louise anderson, cpim ceo/president anderson performance improvement company recognition for the...

Louise Anderson, CPIMCEO/President

Anderson Performance Improvement Company

Recognition for the Generations

©2012 Anderson Performance Improvement Company, LTD. All Rights Reserved. AEIS® (Anderson Enterprise Incentive Solution®) is a registered trademark of Anderson Performance Improvement Company

Bio – Louise Anderson

Louise Anderson, President and CEO, Anderson Performance Improvement Company - Award-winning Rewards and Recognition provider.

Named six years running as one of the top 13 providers of employee recognition programs in HRO Today Magazine’s “The Baker’s Dozen.”

In 2005, 2009, 2010, and 2011 Incentive Marketing Association (IMA) awarded APIC with the Circle of Excellence Award.

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The Generations3


Four Generations Working Together

Total Workforce Participation*

TraditionalistGeneration Y

Generation X

Baby Boomer


Bureau of Labor Statistics*

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Your Experiences and Situations Think of co-workers in your workplace

and the generations they represent. How have you interacted with these individuals? Was the outcome favorable? Communication Management Feedback


Kennedy Example

When asked to recall how and where Kennedy died . .

Traditionalist and Baby Boomers

Gunshots in Dallas, Texas

Generation X A plane crash near Martha’s Vineyard,

Mass

Generation Y Which Kennedy?


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It’s five, I’m out of here!

They have no

work ethic.

He wants feedback, what

the heck is that?

Who Said That??


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Generation Y – Who Are They?

Gen Y encompasses 78 million Americans

In their 20’s and just entering the workforce

Grew up with technology and rely on it to perform their jobs better

Want to have fun - at work or school Innovation is part of life! Natural collaborators Ready to take on the world and

make their mark

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Gen X encompasses 46 million Americans

In their 30’s and early 40’s More ethnically diverse

and better educated than the baby boomers

Independent, resourceful, and self-sufficient

60% attended college

Generation X – Who Are They?


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76 million Baby Boomers are set to retire in the next decade

Predominately in their late 40’s to early 60’s

Well-established in their careers and hold positions of power and authority

Extremely hardworking Relish long work weeks and define

themselves by their professional accomplishments

Enjoy the financial rewards of a successful career – took grit, guts, and perseverance

Baby Boomers – Who Are They?


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In their mid 60’s, 70’s, and 80’s About 95% of this generation is

retired Punctual, sharply dressed, proudly

conservative, and consider work a privilege

Have worked for the same employer their entire life and are less likely to change jobs. Traditionalists are slow to change their work habits.

Less technologically adept than the younger generations

Traditionalists – Who Are They?


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Personal and Lifestyle Characteristics by Generation

Traditionalist Baby Boomer Generation X Generation Y

Core Values Respect for authority

Conformers

Discipline

Optimism

Involvement

Skepticism

Fun

Informality

Realism

Confidence

Extreme fun

Social

Family Traditional

Nuclear

Disintegrating Latch-key Kids Merged Families

Education A dream A birthright A way to get there

An incredible expense

Communication Media

Rotary Phones

One-on-one

Write a memo

Touch-tone phones

Call me anytime

Cell phones

Call me only at work

Internet

Picture phones

E-mail

Dealing with Money

Put it away

Pay cash

Buy now, pay later

Cautious

Conservative

Save, save, save

Earn to spend

*Data provided by FMU

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Personal and Lifestyle Characteristics by Generation

Traditionalist Baby Boomer Generation X Generation Y

Core Values Respect for authority

Conformers

Discipline

Optimism

Involvement

Skepticism

Fun

Informality

Realism

Confidence

Extreme fun

Social

Family Traditional

Nuclear

Disintegrating Latch-key Kids Merged Families

Education A dream A birthright A way to get there

An incredible expense

Communication Media

Rotary Phones

One-on-one

Write a memo

Touch-tone phones

Call me anytime

Cell phones

Call me only at work

Internet

Picture phones

E-mail

Dealing with Money

Put it away

Pay cash

Buy now, pay later

Cautious

Conservative

Save, save, save

Earn to spend

*Data provided by FMU

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Workplace Characteristics

14 Traditionalist Baby Boomer Generation X Generation Y

Work Ethic and Values

Hard workRespect authoritySacrificeDuty before funAdhere to rules

WorkaholicsWork efficientlyCrusading causesPersonal fulfillmentDesire qualityQuestion authority

