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Generations In Workplace

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Generations In Workplace

  1. 1. ALIGNING A MULT-GENERATIONAL WORKFORCE WITH YOUR AGENCY’S GOALS Presented by: Cathy Peterson, MA Human Services Resource and Training Company
  2. 2. DISCLAIMER <ul><li>One Size Does Not Fit All!! </li></ul>
  3. 3. OBJECTIVES <ul><li>Increase knowledge and understanding of the four generations. </li></ul><ul><li>Enhance comprehension of how generational differences affect the workplace. </li></ul><ul><li>Expand the capacity to manage diverse working styles across the generations. </li></ul>
  4. 4. What is a generation?
  5. 5. What is a generation? <ul><li>A grouping of people typically by birth years, that are defined by the historical and sociological experiences they have shared. </li></ul>
  7. 7. Why Discuss the Workforce? <ul><li>Create and maintain a high performance workforce </li></ul><ul><li>Four distinct age-based cohorts coexist in the workplace </li></ul><ul><li>Dramatic shift in the workplace </li></ul>
  8. 8. Workforce Statistics <ul><li>Workforce will grow more diverse: </li></ul><ul><li>37% increase for Asians </li></ul><ul><li>36% Increase for Latinos </li></ul><ul><li>17% increase for African Americans </li></ul><ul><li>6% Increase for Caucasians </li></ul>
  9. 9. Workforce Statistics <ul><li>50% of the workforce is age 40 and younger </li></ul><ul><li>The fastest growing segment of employees are aged 27 and younger. </li></ul><ul><li>Over the next 10 years, Another 10 million will enter the workforce. </li></ul>
  10. 10. Should Standards Change for Each Generation? <ul><li>Every employee should be held to the standard outlined for his/her job. </li></ul><ul><li>No adaptations should be made that compromises the integrity of the organization or diminishes the effectiveness of the organization to carry out its mission. </li></ul><ul><li>All employees should comply with policies and procedures set forth by the organization. </li></ul>
  11. 11. Workforce <ul><li>Silent ( 1922-1945) </li></ul><ul><li>Baby Boomers (1946-1954) </li></ul><ul><li>Generation Jones (1955-1965) </li></ul><ul><li>Generation X (1965-1977) </li></ul><ul><li>Nexters (1978-2000) </li></ul>
  12. 12. Who’s in Your Workforce?
  13. 13. Events Generation Icons Technology TV First Sex Silent Joe DiMaggio LP’s Payton Place Honeymoon Boomers Joe Namath 8 Tracks/ tape cassette Dallas Backseat Gen X Michael Jordan CD’s Melrose Place Online Nexters Lebron James IPods The OC Define Sex
  14. 14. Defining Events- Silent <ul><li>Great Depression </li></ul><ul><li>World War II </li></ul><ul><li>Cold War </li></ul>
  15. 15. Characteristics <ul><li>Work ethic= commitment, responsibility, conformity </li></ul><ul><li>Between heroes of WW2 and youthful rebellions of the 1960’s. </li></ul><ul><li>Suffocated children of the Great Depression </li></ul><ul><li>Strong loyalty to the organization </li></ul><ul><li>Don’t rock the boat </li></ul>
  16. 16. Core Values <ul><li>Dedication </li></ul><ul><li>Sacrifice </li></ul><ul><li>Hard Work </li></ul><ul><li>Conformity </li></ul><ul><li>Respect for authority </li></ul><ul><li>Patience </li></ul><ul><li>Delay reward </li></ul><ul><li>Duty before pleasure </li></ul>
  17. 17. Workstyle <ul><li>Quickly rose to the top and became the superiors of the great mass of baby boomers </li></ul><ul><li>Work ethic is based on commitment, Conformity </li></ul><ul><li>Not likely to rock the boat </li></ul>
  18. 18. Liabilities and Assets to the workplace <ul><li>Liabilities </li></ul><ul><li>Do not speak up when frustrated or see fault with superiors </li></ul><ul><li>Lack technological skills and reluctant to use them </li></ul><ul><li>Can be closed minded about any challenges to authority or patriotism. </li></ul><ul><li>Assets </li></ul><ul><li>Willing to wait for the big payoff </li></ul><ul><li>Can be relied on to complete a task assigned. </li></ul><ul><li>Extremely thorough </li></ul><ul><li>High adherence to code of honor and ethics . </li></ul>
