Working Across Generations in the Workplace

Working Across Generations

in the WorkplaceMarla Rybowiak

Director of Operations

The Employer Group

Agenda

Generations in the Workplace

Millennials in the Workforce

Working Across Generations

Generations in the Workplace

Traditionalists(1928-1945)

Baby Boomers(1946-1964)

Generation X (1965-1980)

Millennials (1981-1996)

Life Experiences Great Depression, WW2, post-war boom

Civil Rights, Viet Nam, inflation

Technologyboom, decliningpopulation growth

Globalism, theinternet, GreatRecession

Personality Traits Conformers“Silent”Follow rules

OptimisticInvolvedSuccess

SkepticalInformalFun

RealisticConfidentSocial

Education Experience

Education – a dream

Education – a birthright

Education - a path

Education - an incredible expense

Communication Experience

Face-to-face Phones E-mail Social media

Generations in the Workplace

Traditionalists(1928-1945)

Baby Boomers (1946-1964)

Generation X (1965-1980)

Millennials (1981-1996)

Workplace View

Punch the Clock Workaholic Get paid to get the job done

“Gig” – work to live

Skill-Building View

On-the-job training Work ethic and face time more important than skill

Get as much skill as possible; skills trump work ethic

Training is important; motivated by learning

Workplace View on Respect for Authority

Seniority and tenure Experience and time Skeptical/testing Testing/needed to grow

Trust authority and systems

Less trustworthy of authority

Anti-authority Wants authority’s attention

Work/life balance

Work hard to maintain job security

Imbalanced – fear they will lose ranking if they aren’t here.

Clearer balance Very important –Work/life/community/ self development

Generations in the Workplace

Traditionalists(1928-1945)

Baby Boomers (1946-1964)

Generation X (1965-1980)

Millennials (1981-1996)

Work Style Conformists Team Players Entrepreneurs Personal Achievers

Entitlement Seniority Experience Merit Contribution

Business Focus Quality Long hours Productivity Contribution

Work Ethic Dedicated Driven Balanced – worker smarter, not more

Ambitious – work to live

Focus Task Relationship and results

Task and results Collaboration

Technology Adapted Acquired Assimilated Integral

Why Millennials Are Important in the Workforce

Millennials make up more than a 1/3 of the U.S. workplace.

Only 25% of Boomers in U.S. are still working.

Developed countries will have less workers in the near future.

U.S. businesses have a need to be more technically savvy.

Most diverse and educated generation to date.

What Are

Millennials

Looking for in

the Workplace?

Financial stability

Flexibility

Collaboration

Transparency

Flexibility

Values Alignment

Financial Stability

2018: $1.5 trillion in US student debt1

Money over benefits

Paid time off over game rooms

Pay reflective of what they’ve been told or read about

$80,000 salary to “feel happy”2

86% said they’d take a pay cut to work in an organization that was aligned with their values.3

1Forbes

2Ameritrade

3LinkedIn

Flexibility

ENSURE A WORK/LIFE BALANCE – ASK THEM THEIR DEFINITION

GIVE THEM A CHANCE TO WORK ON SOMETHING OTHER THAN THEIR JOB

SUPPORT THEIR DESIRE TO TRAVEL AND EXPLORE THE WORLD

COMPRESSED WORKWEEKS

STAGGERING START AND END TIMES

TELECOMMUTING

Collaboration

Create a collaborative, comfortable and creative environment.

Let them have input into the use of technologies.

Challenge them to develop new processes and strategies.

Provide mentorships – experienced staff mentoring less experienced, and vice versa.

Ask them for their viewpoints/advice.

Keep them informed.

Transparency

Ensure your communication is accurate and clear.

Set performance and growth expectations.

Provide regular and detailed feedback.

Reward high performance.

Close the gender gap.

Values Alignment

Share mission, vision values throughout the employment lifecycle.

Build pride in the organization.

Showcase your corporate social responsibility values.

Walk the talk.

Losing Millennials

Don’t be surprised.

Being content with status quo

Focusing on long-term welfare benefits over short-term flexibility

Tolerating secrecy or poor communication

Accepting management by rules

Not involving them in technology decisions

Not collaborating/listening to their ideas

Working Effectively

Across Generations

Recognize unconscious bias.

Focus on results rather than preconceptions.

Recognize different generations need:

Different leadership

Styles of management

Rewards and recognition

Tools and resources

See and treat people as individuals.

Questions?