Download - 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
Think performance
The evolution of Work - Life
1950: work life separation
Think performance
The evolution of Work - Life
1970: work spills into life
Think performance
The evolution of Work - Life
1980: work life balance
Think performance
The evolution of Work - Life
2000: life spills into work
Think performance
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
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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)
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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
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CORE VALUES
Veterans (1933-1945)
Boomers (1946-1964)
Gen X (1965-1980)
Respect for authority Conformers Discipline
Optimism Involvement
Skepticism Fun Informality
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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
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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
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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
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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
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THE BIGGEST CHANGE
Our four generation workforce provides challenges
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DEFINING TECHNOLOGY
Veterans (1933-1945)
Boomers (1946-1964)
Gen X (1965-1980)
Gen Y (Millennials) (1981-2000)
Fax machine Personal computers
Notebook Google Facebook
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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
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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.