effective employee training in a multi-generational workforce
DESCRIPTION
TRANSCRIPT
Wednesday, January 9, 2013
1:00 p.m. central
Presenters
Chris Osborn
Vice President of Marketing
Jessica Batz
Marketing Specialist
@BizLibrary
POLL QUESTION
What generation are
you a part of?
A. Traditionalist (1928-1946)
B. Baby Boomer (1946 – 1964)
C. Gen X (1965 – 1980)
D. Gen Y (1980 – 2000)
POLL QUESTION
Are you currently using
active and blended
learning in your
employee development
program?
A. Yes, coaching and
mentoring
B. Yes, feedback and
coaching
C. Yes, mentoring
D. Yes, something else or a
combination
E. No, not yet
POLL QUESTION
Do you currently
conduct training on
generational
awareness?
A. Yes
B. No
What we’ll cover
4 Generations – who they are and what are their
motivations
Areas of conflict and influence
Best practices for training content and methods.
The Generations
5.0%
39.0%
32.2%
24.7%
U.S. Total Labor Force Participation by Generation, 2010
Traditionalists (Born 1928-1945)
Baby Boomers (Born 1946-1965)
Generation X (born 1965-1980)
Millenials/Gen Y (Born 1980 - 2000)
Source: Bureau of Labor Statistics, "Household Data, Not Seasonally Adjusted: Table A-13: Employment Status of
the Civilian Noninstitutional Population by Age, Sex, and Race" (2012).
Generations matter. Nearly three-quarters
of respondents agreed, not only that there
are important generational differences, but
also that they “sometimes” or “often”
pose challenges in the workplace.
The Facts: Generational Differences
Source: New Study: Generational Differences in the Workforce
Matter, HR.BLR.com
Generational Influences
Traditionalists Boomers Gen Xers Gen Ys
Linear work
style
Structured
work style
Informal work
style
Fluid work
style
Change =
something’s
wrong
Change =
caution
Change =
potential
opportunity
Change =
improvement
Build a legacy Build a stellar
career
Build a
portable career
Build parallel
careers
Table Source: n-gen People Performance Inc. www.ngenperformance.com
In the Workplace
• Company culture
• Work/life balance
• Work ethic
• Expectations of authority
• Communication
Traditionalists: Born before 1946
• Prefer logical
sequences
• Need structure
• Prefer self-
direction and
privacy
Baby Boomers: Born 1946 - 1965
• Passive learners
• Don’t like rigid
instruction
• Link to personal
experiences
Generation X: Born 1965 - 1980
• Informal learner
• Give them
choices
• Self-directed
• Work/life balance
• Frequent
feedback
Millennials/ Gen Y: Born 1980 - 2000
• Like to connect
• Need structure
• Strong sense of
entitlement
• Expect instant
feedback
How do these influences,
pressures, conflicts and
differences impact my
employee training efforts?
Traditionalists Boomers Gen Xers Gen Ys
Training The hard way Too much and
I’m outta here
Required to keep
me
Continuous
and expected
Learning Style Classroom Facilitated Independent Collaborative
and
networked
Communication
style
Top down Guarded Hub and spoke Collaborative
Problem-solving Hierarchical Horizontal Independent Collaborative
Decision-making Seeks approval Team informed Team included Team decided
Leadership style Command &
control
Get out of the
way
Coach Partner
Feedback No news is good
news
Once per year Weekly/daily On demand
Technology use Uncomfortable Unsure Unable to work
without it
Unfathomable
if not provided
Job changing Sets me back Sets me back Necessary Part of my
daily routine
Source: Lynne C. Lancaster and David Stillman. When Generations Collide: Who They Are. Why They Clash. How To Solve the Generational Puzzle at Work
(HarperBusiness, 2002)
Training Challenges
• Learning styles
• Training expectations
• Technology
• Decision-making
• Problem-solving
• Leadership
• Feedback
• Transfer & application
Training Design & Delivery
By taking this high level organizational goal down to the level of an
individual HR manager, we can see where her skills can be improved,
and design an individual development plan focused on her specific
needs. The “ground up” design of her training program, helps ensure
that she is working to improve her skills in an area that directly supports
the high level organizational goal. This creates alignment.
Training Design & Delivery
By taking this high level organizational goal down to the level of an
individual HR manager, we can see where her skills can be improved,
and design an individual development plan focused on her specific
needs. The “ground up” design of her training program, helps ensure
that she is working to improve her skills in an area that directly supports
the high level organizational goal. This creates alignment.
Classroom Training Events
• Share valuable experiences and knowledge with younger employees
• Foster a collaboration and social learning
Diagram Source: Corbett, S. (2008). Targeting different generations. In B. Hoffman (Ed.), Encyclopedia of Educational Technology
Training Modalities
Word Cloud created at wordle.net
Coaching
• Up and down
• Influence
Mentoring
Bonding younger and older workers
Giving Feedback
• Frequent and on-going
• Celebrate accomplishments
Stretch Assignments
Encourage employee engagement
Diagram Source: Corbett, S. (2008). Targeting different generations. In B. Hoffman (Ed.), Encyclopedia of Educational Technology
Recommended Resources
Managing Workforce Generations:
Introduction to Cross-generational
Employees (elearning course)
Managing Workforce Generations:
Working with a Multigenerational Team
(elearning course)
Managing Workforce Generations:
Working with the 21st-century Generation
Mix (elearning course)
Employing Generation Why: Training
Young Minds (streaming video)
Generational Diversity (streaming video)
The Ageing Workforce (streaming video)
Free eBook Download
Sources and Additional Resources
• Bureau of Labor Statistics, "Household Data, Not Seasonally Adjusted: Table A-13:
Employment Status of the Civilian Noninstitutional Population by Age, Sex, and
Race" (2012).
• New Study: Generational Differences in the Workforce Matter, HR.BLR.com
• N-gen People Performance Inc. www.ngenperformance.com
• Lynne C. Lancaster and David Stillman. When Generations Collide: Who They Are.
Why They Clash. How To Solve the Generational Puzzle at Work (HarperBusiness,
2002)
• Images: gettyimages.com, google.com and sxc.hu
• 5 Methods for Social Leadership: Try Reverse Mentoring, Forbes