career coaching and the multi generational workforce

Career Coaching and the Multi-Generational

Workforce

Theresa Green-Ervin, Doctoral Student

Nova Southeastern University

Copyright © 2014 Theresa Green-Ervin; All Rights Reserved

Learning ObjectivesDevelop an understanding of who the

Generations are, specifically Generation Z, and the skill set needed to be successful in the workplace.

What the multigenerational workplace needs from Generation Z in order to excel in the workplace.

What is Career Coaching and strategies to prepare this generation for the workplace.


INTRODUCTION

O’Toole & Lawler, III (2006) suggest that the job market is very unpredictable; one should not become complacent as everyone is replaceable. Consequently, those who are not open to learning to learn may be putting their future at risk. Though the above does not guarantee a position, investing in your future will assist you in becoming multi-faceted, which will help in times of uncertainty. The authors further convey that there are years of research that lends itself to “three major needs that can be satisfied by gainful employment: (1) basic economic resources and security essential to lead good lives; (2) the need to do meaningful work and the opportunity to grow and develop as a person and (3) the need for supportive social relationships” (p 8). It is also the role of leaders and organizations to create strong programs that benefit employees. A strong program can address such topics as: communication, trust, ethics, fairness, feelings, perceptions, beliefs, expectations, conflict management and career development (Gibson,1999).


Today’s new and current workers are employed with organizations that are now multigenerational, meaning this is the first time that five generations have been in the workforce simultaneously and each has varied characteristics and expectations about the workplace (Hankin, 2005).


WHAT IS A GENERATION?

Generations are defined as ‘age cohorts’ that shares unique formative year’s experiences and meanings and teachings (roughly) the first 20 to 23 years of their lives) and thus developing unique core values and attitudes that are different from other generations (Underwood, 2007). The common influences that can determine shared characteristics of a generation can include parental guidance, interactions with peers, media, interpersonal communication and cultural difference. A generation’s age or birth years serve as the primary guidelines when defining the characteristics of its members, but the true divisions lie in cultural differences.


Magnuson & Alexander (2008) convey that we see generational differences as a lens through which to view diversity, much like personality types. Individual differences are certainly much stronger than those between generations, but looking at the population as a whole, there are clear generational differences. They affect values, attitudes towards work, work styles, job satisfaction criteria, and commitment to the organization. All of these factors are shaped by personality differences and life experiences. Although we differ as individuals, we share common experiences as “generational cohorts” that affect our perceptions and beliefs.Zemke, Raines & Filipczak (2000) convey that we are presently living in an era that is “cross-generational” where the current workforce is made up of five very different generations inclusive of: (1) Veterans/Traditionalist (1922-1943): (2) Baby Boomers (1943-1960); (3) Generation X (1960-1980); (4) Generation Y/Nexters/Millennials (1978-1989) and (5) Generation Z – a cohort of the Nexters/Millennials (1990-1999). Never before have we had five generations in the workplace at the same time, making the needs to understand generational differences in communication preferences, behavior and work styles more important than ever. These differences are most evident in employee motivation, loyalty and engagement, which can have a significant impact on creativity, innovation and teamwork.


Traditionalist Values

• Privacy – Don’t expect members of this generation to share their inner thoughts

• Hard work – They believe in paying their dues and are irritated when others are wasting their time. They often feel their careers identifies who they are.

• Trust – A Traditionalist’s word is his/her bond.• Authority – Traditionalists have a great deal of respect

for authority.


Baby Boomer Values• Competition: Boomers value peer competition.• Change: Boomers thrive on possibilities and constant change.• Hard Work: Boomers started the “workaholic” trend. Where

Traditionalist see hard work as the right think to do, Boomers see it as the way to get to the next level of success.

• Success: Boomers are committed to climbing the ladder of success

• Teamwork: This group embraces a team-based approach to business.


Generation X Values

Entrepreneurship: Xers believe in investing in their own development rather in their organization’s. They are cautious about investing in relationships with employers because experience has shown that these relationships are not reliable.

Loyalty: to an Xer, loyalty may mean two-weeks notice.

Independence: Xers have clear goals and prefer managing their own time and solving their own problems rather than being controlled by a supervisor.

Information: They want access to information and love plenty of it.

Feedback: This group needs lots of feedback and they use feedback to adapt to new situations.

Quality of Work-life: This generation will work hard, but they would rather find quicker, more efficient ways of working so they have more free time.