Eliminate the taskSelf-relianceWant structure and directionSkeptical

What’s nextMultitaskingTenacityEntrepreneurialTolerantGoal-oriented

Work Is . . . An obligation An exciting adventure

A difficult challengeA contract

A means to an endFulfillment

Leadership Style

DirectiveCommand-and-control

ConsensualCollegial

Everyone is the sameChallenge othersAsk why

TBD

Interactive Style

Individual Team playerLoves to have meetings

Entrepreneur Participative

Communications

FormalMemo

In person DirectImmediate

E-mailVoice mail

Feedback and Rewards

No news is good newsSatisfaction in a job well done

Don’t appreciate itMoney!Title recognition

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

Whenever I want it, at the push of a buttonMeaningful work

Message that Motivates

Your experience is respected

You are valuedYou are needed

Do it your wayForget the rules

You will work with other bright, creative people

Work and Family Life

Ne’er the twain shall meet

No balanceWork to live

Balance Balance

14







What’s nextMultitaskingTenacityEntrepreneurialTolerantGoal oriented




Leadership Style


ConsensualCollegial


TBD

Interactive Style



Communications

FormalMemo


E-mailVoice mail














Balance Balance

15







What’s nextMultitaskingTenacityEntrepreneurialTolerantGoal oriented




Leadership Style


ConsensualCollegial


TBD

Interactive Style



Communications

FormalMemo


E-mailVoice mail














Balance Balance

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Generation Y – What Do They Want? Immediate and Frequent Feedback Instant Gratification Empowerment Time Off Frequent Recognition Greater Work-Life Balance Fun at Workplace!

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Generation X – What Do They Want? Freedom! Recognition from Supervisor Bonuses Stock Options Training and Career Development Mentoring

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Baby Boomers – What Do They Want? Money!! Title Formal/Public Recognition Corner Office Promotion Peer Recognition Desire for Subordinates

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Money!! Public Recognition Desire to Lead Organizational Loyalty Responsibility Accomplishment Control

Traditionalists – What Do They Want?


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Generational Thoughts on Manager Feedback

Traditionalists:

“No news is good news.”

Baby Boomers:

“Feedback once a year, with lots of documentation.”

Generation X:

“Sorry to interrupt, but

how am I doing?”

Generation Y:

“Feedback whenever I want it at the push of a

button.”


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Generational Thoughts on Retention

Traditionalists:

Job changing carries a stigma.

Baby Boomers:

Job changing puts you behind.

Generation X:

Job changing is necessary.

Generation Y:

Job changing is part of my daily

routine.


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Total Rewards Elements

Compensation Benefits Work-Life Performance and

Recognition Development and

Career Opportunities

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Recognition Will Impact Your Bottom Line

“Organizations that recognize their people outperform

other companies

who don’t by

30-40%.”

The Herman Group

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Recognition Will Impact Employee Retention

“Engaged employees are more productive, profitable, customer-

focused, and less likely to leave.” – Gallop organization

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Recognition Will Impact Employee Engagement

Does the recognition or praise you receive at work motivate you to improve performance? 82% replied yes.

In the workplace, what type of recognition motivates you to improve your job performance? 69% stated non-monetary,16% stated monetary.

The Gallup Organization

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Did You Know?

According to the Public Agenda Forum, only one in four American workers are working at full potential.

78% of employees indicated that it was “very” or “extremely” important to be recognized by their managers when they do good work; 73% said they expected that recognition to occur either “immediately” or “soon” thereafter. (Nelson Motivation)

Companies with effective incentive programs in place realized a median return to shareholders almost double that of companies that didn’t have ways to recognize employees. (Watson Wyatt)

Retention? According to a Robert Half study, 17% of good employees who quit their jobs do so because of a lack of recognition.

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Recognition Is So Powerful!28

Recognition is a corporate value, operating at every level.

Recognition acts as a form of feedback.

Recognition happens informally and formally.

Employees who improve are rewarded, not just top performers.

Employees choose rewards that are meaningful to them.

Best Practices—behaviors and activities that get results—are identified, cloned, and rewarded.


Focus on the Behavior29

Many companies believe they can change performance by rewarding employees for the final outcome and not the steps it takes to get there.

By rewarding only the final results, companies reward the same top performers over and over. By shifting rewards and recognition to behaviors and activities

that lead to great results, you recognize top performers and everyone else who shows

improvement.

This method encourages a focus on lasting improvement.


Louise Anderson, CPIM26


Thank You!

[email protected]: 651-480-8601 Mobile: 612-386-3900

louise anderson, cpim ceo/president anderson performance improvement company recognition for the...

Documents

generations traditionalist

mass generation ywhich

recognition provider

kennedy example

work ethic

baby boomers gunshots

circle of excellence

total workforce participation