the evolution of work life

THE EVOLUTION OF WORK - LIFE

FOUR GENERATIONS OF WORKERS PERSONAL CHARACTERISTICS OF GENERATIONS WORK CHARACTERISTICS

Martina GEORGIEVOVÁ Senior trainer/consultant/coach DEVELOR www.develor.sk

Think performance

The evolution of Work - Life

1900: work

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The evolution of Work - Life

1950: work life separation

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The evolution of Work - Life

1970: work spills into life

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The evolution of Work - Life

1980: work life balance

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The evolution of Work - Life

2000: life spills into work

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The evolution of Work - Life

2010: work-life blending

Work evaluation

through different generations

Drawing: Cécile Périnelle-Michelet

Working Environment # 1: Cramped cubicles are separated by 1.80m high partitions; senior managers have larger individual offices behind closed doors.

Virtualization???

Drawing: Cécile Périnelle-Michelet

Old-model stand-alone computer (if

any)

Paper domination (files, binders, trays, books, post-

it, flying sheets…)

Small traditional

desk

Old-model telephone

The employee mainly works with telephone, pen and paper. The

computer is used for word processing, if at all

Working time is

monitored

Hard white light from ceiling

neon lighting

Dress code is strict

(uniform, full suit)

Simple revolving chair, no armrest

Working Environment # 1: Cramped cubicles are separated by 1.80m high partitions; senior managers have larger individual offices behind closed doors.

Virtualization???

Think performance ENVIRONMENT DOESN'T

SUPPORT TRUST

We can find more destroyers, like doors usually

closed, colleagues cant see each other well,

information mostly on papers, knowledge is shared

just with few (strong hierarchy and strict rules – how

to deal with information, how to communicate with

whom).

Atmosphere more formal, respect of hierarchy

expected; openly speech rather rare; nobody

interesting in personal life (emotions are not

welcome). There is little need to build trust (what for?

Boss is always right and use mostly directive style)

Drawing: Cécile Périnelle-Michelet

Working Environment # 2: Glass-walled offices for 1 to 4 people (those for one person also have a small comfortable sitting area).

Drawing: Cécile Périnelle-Michelet

Reasonably recent desktop with sound,

connected to LAN

Paper is used but controlled

Spacious L-shaped desk, adapted to computer

work

Modern wireless telephone with speakerphone

The employee mainly works with telephone, paper, fax and computer.

Offices are equipped with printers and fax

machines

Natural light supplemented with halogen

lamps

Dress code is business

elegant (suit with no vest, no uniform)

Working Environment # 2: Glass-walled offices for 1 to 4 people (those for one person also have a small comfortable sitting area).

Comfortable revolving chair with armrest

Mobile phones are sometimes

used

Personal touch (family photos…)

Think performance ENVIRONMENT STARTS

SUPPORT TRUST

More open atmosphere, people can see each other

through glass-walls, better technology for sharing

information (many info about company on Intranet).

One can find some signs of personal touch (like

family photo).

Communication still very polite and keeping

distance, but no so formal anymore. (Boss look for

trust in abilities /skills of his team members).

Drawing: Cécile Périnelle-Michelet

Working Environment # 3: Open landscaped working area for all, modern ergonomic working stations (not always permanently assigned to employees)

Drawing: Cécile Périnelle-Michelet

Recent multimedia notebook,

connected to intranet

Hardly any paper except mail and reference books

Mobile phone with headset

The employee mainly works with portable computer and telephone.

Office is equipped with printer/fax/scanner/copy

machine

Natural light supplemented with halogen

lamps

Dress code is business casual (suit with no vest and tie, no uniform). Hairdo

code is liberal

Working Environment # 3: Open landscaped working area for all, modern ergonomic working stations (not always permanently assigned to employees)

Ergonomic revolving chair

PDAs are sometimes used

Conference room for large meetings and

private conversations

R&R area with TV, video and CD/DVD

facilities

Banners stressing corporate values

Comfort features (coffee machine,

food, plants)

Children and pets are allowed in the office

Think performance

TRUST STARTS TO BE VITAL

More informal atmosphere, room for private

conversations; access to most of company info for

everyone.

tolerance of personal life; flexible working hours –

but still rules in what time employee should be there.

emotions are taking into focus – company vision,

mission, motto, slogan in sign. (Boss need to

establish trust for motivating his team).

Drawing: Cécile Périnelle-Michelet Working Environment # 4: Home or anywhere else, as the employee chooses.

Drawing: Cécile Périnelle-Michelet

Latest notebook, connected to

Internet

No paper

The employee works virtually (teleworker)

Virtual work tools (webcam, speaker,

headphones)

Natural light or whatever

preferred light

Total freedom in dress code, hairdo

code, furniture, working position,

working hours

Working Environment # 4: Home or anywhere else, as the employee chooses.

Virtual conference room with text and voice chats, video

and visuals

Friendly family or other environment

Mobile phone serving as modem,

PDA

Think performance TRUST STARTS TO BE

ESSENTIAL

Teleworking; Internetworking; Eworking; Web 2.0

Access to most company info and sharing knowledge;

virtual teams, leadership is no more about the

knowledge and skills but about attitude and behavior.

Position - Boss is more now as coordinator. All team

members are equal and respected; diversity is

welcome; trust is establish for sharing the same vision

(which is now more „internal motivation factor“ for

each team member – its not only company profit but

mine too) and drive for goal achievement. Personal life

and preferences are respected. Creativity is highly

priced.