  19. 19. Heroes <ul><li>Eleanor Roosevelt </li></ul><ul><li>President Franklin D. Roosevelt </li></ul><ul><li>Babe Ruth </li></ul><ul><li>Jackie Robinson </li></ul><ul><li>Joe DiMaggio </li></ul>
  20. 20. Employee- Silent <ul><li>Make up approximately 5% of the workforce. </li></ul><ul><li>Loyal– often found to have worked for only one employer. </li></ul><ul><li>Very comfortable with a top-down management style </li></ul><ul><li>May be motivated by a job well done. </li></ul><ul><li>Believe in “paying your dues” </li></ul><ul><li>Prefer a formal relationship with their manager </li></ul><ul><li>Expect to arrive on time to work, work hard and in return receive steady paycheck and job security </li></ul>
  21. 21. Defining Events- Baby Boomers <ul><li>Vietnam War </li></ul><ul><li>Woodstock </li></ul><ul><li>Women Rights </li></ul><ul><li>Watergate </li></ul><ul><li>Civil Rights Movement </li></ul><ul><li>Birth of Television </li></ul><ul><li>Deaths of President Kennedy, Robert Kennedy, Dr. Martin Luther King Jr. </li></ul>
  22. 22. Characteristics <ul><li>Invented the 60-hour work week </li></ul><ul><li>Passionately concerned about participation and spirit in the workplace </li></ul><ul><li>Bringing heart and humanity to the workplace. </li></ul><ul><li>Focus on team-based work </li></ul><ul><li>Strong loyalty to an organization </li></ul><ul><li>Driven </li></ul><ul><li>Sacrificed career for children or vice versa </li></ul>
  23. 23. Core Values <ul><li>Optimism </li></ul><ul><li>Team Orientation </li></ul><ul><li>Personal Gratification </li></ul><ul><li>Health and Wellness </li></ul><ul><li>Growth </li></ul><ul><li>Work </li></ul><ul><li>Involvement </li></ul>
  24. 24. Workstyle <ul><li>Attitude toward work- a career </li></ul><ul><li>Independent </li></ul><ul><li>Work long hours </li></ul><ul><li>Struggles with work-life balance </li></ul><ul><li>Overachievers </li></ul>
  25. 25. Liabilities and Assets in the Workplace <ul><li>Liabilities </li></ul><ul><li>Can be hung up on lines of supervision </li></ul><ul><li>Can be indirect in their communication </li></ul><ul><li>Require clearly define schedules and procedures </li></ul><ul><li>Assets </li></ul><ul><li>Loyal to the organization </li></ul><ul><li>Willing to work hard in order to achieve success </li></ul><ul><li>Enjoy input of teams </li></ul><ul><li>Genuinely care about co-workers </li></ul>
  26. 26. Heroes <ul><li>Gandhi </li></ul><ul><li>Martin Luther King Jr. </li></ul><ul><li>Mother Theresa </li></ul><ul><li>John and Jacqueline Kennedy </li></ul><ul><li>Bobby Kennedy </li></ul>
  27. 27. Employee- Baby Boomers <ul><li>Currently 45% of the workplace. </li></ul><ul><li>Willing to work long hours </li></ul><ul><li>Expect others to work long hours </li></ul><ul><li>Work is a high priority </li></ul><ul><li>Innovative and challenges the rules </li></ul><ul><li>Pay attention to relationship building </li></ul><ul><li>Value Teamwork </li></ul><ul><li>Prefer structured work style that includes regular communication. </li></ul>
  28. 28. Defining Events- Gen X <ul><li>Collapse of Communism </li></ul><ul><li>Missing children on Milk Cartons </li></ul><ul><li>Computers in Classroom </li></ul><ul><li>Recession </li></ul><ul><li>Persian Gulf War </li></ul><ul><li>Rodney King Incident </li></ul><ul><li>The Challenger </li></ul>
  29. 29. Characteristics <ul><li>Grew up quickly with increased divorce rates, violence and low expectations </li></ul><ul><li>Entering workforce approached downsizing and recession </li></ul><ul><li>Ambitious and independent </li></ul><ul><li>May appear to be less driven </li></ul><ul><li>General mistrust of politics and Government </li></ul><ul><li>Bore the brunt of personal sacrifice </li></ul>
  30. 30. Workstyle <ul><li>Internet Savvy </li></ul><ul><li>Embrace risk and prefer free agency </li></ul><ul><li>Jump from job to job are unwilling to conform to organizational demands. </li></ul><ul><li>Adopted the philosophy there are no guarantees </li></ul><ul><li>Want to be immediately valued for their skills. </li></ul><ul><li>Require more coaching and feedback than previous generations </li></ul>