Work Style/Values/Attributes of Generation X

• Accepting and embracing of diversity.• Values productivity and competent with

technology• Values the balance between work and home

life.• Attribute: adaptability• Enjoys learning new skills, the freedom to

figure things out on their own and feedback along the way.

• Motto: “work hard, play hard” and “work to live” as opposed to “live to work” describes this generation.

• Appreciates a sense of fun in the workplace.• Characteristics: Independent, self-reliant,

self sufficient, resourceful, and pragmatic. • Very adaptive to technology and change in

the workplace. • Prefers a “hand-off approach” when dealing

with supervisors and managers. Don’t like to feel micro managed.

• Less committed to one employer, more wiling to change jobs to get ahead than previous generations.

• More focused on their own needs vs. employer needs (lack of company loyalty).

Continued


Work style/ Values/ Attributes of Generation Y

This generation prefers e-mail and text-messaging for forms of communication over phone calls or face-to-face contact

Prefers online technology to traditional lectures in the workplace

Generation Y is the fastest growing segment of today’s workforce, soon generation Y will account for nearly ½ of the world’s employees

View work as a key part of life, not separate from it.

Strive to find work that is meaningful, and work that will connect them to people

Job satisfaction is based on whether or not the job is fulfilling personally and offering them a keen sense of purpose

Generation Y is the most socially conscious generation

High expectations and high standards in the workplace


GENERATION ZGeneration Z represents the greatest generational shift the workplace has ever seen. The giant “millennial” cohort is really two generations – Generation Y (1978-1989) and Generation Z (1990-1999). This cohort now joining the workforce have been shaped by nearly a decade of war and economic uncertainty, and the contrast in their attitudes and behaviors is vivid. Those born in 1990 were 11 years old on that faithful day of September, 2001. Ever since we have been a nation at war. They graduated from high school in 2008, just as the economy was on the verge of collapse and entering the deepest recession since the Great Depression. Moreover, now they are graduating from college amidst a stumbling jobless recovery in which unemployment remains stubbornly high, especially among those under age 25, forced to compete for job opportunities with people their parent’ age.


The advantage with this new era is that people of all ages can now work harder, smarter, faster and better, and try to compete for the special awards they want. In addition, Generation Z are less likely to believe any claims or offers of “job security”. Job security” is not a meaningful concept. The younger the employee, the more likely he or she is to think that financial compensation should align with short-term measures of productivity and quality or value of goods/services in the marketplace.


GENERATION Z (MODE OF COMMUNICATION)

Persuasive Language Turnoffs

Achieve Cynicism

Challenge Sarcasm

Collaborate Perceived unfairness

Community Perceived arrogance

Discovery Autocratic or threatening

Future Opinionated

Positive/fun Critical or blaming


GENERATION Z (ATTRIBUTES)

Confidence Sociability

Morality Street Smarts

Diversity Collective Action

Heroic Spirit Tenacity

Technological Savvy Lack of Skills for Dealing with

Difficult People

Multi-tasking Need Flexibility


CHARACTERISTICS OF GENERATION Z (Work Ethics and Values)

“Real Revolution” – decrease in career ambition in favor of more family time, less travel, less personal pressure

Believe that because of technology, they can work flexibly anytime, anyplace and that they should be evaluated on work product-not how, when or where they got it done

Goal orientedHave a work ethic that no longer mandates 10hr days

Looking for meaningful work and innovation, may be the first generation that readily accepts older leadership

High expectations of bosses and managers to assist and mentor them in attainment of professional goals

Looking for careers and stabilityWant long-term relationships with employers but on their own terms

Mentoring is important to them Obsessed with career development

Prefer diversity, technology, informality and fun Realizes that people make the company successful

Tolerant Thrive in a collaborative work environment Training is very important Understand importance of great mentorsWant to enhance their work skills by continuing their education Want to be challenged

Want to work for positive people and a company that can fulfill their dreams Treated with respect in spite of ageThey want to be paid well They want to make a difference


TRENDS SHAPING GENERATION Z

• Social media is the future (managing Generation Z requires mastering the tools of social media

• Human connections are more important than ever (less likely to resist authoritative relationships) – will only perform for individuals when they are engaged in intensive working relationships.

• Skill gaps – managing Generation Z requires a huge remedial effort on broad, transferable skills like work habits, interpersonal communication, and critical thinking, and a huge einvestment in remedial technical training

• Global mindset, local reality – Generation Z are less geographically adventurous• Infinite diversity – Generation Z reflects a whole new way of thinking about difference.