Generations

Think performance EACH GENERATION HAS A

UNIQUE IMPRINT

Four Generations of Workers

• Veterans (1933-1945); 60-81

• Boomers (1946-1964); 50-68

• Gen X (1965-1980); 34-49

• Gen Y (Millennials) (1981-2000); 14-33

Think performance

POPULATION

Population By Generation

48

78

49

74

0 20 40 60 80 100

Veterans

Boomers

Gen X

Gen Y

Ge

ne

rati

on

s

Population Count (millions)

US Census 2005

Veterans (1933-1945)

Boomers (1946-1964)

Boomers (1946-1964)

West Europe

East Europe

Gen X (Latch-key) (1965-1980)

Gen Y (1981-2000)

Think performance

PERSONAL CHARACTERISTICS

OF GENERATIONS

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CORE VALUES

Veterans (1933-1945)

Respect for authority Conformers Discipline

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CORE VALUES

Veterans (1933-1945)

Boomers (1946-1964)

Respect for authority Conformers Discipline

Optimism Involvement

Think performance

CORE VALUES

Veterans (1933-1945)

Boomers (1946-1964)

Gen X (1965-1980)

Respect for authority Conformers Discipline

Optimism Involvement

Skepticism Fun Informality

Think performance

CORE VALUES

Veterans (1933-1945)

Boomers (1946-1964)

Gen X (1965-1980)

Gen Y (Millennials) (1981-2000)

Respect for authority Conformers Discipline

Optimism Involvement

Skepticism Fun Informality

Realism Confidence Extreme fun Social

Think performance

FAMILY

Veterans (1933-1945)

Boomers (1946-1964)

Gen X (1965-1980)

Gen Y (Millennials) (1981-2000)

Traditional Nuclear

Disintegrating Latch-key kids Merged families

Think performance

EDUCATION

Veterans (1933-1945)

Boomers (1946-1964)

Gen X (1965-1980)

Gen Y (Millennials) (1981-2000)

A dream A birthright A way to get there

An incredible expenses

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COMMUNICATION MEDIA

Veterans (1933-1945)

Boomers (1946-1964)

Gen X (1965-1980)

Gen Y (Millennials) (1981-2000)

Rotary phones Memo One-on-one

Touch –tone phones Call me anytime

Cell phones Don't call me after work

Text (SMS) Internet E-mail

Think performance

WORK CHARACTERISTICS

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WORK ETHIC AND VALUES

Veterans (1933-1945)

Boomers (1946-1964)

Gen X (1965-1980)

Gen Y (Millennials) (1981-2000)

Hard work Respect authority Sacrifice Duty before fun Adhere to rules

Workaholics Work efficiently Crusading causes Desire quality Question authority

Eliminate the task Self-reliance Want structure and direction Skeptical

What's next Multitasking Tenacity Entrepreneurial Tolerant Goal oriented

WORK IS.... An obligation An exciting

adventure A difficult challenge A contract

A means to an end Fulfilment

Think performance

LEADESRHIP STYLE

Veterans (1933-1945)

Boomers (1946-1964)

Gen X (1965-1980)

Gen Y (Millennials) (1981-2000)

Directive Command-and-Control

Consensual collegial

Everyone is the same Challenge others Ask way

? (to be determined)

INTERACTIVE STYLE Individual Team player

Loves to have meetings

Entrepreneur Participative

Think performance

COMMUNICATIONS

Veterans (1933-1945)

Boomers (1946-1964)

Gen X (1965-1980)

Gen Y (Millennials) (1981-2000)

Formal Memo

In Person

Direct Immediate

E-mail Voice Mail

FEEDBACK AND REWARDS No news is good news Satisfaction in a job well done

Don't appreciate it Money Title recognition

Sorry to interrupt but how am I doing? Freedom is the best reward

Whenever I want it at the push of a button Meaningful work

Think performance

MESSAGES THAT MOTIVATE

Veterans (1933-1945)

Boomers (1946-1964)

Gen X (1965-1980)

Gen Y (Millennials) (1981-2000)

Your experience is respected

You are valued you are needed

Do it your way Forget the rules

You will work with other bright and creative people

WORK AND FAMILY LIFE Balance what is that?

No balance Work to live

Balance Balance

Generations gap

Think performance

THE BIGGEST CHANGE

Our four generation workforce provides challenges

Think performance

DEFINING TECHNOLOGY

Veterans (1933-1945)

Boomers (1946-1964)

Gen X (1965-1980)

Gen Y (Millennials) (1981-2000)

Fax machine Personal computers

Notebook Google Facebook

Think performance

APPEARANCE OF THE LEADER

What is next

Generations ?

Generation C

C

for…..?

Content Creators

Connected

Co-creation

Customise

Community

Curious

Control ‘C’

5 THINGS TO KNOW ABOUT

GEN C

1. They love creating and ‘mashing’ content

2. They are not passive, they form ‘active

communities’

3. They thrive on social media sites where they

can get involved in ideas and cultural

conversations

4. They’re in control of their own lives and are

happy with complexity

5. Gen C aspire to work in more creative

industries with less rigid social structures

Think performance

YOUR TASK

You have 45 minutes to find something interesting

on GENERATION topic on net

Prepare your power-point and be ready to presented

to others

Think how this influence

your work

Think performance

Start Mentoring

Provide Self-Teaching

Resources

Support Unique Career Paths

CLOSING THE GAP

Tips for Working Across Generations

Millenials want to learn –

cross tantly and

informally.

A mentoring program

creates collaboration

and learning

opportunities that focus

more on discussion and

exposure to work

experiences and less on

step-by-step instruction.

Millennials adapt easily

to change and tend to

work at a faster pace

than other generations.

Giving them resources

to move forward by

learning on their own,

at their own pace, is

critical.

Traditional new-hire

training can have a

negative impact on

millennial employees.

Give them exposure to

the company and

encourage their personal

growth – even if it

involves switching

departments.