10/15/2015 1 ACHIEVING INTERGENERATIONAL CONNECTEDNESS Presented by: Jean Hartnett, MHSA, NHA Executive Director Espirit Whispering Ridge OBJECTIVES Understand the workforce challenges of senior services organizations Identify characteristics and gain a better understanding of four generations Provide tips and suggestions for overcoming generational differences and building a dynamic culture of intergenerational connectedness
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10/15/2015
1
ACHIEVING INTERGENERATIONAL CONNECTEDNESS
Presented by:Jean Hartnett, MHSA, NHAExecutive DirectorEspirit Whispering Ridge
OBJECTIVES
Understand the workforce challenges of senior services organizations
Identify characteristics and gain a better understanding of four generations
Provide tips and suggestions for overcoming generational differences and building a dynamic culture of intergenerational connectedness
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REFERENCES
The IOM report, “Retooling for an Aging America”
Human Sigma by John Fleming
Generations at Work by Ron Zemke
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#IRISHCATHOLICS
THE ELDERCARE WORKFORCE CHALLENGES
More than one million more direct-care workers will be needed by 2018 according to the latest employment projections
Only 7,029 certified geriatricians currently practice in the US-roughly half the number needed
By 2020, 60-70,000 geriatric social workers will be needed; yet, today less than 5% are specifically trained in geriatrics
By 2020 the nursing workforce is expected to drop 20% below projected requirements
Only 3% of psychologists specialize in geropsychology a fraction of what is needed
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GENERATIONS
Silent Generation/Traditionalists 1925 – 1945 (89 – 69 years of age)
Baby Boomers 1946 – 1964 (68 – 50 years of age)
Generation X 1965 – 1981 (49 – 33 years of age)
Millennials/Generation Y 1982 – 2000 (32 – 14 years of age)
WHAT MAKES ONE GENERATION DIFFERENT FROM ANOTHER?
Shared life experiences
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EVENTS AND EXPERIENCES THAT SHAPED GENERATIONSTraditionalists Generation Great Depression
New Deal
Attack on Pearl Harbor
World War II
Korean War
Radio
Telephone
Baby Boomers Civil rights
Feminism
Vietnam
Cold war
Space travel
Assassinations
Scientific advances
Credit cards
Television
EVENTS AND EXPERIENCES THAT SHAPED GENERATIONSGeneration X Fall of the Berlin Wall
Challenger disaster
Desert Storm
Personal computers
Working mothers
MTV
Divorce
Energy crisis
Millennials Child-focused world
School shootings
9/11
Boston Marathon
Internet
Social networking
Continual feedback
Enron/WorldCom
Iraq/Afghanistan
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TRADITIONALISTS IN THE WORKPLACE
Polite
Respectful
Reserved
Obedient
Conformers
BOOMERS IN THE WORKPLACE
Uncomfortable with conflict
Consensus building leadership style
Formal
Follow protocol
Social
Politically sensitive
Idealistic
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GEN XERS IN THE WORKPLACE
Fast-paced
Independent
Confident
Value personal time
Challenge the status quo
Loyal to staff leader
MILLENNIALS IN THE WORKPLACE
Task oriented
Want options & choices
Expect attention and feedback
Multitask through multimedia
Work toward weekend or closing time
Impatient
Want to be led
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GENERATIONAL CHALLENGES IN THE WORKPLACE
Poor communication
Decreased productivity, quality, & innovation
Misunderstood attitudes, relationships & working environments
Less engaged volunteers & coworkers
Lack of motivation, initiative, and team work
BRIDGING THE GENERATION GAPS
Traditionalists
Honor the chain of commandValue the legacy they have builtValue their experienceAppreciate their dedicationCommunicate one-on-one Learn the corporate history
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BRIDGING THE GENERATION GAPS
Boomers
Show respectChoose face-to-face conversationsGive people your full attention Learn the corporate history
BRIDGING THE GENERATION GAPS
Gen Xers
Get to the pointUse emailGive them spaceGet over the notion of dues paying
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BRIDGING THE GENERATION GAPS
Millennials
Challenge themAsk them their opinion/collaborateEncourage finding a mentor Provide timely feedback
BRIDGING THE GENERATION GAPSFor all employeesDiscuss expectations
Inquire about immediate tasks
Look for ways to cut bureaucracy and red tape
Keep up with technology
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BRIDGING THE GENERATION GAPS
For all employeesAppreciate differences
Acknowledge your interdependency
Appreciate what you have in common
BRIDGING THE GENERATION GAPSFor all employeesAccept and appreciate another’s perspective
Take responsibility for making your relationships better
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BRIDGING THE GENERATION GAPS
For Managers
Focus on goals
Make everyone feel included
Break the bonds of tradition
Show employees the futureEncourage balance
BRIDGING THE GENERATION GAPS
For Organizations
Abandon the “one-size-fits-all” approach
Recognize each employee has different needs
Develop employees based on person’s goals not traditional job trajectories
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GENERATIONS IN THE WORKPLACE
Millennials24%
Gen Xers33%
Baby Boomers31%
Traditionalist12%
154,975,000 in 2012
RECRUITING MILLENNIALS
Tour of Duty
Job hoppers
Meet on own turf: Facebook and Twitter
Pitch organization’s philanthropy efforts
Offer flexible options to accommodate family and personal life
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ONBOARDING AND TRAINING MILLENNIALS
Let us celebrate you!We value youYou are an integral part of this team because of who you are as an individualTell us your story
ONBOARDING AND TRAINING MILLENNIALS
Onboarding
Establish an environment where it is okay to ask questions
Establish an environment where their voices can be heard
Total focus on who THEY are as opposed to who YOU are
Training
Help them learn and keep them challenged while learning
Pair them with older mentors who can teach them your business and invite them to coach colleagues who are less tech savvy
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CAREER ADVANCEMENT AND DEVELOPMENT MILLENNIALS
Help them develop interpersonal and presentation skills
Offer them opportunities to change jobs without changing employers
Give them time to pursue other interests
ONBOARDING AND TRAINING
Let us celebrate you!We value you.You are an integral part of this team because of who you are as an individual.Tell us your story.
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HUMAN SIGMA IN SENIOR CARE
Human Sigma is the process of improving and reducing variability in the engagement levels of employees and costumers
Human Sigma contends that the most perfectly designed and built process or system is only as good as the human being who uses it
Human Sigma focuses on improving the quality of the employee-customer encounter
The Human Sigma approach starts by accepting human nature and then uses it to manage, motivate and develop the employee-customer relationship
HUMAN SIGMA IN SENIOR CARE
Listen to your customers…
“My life, my experiences, my contributions to society means or meant something! Take notice: know me, respect me, remember me!”
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HUMAN SIGMA IN SENIOR CARE
Listen to your customers…
“My life is going to mean something. I am dedicated, and I have so much to contribute. Take notice: know me, respect me, get to know me!”
HUMAN SIGMA: JUST-IN-TIME
The Just in Time Training Model borrows from the concept of just in time manufacturing where goods are produced just prior to the demand or need in the marketplace
Just in Time Training recognizes the organizational need of immediate labor while satisfying employees need of immediate income
Model uses facilitated self-study, realistic job previews and high-touch interaction with residents
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WORKPLACE RELATIONSHIPS
To be treated fairly
Work that provides personal satisfaction
Employers who understand personal lives are important
Work that is valued by employers and customers
A clear sense of purpose from employers
All Generations Want:
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