For the First Time in Australian
History
 Workplace demographics span four generations
 Modern Workers have moved from Machine Age or
“assembly lines” through Atomic Age, Space Age,
Information Age to the Knowledge age
 Knowledge worker assets are intellectual capital

Age Matters
 Unique challenges and opportunities of engaging a
multi-generational workforce in the era of the
knowledge worker

Engagement
 Engagement is much more than job satisfaction.
 Engaged employees demonstrate innovation and
creativity.
 Engaged employees take personal responsibility to
make things happen, to make the company (team)
successful; and to have an emotional bond to the
organization, its mission and vision
 Engaged workers are the top performers

Opportunities
 When coached properly, employees can become
engaged and add real value to the organisation
 In economic good times and bad top performers are
sought after by their own company and by the
competition.

The Rich Mix of Generations
 Traditionalists (Born 1945 and before)
 Baby Boom Generation ( Born 1946-1964)
 Generation X (Born 1965-1980)
 Millennial Generation (Born 1980-2000)

The Traditionalists
 Born 1945 and before
 Now 65 and older
 Accounts for 5% of labor force
 Core Values and Behavior Differences
 Strong work ethic
 Discipline
 Stability
 Silent Generation

The Baby Boomers
 Born between 1946-1964
 Now between the ages of 46 and 64
 Accounts for 38% of labor force
 Core Values and Behavior Differences
 Strong work ethic
 Insist on having a voice
 Strong team orientation
 Good Communication Skills

The Generation X’ers
 Born between 1965-1980
 Currently 30 – 45 years of age
 Accounts for 33% of labor force
 Core Values and Behavior Differences
 Latchkey kids/self-reliant
 Thrive in midst of chaos and change
 Poised to move into leadership

Millennials
 Born between 1980 and 2000
 Under 30 years of age
 Accounts for 15% of the workforce
 Core Values and Behavior Differences
 Grew up with technology
 Busiest generation…grew up seeing the world as
global, connected and 24/7

Comparing the Generations
Traditionalist Baby
Boomers
Generation
Xers
Millennials
Outlook Loyal/Practical Optimistic Skeptical Hopeful
Workplace Ethic Dedicated Driven Balanced Ambitious
View of Authority Respectful Love/Hate Unimpressed Relaxed, Polite
Dealing with
workplace
Conflict
Avoid
confrontation
Resolve with
consensus
building
Straightforward
Brutal honesty
Feel inability to
cope with any
conflict
Resolution
Strategies
Willing confront
if given the
expectation
Deal with
problems as a
group
Don’t beat
around the
bush.
Prefer to text
discussion
instead of face
to face
Motivator A job well done Money, title,
promotion
Self fulfillment,
freedom, fun
We provide
opportunities
here

Generational Clash
in the Workplace
 Worldwide economy
 Rapid change in the workplace
 Downsizing of companies
 Mergers, acquisitions, consolidations
 Elimination of middle management
 Less union activity in companies
 Seniority only one element of promotion
 Technology

The Result:
 No job is safe, and no career assured.
 Causes employees to identify more with their
generation and blame other generations for
workplace problems and issues.
 The real generational workplace conflict is
based on differences in values, ambitions,
views, mindsets, and demographics.

Traditionalists at Work
Assets
 Stable
 Detail oriented
 Thorough
 Loyal
 Hard working
Liabilities
 Inept w/ambiguity and
change
 Reluctant to buck the
system
 Uncomfortable with
conflict
 Reticent when they
disagree

Traditionalists: Strategies for Success
 Take plenty of time
 Give them the “big
picture”
 Emphasize long-term
goals
 Let them share their
experience
 Train on Technology
 Don’t stereotype as
technophobes
 Use formality and
order
 Don’t rush it

Messages that Motivate
Traditionalists
 “Your experience is respected here.”
 “It’s important for the rest of us to hear what has,
and hasn’t, worked in the past.”
 “Your perseverance is valued and will be rewarded.”

Boomers at Work
Assets
 Service oriented
 Driven
 Willing to “go the
extra mile”
 Good at
relationships
 Want to please
 Good team players
Liabilities
 Not naturally “budget
minded”
 Uncomfortable with
conflict
 Reluctant to go against
peers
 Put process ahead of
results
 Sensitive to feedback
 Judgmental of those who
see things differently

Boomers: Strategies for Success
 Focus on the near future
 Focus on challenges
 Focus on their role
 Meetings and team
building
 Provide develop-mental
experiences
 Use business books and
training tapes

Messages that Motivate
Boomers
 “You are important to our success.
 “We recognize your unique and important
contribution to our team.”
 What is your vision for this project?”
 “You are valued.”

Gen X’ers at Work
Assets
 Adaptable
 Techno-literate
 Independent
 Not intimidated by
authority
 Creative
Liabilities
 Impatient
 Poor people skills
 Inexperienced
 Cynical

Gen X’ers: Strategies for Success
 Focus on balance
 Offer them access to
many different kinds
of information
 Provide resource lists
 Electronic support
 Keep materials brief –
bullets/checklists
 Help them train for
another job

Messages that Motivate Gen
X’ers
 “Do it your way.”
 “We’ve got the latest computer technology.”
 “There aren’t a lot of rules here.”
 “We’re not very corporate.”

Millennials at Work
Assets
 Loyalty
 Optimism
 Tolerant
 Multi-tasking
 Fast-thinking
 Technological savvy
Liabilities
 Need for supervision
and structure
 Inexperience,
particularly with
handling different
people issues
 Service levels are low

Millennials: Strategies for Success
 Take plenty of time
 Let them know what they
do matters
 Communicate
expectations
 Focus on customer
service and
interpersonal skills
 Model the behavior you
want to see
 Large teams with strong
leadership

Messages that Motivate
Millennials
 “We provide equal opportunities here.”
 “Your mentor is in his/her sixties.”
 “You are making a positive difference to our
company.”
 “You handled that situation well.”

Best Practices for Managing a
Multi-Generational Workforce
 Know your company’s demographics
 Be Flexible to the needs and wants of the different
generations
 Build on Strengths
 Provide Training
 Encourage Mentoring
 Embrace Diversity