  31. 31. Core Values <ul><li>Diversity </li></ul><ul><li>Thinking Globally </li></ul><ul><li>Balance </li></ul><ul><li>Fun </li></ul><ul><li>Informality </li></ul><ul><li>Self-reliance </li></ul><ul><li>Techno-literacy </li></ul>
  32. 32. Heroes <ul><li>Aren’t influenced by “real” heroes… Every time a hero emerged, skeletons from the closet surfaced </li></ul>
  33. 33. Liabilities and Assets <ul><li>Liabilities </li></ul><ul><li>Give needy employees less attention than they require </li></ul><ul><li>Show impatience with poor performers. </li></ul><ul><li>They don’t give respect just based on titles </li></ul><ul><li>Assets </li></ul><ul><li>Hold a strong work ethic </li></ul><ul><li>Bring a fresh perspective </li></ul><ul><li>Have a less need to be liked </li></ul>
  34. 34. Gen X <ul><li>Comprise 40% of the nation’s employees </li></ul><ul><li>Typically have little trust in the system </li></ul><ul><li>Freedom is important. </li></ul><ul><li>Credited with bringing work-life balance to the workplace. </li></ul><ul><li>First generation of free agents </li></ul><ul><li>Impatient with meetings. </li></ul><ul><li>Value honesty and respect over authority. </li></ul><ul><li>Are masters of multi-tasking </li></ul>
  35. 35. Workstyle <ul><li>Raised in the comfort of the internet </li></ul><ul><li>Pragmatic and hardworking </li></ul><ul><li>Want to be paid volunteers </li></ul><ul><li>Want to join an organization because they want to </li></ul><ul><li>Work on their own terms </li></ul>
  36. 36. Characteristics <ul><li>Baby on Board </li></ul><ul><li>Beneficiaries of hands-off parenting </li></ul><ul><li>Coddled and confident </li></ul><ul><li>Technologically savvy </li></ul><ul><li>Strong volunteerism </li></ul><ul><li>Inclusive </li></ul><ul><li>They like their parents </li></ul>
  37. 37. Core Values <ul><li>Optimism </li></ul><ul><li>Civic Duty </li></ul><ul><li>Confidence </li></ul><ul><li>Achievement </li></ul><ul><li>Sociability </li></ul><ul><li>Morality </li></ul><ul><li>Street Smart </li></ul><ul><li>Diversity </li></ul>
  38. 38. Liabilities and Assets <ul><li>Liabilities </li></ul><ul><li>Distaste for menial work </li></ul><ul><li>Lack of skills for dealing with difficult people </li></ul><ul><li>Impatience </li></ul><ul><li>Assets </li></ul><ul><li>Multitasking </li></ul><ul><li>Goal Orientation </li></ul><ul><li>Positive attitude </li></ul><ul><li>Collaboration </li></ul>
  39. 39. Heroes <ul><li>Bill Gates </li></ul><ul><li>NYC Firefighters </li></ul><ul><li>The American Women’s Soccer Team </li></ul>
  40. 40. Employee- Nexters <ul><li>Comprised 10% of the workforce. </li></ul><ul><li>Prefer a casual relationship with supervisor </li></ul><ul><li>Wanting to make a difference and knowing their work has value. </li></ul><ul><li>Adaptable and open </li></ul><ul><li>Comfortable about diversity </li></ul><ul><li>Expect to be treated as equals </li></ul>
  41. 41. What are the Commonalities? <ul><li>Everyone wants to succeed. </li></ul><ul><li>Everyone wants to feel valued. </li></ul><ul><li>People want to be kept in the know about matters that concern them. </li></ul><ul><li>Communication </li></ul>
  42. 42. Activate Careers <ul><li>Encourage employees to talk freely and open about their career aspirations. </li></ul><ul><li>Provide feedback </li></ul><ul><li>Schedule career discussions with all team members </li></ul><ul><li>Help build skills </li></ul><ul><li>Provide feedback </li></ul>
  43. 43. Change the Organization to Prevent Job Stress <ul><li>Ensure that the workload is in line with worker’s capabilities and resources. </li></ul><ul><li>Design jobs to provide meaning, stimulation, and opportunities for workers to use their skills. </li></ul><ul><li>Clearly define worker’s roles and responsibilities. </li></ul><ul><li>Provide opportunities for social interaction among workers. </li></ul>
  44. 44. How can you provide social interaction among staff?
