6. If You are a Traditionalist or Baby Boomer: What are 5 characteristics you admire about the Gen X or Gen Y’ers? 2. What is one thing you would change about the Gen X or Gen Y’ers? Exercise If You are a Gen X or a Gen Y’er: What are 5 characteristics you admire about the Traditionalists or Baby Boomers? 2. What is one thing you would change about the Traditionalists or Baby Boomers?

8. MarkersDivide into Two Groups Group 1: Traditionalists & Baby Boomers Group 2: Generation X & Y 1 2

11. My Favorite Post of all of them, it definitely reflects the Generation Y!

12. TODAY’S GOALS: 1. Who is Gen Y? 2. What does this mean for HR Professionals? 3. How are we going to get along and work together?

13. Generations Summary Traditionalists, The Silent Generation (born before 1943) prize loyalty and prefer a top-down approach to management. They view information as something that should be provided on a need-to-know basis. Baby Boomers (born 1944-1964) are characterized by their optimism and idealism. They achieved success by challenging authority and creating open lines of communication. Generation X (born 1965-1977) tend to be more skeptical than members of other generations. Many were latchkey kids or the products of broken homes and grew up in a time of political and corporate scandals. As a result, they often distrust institutions and prize individualism. Generation Y, Millennial, Echo Boomers, Net Gen, Generation Why, Entitlement Generation (born 1978-1994) Even as this generation enters the workforce, their personalities are already emerging. For starters, these young workers recognize that not only will they change employers throughout their career, but also they will change the type of work they do. Generation I (or Z) (born 1995- ) The term used to describe children born after 1994 who are growing up in the Internet age.

14. Generations – The Way They See The World Traditionalists Baby Boomers Gen X Gen Y

15. Workplace Characteristics FDU Magazine Winter/Spring 2005: “Mixing and Managing Four Generations of Employees” by Greg Hammill(www.fdu.edu)

16. Generations – Personal & Lifestyle Characteristics FDU Magazine Winter/Spring 2005: “Mixing and Managing Four Generations of Employees” by Greg Hammill(www.fdu.edu)

17. The Workplace Today 1st time in history there are 4 generations working side-by-side “Managing the Mix” by Karen McCollough (YouTube.com)

19. Karen is a motivation speaker and expert on the generational differences in the workplace.

20. In the following clip she will discuss:Gen Y Traditionalists Baby Boomers Gen X Gen Y http://www.karenmccullough.com/ “Managing the Mix” by Karen McCollough (YouTube.com)

21. Karen McCullough – Managing the Mix Your Logo “Managing the Mix” by Karen McCollough (YouTube.com)

22. Y We Are the Way We Are…. Have grown up with fully scheduled lives. “Helicopter parents"—those hovering, intervening moms and dads. Have repeatedly been told they are special. Rely upon external praise from authority figures. Raised under the shadow of Baby Boomer idealism, Gen Y have been taught they can make a difference. “Management Techniques for Bringing Out the Best in Gen Y” by Deborah Gilburg (October 26, 2007)

23. Generation Y Not Statistics on Generation Y The first native online population 78 million Gen Y’ers (25% of population) 90% of Gen Y’ers own a PC 82% of Gen Y’ers own a cell phone Spend more time online, than they do watching TV “Generation Y and Why they Matter” by Kaila Krayewski (January 11, 2009)

24. Working Hard or Hardly Working? 68% of Boomers feel that “younger people” do not have as strong a work ethic as they do. 32% of Gen X’ersbelieve that the “younger generation” lacks a good work ethic 13% of Gen Y’erssay the difference in work ethics across the generations causes friction. They believe that they have a good work ethic for which they are not given credit. “I don’t need a Gen Y’er texting instead of building business relationships!” “Gen Y, Gen X and The Baby Boomers: Workplace Generation Wars” by SteffGelston (January 30, 2008)

25. Management Techniques for Bringing Out the Best in Generation Y Gen Y are known for their: sense of entitlement, outspokenness, inability to take criticism, and technological sophistication. Statistically, Gen Y are the most pluralistic, integrated, high-tech generation in American history. “Management Techniques for Bringing Out the Best in Gen Y” by Deborah Gilburg (October 26, 2007)

26. TODAY’S GOALS: 1. Who is Gen Y? 2. What does this mean for HR Professionals? 3. How are we going to get along and work together?

