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Managing the Generations at Work
Managing the Generations at Work
AARP Employer Training
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change
The Changing Landscape of Work
For the first time in modern history, workplace demographics now span four generations.
This presents both challenges and opportunities!
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education
Learning Objectives
List the characteristics of different generations
Understand career stages
Identify best practices for managing various generations at work
By the end of this
session you will
be able to:
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What is a Generation?
A group of people defined by
age boundaries
• They share the history of the times.
• Their values and attitudes tend to
be similar.
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What is a Generation Gap?
Generational differences in cultural norms
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Generations!
World War II/Traditionalists:Before 1945
Boomers: 1946 – 1964
Gen X: 1965 – 1980 Gen Y: 1980 on
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The Business Case for Addressing Intergenerational Dynamics
Building an “age-responsive” workplace supports real communication & understanding across all ages– Randstad USA 2008 World of Work Survey
The transfer of knowledge betweenretiring generations of veteran workers and newer entrants to the workforce is becoming increasingly more important.
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The Business Case for Addressing Intergenerational Dynamics
Businesses that focus on intergenerational dynamics see an impact on the bottom line through:– Leading a Multigenerational Workforce, AARP Corporate Culture
Recruitment Employee Engagement Retention Customer Services
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More than a third (42 percent) of all employees say they have experienced intergenerational conflict in the workplace.
The Business Case for Addressing Intergenerational Dynamics
Multi-generational teams make members feel like they all have important contributions to make.– Kelly Global Workforce Index August 2009
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Root Causes of Conflict
Work ethic
Technology
Perspective
View of Authority
Communication
Leadership
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Generation “Workplace Needs”
Guess what? People generally want the same things:To be respectedTo be recognized for a job well doneTo be coachedTo be consultedTo be connected
They just want them delivered in different packages!
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Generational Demographics: 2006 and 2011
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WWII Generation/Traditionalists
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WWII Generation/Traditionalists
Events• Great Depression
• Pearl Harbor
• Jackie Robinson joins major league
• Korean War
Compelling Messages• Stay in line/respect the rules
• Sacrifice
• Be heroic
Work Motto: Hard Work, no option!
Parenting• Schedules
• Conformity
• Discipline
• Obedience
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WWII Generation/Traditionalists
Words that Motivate• “Your experience is respected here.”
Rewards that Motivate• Tangible symbols of loyalty,• commitment and service
Management Actions that Motivate• Connect their actions to overall good
of organization
Communication Style• Linear, logical, respectful
Turn Offs• Profanity, slang, poor grammar,
disrespect
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Baby Boomers
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Baby Boomers
Events• Civil Rights
• Sexual Revolution
• Space Travel
• Woodstock
Compelling Messages• Be anything you want to be
• Change the world
• Work well with others
• Personal growth
Work Motto: Work, Work, Work.It’s what we are about.
Parenting• Throw Away
Schedule
• Love & Nurture
• Pamper & Cherish
• Stay-at-home moms
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Baby Boomers
Words that Motivate
• “We need you. You can make a difference.”
Rewards that Motivate
• Personal appreciation, promotion, recognition, status symbols
Management Actions that Motivate
• Managers get them involved and show them how to make a difference
Communication Style
• Personable, Informative = Reward
Turn Offs
• Brusqueness, one-upmanship
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Generation X
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Generation X
Events
• Three Mile Island
• Berlin Wall falls
• John Lennon killed
• Chernobyl
• Exxon Valdez
• Compelling Messages
• Don’t count on it
• Get real
• Take care of yourself
• Always ask “why”?
Work Motto: Work more with flexibility. But work even more? Let’s talk.
