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Generational Issues

Sep 14, 2014

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Technology

Generational issues in today\'s workplace

  • General Issues In the workforce andHRs role in managing themPresented by < Connie, Jeff, Sarbani, Jinman >Team Presentation, April. 7, 2008

  • Contents

  • Defining the Generations in the U.S.Born before 1945 Veteran Generation 48Between 1945 1964Baby Boomers 78Between 1965 1980Generation X 49 After 1980Generation Y 73.5 or Millennials Millions

  • Impact of Boomers on the WorkforceLabor Shortages: The Employment Policy Foundation projects shortage of 10 million workers by 2015, 35 million by 2030Leadership Vacuum and Knowledge GapEconomic Burden of Retirees

  • Practices for Managing the BoomersEstablishing a Motivational Culture for BoomersRecruiting Baby BoomersCareer Management for an Older WorkforcePrograms Addressing Work/Life Balance Flexibility in Phasing Retirement

  • SC Johnson Number One for Workers Over 50 AARP commended SC Johnson for creating a workplace of excellence by offering a variety of exceptional benefits including compressed work schedules, paid sabbaticals, summer hours, and a December "holiday shutdown."

  • FOR IMMEDIATE RELEASE January 17, 2008

    PARTNERSHIP FOR PUBLIC SERVICE AND IBM TEAM TO STEER BABY BOOMERS TO MISSION CRITICAL GOVERNMENT JOBS

  • Who are the Millennials?Gen Y generally refers to those born after 1980 to about 2000. Also known as Nexters, Millennials, Generation Me, iGenerationGen Y is the fastest-growing segment of the workforce growing from 14% of the workforce to 21% over the past four years to nearly 32 million workers.

  • Millennials are the biggest generation since the Baby Boomers.

  • Tips on Hiring Millennials

    Relationship recruiting

    Candidate experience

    Offer

    Employment branding

  • Tips on Retaining Millennials

    Onboarding

    Mentoring

    Feedback

    Flexibility

    Career-pathing

  • Promotes Technology

    Flexible Work Schedule

    Changes have trickled up through the company

  • Bridging the gapBridging the gap between generations by sharing information is the most important function of talent management at this point. Or else its going to be a topsy-turvy situation, the workplace resembling a battle ground.

  • Statistics

    Generation TypeNumber in USA WorkforceSeniors / Veterans42 millionBaby boomers76 millionGeneration Xers, Twenty-somethings, Baby busters54 million Millenials, Generation Y s

    Source: Remson, Triangle Consulting (2006)75 million

  • Valuing Generational Differences Recognition Management Institute Saunderson (2000)

    VeterensBoomersGen-XersMillennialsLoyalHonors/Respects authorityFollows OrdersFormalRewards laterPracticalSacrificeLoyalOptimisticResponsible and DedicatedTeam playerWorkaholicAdaptable to changeTechno-literateSelf-startersGlobal mindsetInformal

    Goal-orientedTechno-savvyCollaboration and Achievement importantOptimisticMoral mindsetSocial activismPrefers structureTechnology-challengedSet in waysDifficulty with changeEnjoys much recognitionElder care absencesSelf-gratificationSkepticalFeel others owe themMotivationChild care absencesRequires supervision andsupportSociable

  • Significant attitude gaps among employees by age (% of favorable responses)

    All18-2425-3435-4445-5455-64In my organization, employees are able to maintain healthy balance between their work and personal lives47%64%48%48%43%47%I am able to take time away from my job to participate in training52%67%48%53%52%50%My last performance review action was helpful in identifying actions I could take to improve my performance55%73%60%56%51%55%My manager does a good job of being available when needed56%75%59%61%51%49%

  • t

  • The business case for technology Benefits of technologyconsistencyprocess efficienciesspeedmanagement information

    ? Could a diverse organisation of 77,000 employees deliver this strategy using paper processes Size and scale of organisation-administration effort needed to manage paper processes Implementation-Managing consistency of paper processes-Is it being done?-Timeliness of management information Strategic Management Information-Availability of key intelligence to drive business

  • Information sharing trends across generations Ways to remain connectedTrend 1: Continuous presenceTrend 2 :Multi-modal taskingTrend 3 :Virtual IntimacyTrend 4: Workflow learning

  • Introducing a new logo:

    Not Just Idle Chat: Instant Messaging - Its Presence as a Business tool

  • Recommendations

    Management of technology gap through generation blend

    Generational attitudes shape workers responses to technologies in the workplace.

    To avoid a generational clash and exploit the power of intergenerational collaboration and knowledge, every organization needs to think differently.

    The baby-boomers should be willing to be trained to bridge the digital divide. They, in turn, should share their knowledge and expertise with the younger generation.

  • Start playing with gizmos NOW

  • Generational Issues and Culture -- General practices in Korea -- Case of Korean company -- Case of U.S. company

  • In an aging society, the employment rate of aging worker is higher than the entry level workersHowever, turnover rate of entry-level workers is increasing.Source : Korea National Statistical Office Source : Korea Labor Institute & recruiting company (Job Korea)In an aging society, the employment rate of aging worker is higher than the entry level workersHowever, turnover rate of entry-level workers is increasing.In an aging society, the employment rate of aging worker is higher than the entry level workersHowever, turnover rate of entry-level workers is increasing.General practice in Korea

    Chart5

    0.189

    0.222

    0.301

    Turnover rate in entry-level

    Sheet1

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    45 - 49* 15 ()2,9

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