WHAT THE WORKPLACE NEEDS FROM GENERATION Z

• Learn to manage yourself • Get really good at managing complex shifting authority relationships (get really good at

managing your bosses)• Contribute your time and effort no matter how lowly, mundane or repetitive your tasks and

responsibilities might be• Learn to be high quality, high integrity and adaptable• Hold yourself accountable and never make excuses• Listen carefully, exhibit respect and kindness and celebrate the success of others• Get lots of work done very well, never be a complainer, be a problem solver• In addition, employers recognize that Generation Z likes to text and Tweet; however, they

need good written and verbal communication skills along with “hard” skills to be successful.


WHAT GENERATION Z NEEDS FROM THE WORKPLACE

• Thrive on plenty of direction• Opportunities to learn and advance in their careers• New ways of interaction and communication (prefer text and email)• Desire specific, detailed instructions about how to do things and are used to hovering

authorities• Most comfortable with diversity and alternative lifestyles• Commitment to technology and to social responsible policies• Promote high-intensity relationships:

• Small, highly defined work groups with a strong peer leader• Tight and well-defined and observed chain of command• Teaching-style leadership• Customer service-style management

• Provide continuing re-education – there is a growing nontechnical skill gap among the emerging young workforce. The basics of personal responsibility, problem solving, time management and interpersonal communication are way too often missing in the young workforce


• Define laser focus roles – the more structured and defined the roles and responsibilities, the more quickly and effectively Generation Z are able to take on work and succeed

• Take control of (at least some of) the virtual ethos – command driven social media means the employer controls who is in the group, what is discussed and when, and the employer is able to supervise and participate in the online community

• Plan for global outreaching and local nesting • Build continuity through short-term renewable loyalty – the most effective way to drive

performance and maintain ongoing working relationships with Generation Z is for managers to explicitly negotiate performance and reward on an ongoing basis in a transparent, open exchange

• Retain the superstars for the long term by building dream jobs – dream jobs are always contingent on ongoing performance, but built on a longer term understanding of tremendous work conditions, rewards and flexibility for the superstar in return for consistent contribution with the intention of maintaining a long-term working relationship


Ten Skills Most Employers Want from Generation Z

Ability to work as a team Ability to make decisions and solve

problems Ability to plan, organize and prioritize work Ability to communicate verbally with people

inside and outside an organization Ability to obtain and process information Ability to analyze quantitative data


Ten Skills Employers Most Want from Generation Z (cont’d)

Technical knowledge related to the job Proficiency with computer software

programs Ability to create and/or edit written reports Ability to sell and influence others


Competencies

“Hard” or “Job Specific” Skills – often require special training or education or are learned on-the-job

“Soft” or “Adaptive” Skills – are the people skills needed to interact with others

“Transferable skills – which are learned in one context or industry but can be transferred to be applied in many different work settings


What is Career Coaching?

Career Coaching is an “interactive process of exploring work-related issues – leading to effective action – in which the coach acts as both a catalyst and facilitator of individual and organizational development and transformation.” (Marcia Bench, 2013)


Career Coaching (Continued)

Career Coaches connect people with their passion, purpose, values, and other critical aspects of their ideal work. They equip their students with career management skills that can be used in future transitions in addition to enhancing their current work. They also facilitate their students’ process of developing and implement a job search to activate their Authentic Vocation. The main goal is self-awareness. (Marcia Bench, 2013).


Authentic Vocation Life Purpose Values Motivators and interests Knowledge, skills and abilities Work and other experiences Job/career targets Work environments Business reality (Marcia Bench, 2013)


Those born since 1990 already represent nearly 7 percent of the workplace, or more than 11 million people. According to research, the segment will grow to 20 million by 2015, to 25 million by 2017 and to 30 million by 2019. With this generational cohort being so large it is alarming that this group of workers lack interpersonal skills and from a broader standpoint, the ability to look at a situation, put it into context and make a decision. These workers will be entering the workforce during a time when many Baby Boomers will be retiring and organizations will need to put forth a different style of attention and direction to help ensure their success.


Contact Information

Theresa Green-Ervin, M.A., DCF, MCDP, GCDFI, GCDF

Certified E-Learning Career Development Instructor

Doctoral Student (Organizational Leadership/Human Resource Development)

(812) 327-9707 – [email protected]