27. The War for Talent Managing the expectations of two different groups of employees Global Economic Downturn – The War for Talent Recession Ends: new challenge for HR professionals Acknowledge skills, competencies and experiences of older workers (Baby Boomers) AND Nurture ambitions of the younger group moving into executive positions (Gen X and Y) “Gen Y and Baby Boomers are Not so Dissimilar” by PervinShaikh (July 24, 2009)

28. Boomers to Retire? 76 million Americans will retire over the next two decades. Only 46 million will be arriving to replace them. Most of the new workers will be Gen Y’ers. (American Society of Training & Development prediction) HR Professionals will need to recruit and retain the talent they need. Boomers need to begin transitioning clients (or departments) and step up the mentoring process of their younger counterparts! (Don’t wait, do it now) Maybe Sooner Than Later – We must have a plan! “Gen Y, Gen X and The Baby Boomers: Workplace Generation Wars” by SteffGelston (January 30, 2008)

29. Management Techniques for Bringing Out the Best in Generation Y Gen Y Wants from a Company: fast-track career positioning, greater work-life balance, positive feedback, training and cutting-edge technology. “Management Techniques for Bringing Out the Best in Gen Y” by Deborah Gilburg (October 26, 2007)

31. Rely on direction and regular appreciation from authority figures.

32. Struggling with a workplace that gives with little oversight and to learn on the job.Strengths: Technological sophistication. Technology is a part of their daily lives, including relationships. They are raised to be team players. “Management Techniques for Bringing Out the Best in Gen Y” by Deborah Gilburg (October 26, 2007)

33. Managing Across Generations Traditionalists: use face-to-face communication, be more formal, tell them what you want done, and use inclusive language (we, us). Demonstrate that their experience and wisdom is respected and valued. This group believes that no news is good news. They need very little feedback. Baby Boomers: be direct and open, expect questions and be prepared to answer them, present options, and set goals. Demonstrate that they are a valued member of the team. Boomers don’t need much feedback, say once a year, but they will want documentation to support the feedback received. Gen X’ers: use e-mail as primary communication tool, share information immediately and often, and ask for their feedback. Set the goal and let them do it their way and allow them to break the rules. This group wants and needs constant feedback. Gen Y’ers: use e-mail, communicate in short bursts (think text message), and explain the value of their work. To motivate provide learning opportunities. This group needs feedback, but are happiest if they can receive it electronically. Tips on Communicating, Motivating and Providing Feedback “Managing Across Generations; Make the Most Out of a Mulit-Generational Workforce” by Jennifer Elder (September 15, 2009)

34. What Doesn’t Matter to Gen Y? Gen Y are indifferent to benefits offerings (it is just a list in their book – offered to everyone). More important to Gen Y is whether they can get somewhere and be recognized as an individual. HR should take a good look at policies and consider why the rules exist and whether they are still important. Are policies & procedures still relevant? “The Ideal Workplace for Gen Y” by Rebecca R. Hastings (December 1, 2006)

35. Gen Y’s Impact on the American Workplace When you stop to think about it, is there anything wrong with Gen Y’s workplace expectations and demands for meaningful jobs and socially responsible employers, for attentive supervisors who give clear direction and appreciate a job well done, and for healthy work/life balance? We could all benefit from Generation Y's expectations of the workplace. “Management Techniques for Bringing Out the Best in Gen Y” by Deborah Gilburg (October 26, 2007)

36. Organizational Policies Allow for: flex-time, telecommuting, volunteer service and career incentives. Support the technology they use in their personal lives. Commit to socially responsible causes. “”Management Techniques for Bringing Out the Best in Gen Y” by Deborah Gilburg (October 26, 2007)