  45. 45. Managing Multigenerational Employees <ul><li>Provide employees with opportunities to introduce new ideas. </li></ul><ul><li>Strive to be flexible. Offer flexible ways for employees to learn. </li></ul><ul><li>Understand that younger generations do not relate to what may be perceived as workaholics. </li></ul><ul><li>Appeal to the need for self-reliance and meaning in their work. </li></ul>
  46. 46. Work/Life Balance Agency Benefits <ul><li>Studies on work/life balance programs have reported such benefits as: </li></ul><ul><li>Attracts new employees </li></ul><ul><li>Helps retain staff </li></ul><ul><li>Builds diversity in skills and personnel </li></ul><ul><li>Improves morale </li></ul><ul><li>Reduces sickness and absenteeism </li></ul><ul><li>Encourages employees to show more initiative and teamwork </li></ul><ul><li>Decreases stress and burnout </li></ul>
  47. 47. Work/Life Examples <ul><li>On-site childcare centers </li></ul><ul><li>An eldercare information and referral program </li></ul><ul><li>An employee healthcare center </li></ul><ul><li>Wellness programs </li></ul><ul><li>ATM’s in your building </li></ul><ul><li>Reduce prices for soda, juice, and bottled water </li></ul><ul><li>Emergency Childcare Assistance </li></ul><ul><li>Seasonal childcare programs </li></ul><ul><li>Onsite seminars and workshops ( nutrition, stress, smoking, Etc.) </li></ul>
  48. 48. Aligning the Generations <ul><li>Understand your workforce. </li></ul><ul><li>Build and maintain a balanced workforce. </li></ul><ul><li>See how each generation fits into your current mission and goals and find ways to bring out the best in them. </li></ul>
  49. 49. Conclusion <ul><li>Seek to understand each generation. </li></ul><ul><li>Develop generational sensitive styles. </li></ul><ul><li>Develop the ability to flex a communication style to accommodate each group. </li></ul><ul><li>Use the differences to enhance the work of the entire team. </li></ul>

Notes de l'éditeur

  • Welcome to the workshop on aligning a multi-generation workforce with your agency’s goal. My name is Cathy Peterson and I am the Director of Staff Development and Training at Cerebral Palsy of Westchester.
  • I For the first half of the training, I would like to identify each group and spend the second half discussing ways to engage them. Imagine having the fans of Benny Goodman, Jimi Hendrix, U2 and Usher working together.
  • Upbringing, culture and personality also plays a significant role.
  • Why do you think it is important to discuss the workforce?
  • Lets look at the workforce statistics
  • For the nexter’s generation, their numbers increased to 30 million or 21% of the workforce. By 2010 as the baby boomers exodus, census data suggest two employees will be leaving for every new hire entering. This will dramatically alter the tone of the workforce culture and bring major shifts in organizational dynamics.
  • Absolutely not! Employees need to still carry out the responsibilities of their job.
