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Generational Differences Presentation

Jan 17, 2015




Managing generational differences in the workplace

  • 1. Managing Intergenerational Conflict in the Workplace Susan Haywood, MA, CHRP Human Resource Blueprints [email protected](613) 867-2554

2. What is this all about? First time ever that we have 4 different generations inour workforce working together side-by-side Traditionalists, Boomers, Xers, and Millennials (Ys) Each of these generations were impacted by variousevents that shape who they are and how they work We need to understand what motivates the variousgenerations and how to work together 3. Workplace Conflicts Conflicts frequently have generational issues as their cause He is not committed to his job He has a poor work ethic He does not follow direction I cant believe the way he/she dresses What do you mean I cant work from home onFridays 4. The Challenge"Managing multigenerational workforces is anart in itself. Young workers want to make aquick impact, the middle generation needs tobelieve in the mission, and older employeesdont like ambivalence. Your move."Harvard Business School "Working Knowledge newsletter,April 2006: "Can you manage different generations?" 5. Generational Snapshot of Workforce 6. A New Generation GapThe term Generation Gap was used mostly todescribe conflicts between parents andchildren. Today, the Gap has more of apresence in the workplace, where employeesfrom different generations are finding itdifficult to work side by side because theirexperiences, goals and expectations 7. What Shaped You?National EventsMusicTechnologyValuesRelationshipsParental ExpectationsOther? 8. Characteristics Traditionalists Baby BoomersGeneration X MillennialsBorn 1925-1945Born 1946-1964 Born 1965-1977 Born 1978 or afterAge Span 65 to 86 years old 46 to 64 years old33 to 45 years old 32 or youngerTraits Conservative IdealisticPragmaticConfident Believe in DisciplineBreak the rules Self-sufficientWell-educated Respect for authorityTime stressed SkepticalSelf-sufficient LoyalPolitically correct Flexible Tolerant PatrioticMedia/Info/Tech savvyTeam buildersEntrepreneurialSocially/politically consciousDefining EventsGreat depression Vietnam War Missing children School shootings World War II Woodstock Latch Key Kids Terrorism Korean War Watergate Computers in schoolCorporate scandalsTo Them Work IsIf you want a roof and Exciting adventureDifficult challengeTo make a difference food.Work Ethic Loyal/dedicatedDrivenBalanced Eager but anxiousEmployment Goals Retirement Second career Work/life balanceUnrealisticEducationA dreamBirthrightWay to get to an end A givenCommunicationFace to face Telephone EmailIM/Text messagingTime at Work isPunch clockVisibilityWhy does it matter if I get it Is it 5 PM? I have adefined done today?life.Most need in the Continued involvementRecognition!More information Praise and fun; or isworkplacepast 65 that fun and praise? 9. Traditionalists Generation Majority (95%) of them have retired Possess intellectual capital and institutionalknowledge Have strong work values and ethic See themselves as vigorous, contributing members ofthe workforce Silent stoicism (not much feedback given or expected) 10. Managing the Traditionalists GenerationOffer opportunities for them to mentorOffer opportunities to continue workingAllow them to volunteer if they do not want to continue workingShow them that you value their expertise and contributions 11. Baby Boomers The Me generation More hours equals better performance; now regret They are the managers that are running ourorganizations today Career oriented Love the good life Love job performance feedback 12. Managing the Baby BoomersHelp them explore their next set of workplace options, and demonstrate how your organization can continue to use their talents.Walk the talk on work-life balance by redesigning their jobs to accommodate multiple life demands.Encourage them to enrich their present job and grow in place if they need to slow their career pace. 13. Generation X The next generation of leaders The most well educated generation Goal-oriented Free Agents vs. Company Loyalist Thrive on independence Want to be challenged Led boom 14. Managing the Generation XTalk to them about their reputation, not just job tasks; they want your candid perspective and feedbackAcknowledge their ability to work independently and encourage them to leverage their entrepreneurial abilities.Help them get the most out of every job position by discussing what the job can do for them and what they can learn from it. 15. Millenniums Value independence but