Parenting• By proxy
• Latchkey kids
• Soaring divorce rates
• Autonomy & independence
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Generation X
Words that Motivate• “Do it your way.” and “There is life
beyond work.” Rewards that Motivate
• Free time, upgraded resources, opportunities for development, bottom-line results, certifications to add to resumes
Management Actions that Motivate• Managers give choices and permit
work autonomy Communication Style
• Direct, straightforward, results-oriented
Turn offs• Using time poorly, corporate-speak
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Millenials / Gen Y
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Millenials / Gen Y
Events• Columbine shootings• Enron scandal• War begins in Iraq• Natural disasters:
Katrina and Tsunami• Mandela released
Compelling Messages• You are special• Leave no one behind• Serve your community• Connect 24/7
Work Motto: Work flexibly anywhere. Tell me why you want me to do something. Work harder? No way, and I’m texting my friends to tell them what a jerk you are.
Parenting• Parent advocacy
• Supervision
• Put kids first
• Strictness on the 3 “Ds” (drinking, driving,& drugs)
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Millenials / Gen Y
Words that Motivate “We respect you here.” and “What are
your goals?”
Rewards that Motivate Awards, certificates, tangible evidence
of credibility
Management Actions that Motivate Managers connect actions to employees’
personal and career goals
Communication Style Positive, motivational, personal and
goal-oriented
Turn-Offs Cynicism, sarcasm, condescension
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Interesting But:
We remember that understanding generational tendencies is only one aspect that accounts for who an employee is, and what they want and need.
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Incorporate a New Way to Think!
Sloan Center on Aging & Work
Deconstructing Age:
• Chronologically
• By Generation
• By Career Stage
• By Life Stage
Age may not predict life and
career-stages
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Life Stages
New:
Traditional:
Career Stage
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What is a Manager to Do?
With so many preferences
and differences in the
workplace, what is a
manager to do?
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Seizing the Opportunity: The Strength of Four
Each generation is distinct
They have different approaches
Seizing the opportunity = an enriched work environment and product or service
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Creating an Age-Responsive Workplace
An Age-Responsive Workplace
boosts employee retention,
satisfaction and performance,
reduces age discrimination
claims, and positively affects
your bottom line.
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Obstacles to Multigenerational Management Success
Holding on to old views
Managing with a “one size fits all” style
Not understanding generational idiosyncrasies
Not under-standing individual development stages
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Resources and Bibliography
Leading a Multigenerational Workforce”, AARP, 2007.
“Decoding Generational Differences”, W. Stanton Smith, Deloitte LLP, 2008.
“Age & Generations: Understanding Experiences at the Workplace”, Marci Pitt-Catsouphes, Ph.D., Christina Matz-Costa and Elyssa Besen, The Sloan Center on Aging and Work, March, 2009.
“Engaging the 21st Century Multi-Generational Workforce, findings from the Age and Generations Study”, Marci Pitt-Catsouphes, Ph.D., Christina Matz-Costa, 2009.
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Bottom Line Impact
Recruitment
• Commit to age diversity
• Gain the competitive edge
• Gear recruitment messages to each generation
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Bottom Line Impact
Employee Engagement
• Know what motivates different
generations
• Engagement supports financial
stability
• Employee satisfaction is higher
when workers believe that
opportunities exist for all,
regardless of age
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Bottom Line Impact
Customer Service
• Each generation has unique
service preferences
• Appeal to different
generations
• Match staff to customers
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Bottom Line Impact
Retention
• An engaged workforce
results in higher retention
• Employee benefits can
build loyalty
• Recognize the contributions
of all generations
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Multi-Generational Management “To Do” List
Appreciate and honor the perspectives of all
employees
Develop a system to effectively transfer skills and
knowledge
Turn multi-generational teams into intergenerational
collaboration
Maximize all employees’ capabilities and strengths
Recognize what the generations (people!) have in
common
Evaluate how policies will affect each generation
Examine how decisions will be perceived by each
generation
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Age-Responsive Employment Brand
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As a Result of Today’s Session
Has Your Thinking Has Your Thinking Changed About Changed About
Different Generations?Different Generations?
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