37. Management Structures Mentors are needed to help Gen Y learn what is expected of them professionally, the ins and outs of the corporate culture, how to process constructive feedback, and how to increase their self-motivation and problem-solving skills. Managers must explain the big-picture purpose of the organization and how their role serves that purpose. New hire orientations. They require much greater up-front investment. Frequent check-in meetings with managers. managers need to make sure Gen Y is motivated and getting their work done, and to give feedback. “”Management Techniques for Bringing Out the Best in Gen Y” by Deborah Gilburg (October 26, 2007)

38. Training Initiatives Self-development training initiatives will help Gen Y: learn to handle feedback, develop the flexibility to lead and be led in a changing work environment, and cultivate the internal motivation needed to succeed in whatever situation they face. Examples: Project Management Training, Public Speaking, etc. “”Management Techniques for Bringing Out the Best in Gen Y” by Deborah Gilburg (October 26, 2007)

39. Training Initiatives Communication skills. They need to know: Professional communication expectations: when and where face-to-face, phone, text, e-mail and IM communications work best. When is it required to use a formal memo, transmittal, letter for internal and external communications. When is it appropriate to pick up the phone and call someone, either internally or externally? “”Management Techniques for Bringing Out the Best in Gen Y” by Deborah Gilburg (October 26, 2007)

40. Training Initiatives Collaborative problem-solving skills. Training in this area will help them address complex issues in an environment where time, oversight and conventional solutions are at a premium. Who in the firm should they turn to in order to solve problems? A mentor and/or co-worker? How do they weigh their options? What is the firm’s goals? What are the consequences of the decision? “”Management Techniques for Bringing Out the Best in Gen Y” by Deborah Gilburg (October 26, 2007)

41. TODAY’S GOALS: 1. Who is Gen Y? 2. What does this mean for HR Professionals? 3. How are we going to get along and work together?

42. Generational Interaction An Example Generational Issue Scenario This may cause confusion and resentment among the X’ers and Y’ers who have been taught to speak up. Traditionalists and Boomers may have a tendency not to question or challenge authority or the status quo. “Generating Effective Teamwork Across the Generations” by Trent Hall - Duke University

43. Generational Interaction An Example Generational Issue Scenario Baby Boomer's "live to work" perspective clashes with Gen Y-er's "work-life balance" perspective. Baby Boomers and Gen Y-ers are the two groups most likely to clash because of their different perspectives on home and work. A Baby Boomer boss constantly reminds her employees how she works long hours. A Gen Y worker wants to leave early enough to get to his daughter's softball game. He is willing to make up the time later that night working from home. “Generating Effective Teamwork Across the Generations” by Trent Hall - Duke University

44. Similarities between Y & Boomers 42% of Gen Y said they would readily turn to Boomers for advice and mentoring (more than Gen X would). Greater flexibility in terms of working arrangements Value social connections at work and loyalty to a company Personal growth Chance to give back to society Prize other rewards of employment over monetary compensation Opportunities to work in great teams Challenging assignments A range of new experiences Greater recognition of achievements Opportunities to take sabbaticals to explore their hobbies, good works Getting a better work life balance which leads to increased productivity Seeking greater accountability and responsibility “Gen Y and Baby Boomers are Not so Dissimilar” by PervinShaikh (July 24, 2009)

45. Best Practices Acknowledge the Tension Understand each others’ strengths and weaknesses and points of friction between the generations. Gen Y requires strong, focused leadership. Remember that generalizations about generations are just that. Age defines a demographic, not a person. Knowing an individual is far more important than thinking about what generation they belong to. For Managing the Generations “Gen Y, Gen X and The Baby Boomers: Workplace Generation Wars” by SteffGelston (January 30, 2008)

46. Every generation says the same things about other generations — “They don’t get it” or “They have it so much easier than we did.” Every Generation

47. Audience: What is your biggest challenge? How will you solve it?