need supervision Look for new challenges Challenge the status quo Were all in this together Want the opportunity to make an impact Fear boredom more than anything else 16. Managing the MillenniumsDemonstrate the stability and long-term value of your organization, and also show how your organization is flexible and filled with learning opportunities for them.Provide work schedules that help them build careers and families at the same time.Make groups and teams part of their job. 17. Summary of Work Characteristics TraditionalistsBoomersXersMillennialsPractical Optimistic SkepticalHopeful and optimisticAlways at workWant recognition Confidence and Unwillingness toSense of entitlement independence commitPatient, loyal andTeamwork and Self-reliant and Meaningful Workhardworking cooperationtechno literateMoral mindsetDifficulty with changeDo not accept change Adaptable to Social activismObjective sense of change Subjective view ofright and wrongImmediatereality gratificationRespectful of authority AmbitiousRisk-takingValue diversity andPhysical healthWant recognition changeGlobally connectedRule followersWorkaholic Thank Balance work Technology savvyRewards later God Its Monday and life ImmediatePrefer Structureresponsibility 18. Generational Factoids Only 14% of survey respondents choose Generation X as the generation most comfortable managing and this included Xers themselves One-third indicated that they were often offended by someone from another generation at work 45% of Xers come from families that have experienced divorce BridgeWorks 2001 Generations Survey 19. Generational FactoidsWhen asked who they are most loyal to at work, Xers put co-workers first, their boss or project next, and the organization last40% of Xers said having a mentor directly influenced their decision to stay at their current job.Millenniums ranked personal safety as their #1 workplace issue.BridgeWorks 2001 Generations Survey 20. Generational Factoids 29% of the Traditionalists agreed that a person should build their career with one employer, compared to 14% for Boomers and 11% of Xers When asked Which generation is the best at finding work-life balance?, all generations picked Generation X Millenniums indicated that flexible workplace and opportunity for promotion was more important than salaryBridgeWorks 2001 Generations Survey 21. The differences exist so....DEAL WITH THEM! 22. 3 strategies to manage by:1) Communication2) Delegation3) The Gift of Feedback 23. Communication What do your employees want from a workenvironment? Forget exit surveys; why do people stay? What do you want from your work environment? Talk about peoples differences amongst your team Develop an action plan specific to your team Talk about conflict do not let it fester 24. Delegation Boomers want teamwork, Xers wantindependence, Ys want more responsibility Delegation can be the answer to everyones needs Prepare Xers for the next role, challenge Ys, giveBoomers some much needed balance Requires accountability and feedback P.S. Forget how long it took you to reach the pointwhere things were delegated to youthose days aregone!! 25. The Gift of FeedbackKeys to providing effective feedback: Immediate feedback to recognize good performance, andaddress performance issues as they arise Positive and constructive feedback direct, non-judgmental, ethical and based on values governing the policy Specific feedback the feedback should pinpoint targetedstrengths and areas for improvement Give feedback OFTEN keeps employee on course, preventswork from going off the rails for long periods of time, andreduces the stigma of giving feedback. 26. Keys to providing effective feedback: Spend time with your employees to discuss the work and see how they are doing Explain how the employees work contributes to the big picture Delegate based on employee workload and capabilities Show your commitment to their objectives by providing needed support and direction. 27. DONT FORGET TO GIVE POSITIVE FEEDBACK 28. STAR Model for Giving Feedback S Situation - describe the SITUATION where the behaviouroccured T Task describe the TASK the employee performed A Action describe the ACTION the employee chose in thissituation R Result - describe the outcome that occurred as a RESULT ofthe actionIf it is constructive feedback add an additional AR: A Alternative Action- suggest an ALTERNATIVE ACTION theemployee could have chosen in this situation R Aleternative Result - describe the likely outcome that wouldhave occurred as an ALETERNATE RESULT of the alternate action 29. Questions? 30. Thank You!

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