  • For us in the developmental disability field, many of our veterans were the founders of our organizations They created the foundations by building, developing and creating missions, and philosophies. They have a huge knowledge of legacy to share Dealt with economic hardship by being disciplined and self-sacrificing Boomers- Strong nuclear families with stay at home moms- Grew up amid economic prosperity suburban affluence. Have ruled the workplace for years and is comfortable in the culture they created. When the story of willbrook broke, the boomers were in college or high school. Thy worked their way up from direct Care to top administrators Took agencies to the next level. The majority of people at the executive level are baby boomers who moved up over the years. Generation Jones New research is emerging on this group Born between 1955 and 1965 Gen X- Have redefined loyalty Their loyalty is to their work and team or boss. Nexters- Most adult supervised generation
  • The gamers are a combination of gen x and the nexters because of their skills in the are of games such as play station, x-box, game boy Only 5 percent of the silent generation is left in the workplace.
  • As you can see, various events affects each generation differently.
  • They made changes in society through intellect Only generation never to have elected a president. They skipped two hopefuls– Dukakis and Mondal and voted for a WW2 veteran (Bush) and then a Baby Boomer (Clinton)
  • Come to work and do their jobs They do not complain about the lifting– they do their job.
  • The early 60’s were the times of optimism for the youth of the day. They were the first children to watch television revolutionized. The mid 60’s brought conflict with Vietnam war and the decade ended with scandal with the resignation of President Nixon.
  • Thanks to the baby boomer- our work week went from 40 hours to 60 weeks.
  • To the boomers, work is not a job, it is a way of life. They will work long hours And have difficulty balancing their work and personal life. They are overachievers and very competitive.
  • What are the major themes you see?
  • Have seen scandal affect every institution from the stock market to presidency. During their childhood, the divorce rate tripled, and many were left to fend for themselves- Many filled time alone with computers and television They seek a balance Grew up in a different world than the previous generation Divorce and working moms created latchkey kids This led to traits of independency, resilience and adaptability Feel very strongly that they don’t need someone looking over their back As managers, they carry the same attiude, ‘people should be able to do their job without me telling them.
  • First generation to move away from the traditional republican and demoncratic party. Registered as independents in large numers View religion differently than their parents and earlier generation. Does not believe so much in organized religion as they do in a higher being.
  • Will jump from position to position if not happy. Direct Professional staff differ from staff of the past. They are more educated and younger. You want to encourage them to continue their education and stay with your agency and organization.
  • Many are annoyed with awards based on years of service. Feel awards should be based on what one contributes. Unlike the boomers, they will say, I am not to be here to be liked. I am here for the guys. And if I get along with staff, then that’s fine.
  • Just tell them what to do, don’t waste their time with unproductive meetings Don’t’ expect to be respected because of a title. If changes are being made in the agency let them know. If you are converting into day habs. Include them when you can.
  • The are the Gap baby, Nickalodeaon, Sports illustrated for Kinds they are special. They have been working in groups since kindergarden They expect structure in the workplace They respect titles and positions and want a relationship with their boss First generation to be born into homes with the computer-digital era. Raised by active parents who often interceded on their behalf- they challenged poor grades, negotiated with coaches.
  • Grew up with more daily interacting with other ethnicity and culturals than ever before. Interacial interaction is at a all time high They are connected 24/7
  • Provide a rationalae for the work you ask them to do and the value it adds- it has to make sense to them.
  • All employees want clear communication about their employers expectation of them,
  • Help people activate their careers Are they interested in going back to school All they familiar with what all the disciplines do?
  • If a community outing is scheduled, do they have enough money? In a day or residential setting, what specifically is their role?
  • Pizza party in a residential Family outings such as great advantures which will include family interaction.
  • Have your nexters do a training on the ipod to the older genration Develop trainings where they can teach individuals who like music how to use an ipod, download music, burn CD’s Create a webpage on myspace The days of teaching someone how to use a tapeplayer is over. The older generation can conduct an inservice on community outings- this is not a generation who may know what resources are out there. How can we provide more flexible with our staff
  • The first step in working toward a more inclusive corporate culture is to develop a deep understanding of your workforce by demographics, personality traits Assess your organization – this should be ongoing Reminder- never create surveys to pass out to staff unless you are willing and committed to make the changes. Have a recruiting strategy for across generations. Newspaper ads for the silent and baby boomers and online job boards for the younger generations
  • Accommodate their differences in attitudes, values and behaviors In order to effectively coach and motivate all members of your team.