managing a multi generational workforce and employees with disabilities
DESCRIPTION
Multigenerational and disabled employees.TRANSCRIPT
By: Zach Bernard
Managing multigenerational employees and employees with disabilities
For the first time in history, the workplace includes four often distinct generations, each with unique strengths, expectations, motivations, and work styles.
The prospect of managing workgroups consisting of such a wide potential age range presents several challenges, but it also can yield significant opportunities.
What is a multigenerational workforce?
I. A Generational Snapshot
II. Understanding the Generational Characteristics in the Workforce
III. Impact on the workforce
IV. Strategies for a multigenerational workforce
Outline
Silent Generation Silent Generation / Traditionalists (Born between 1920 - 1945).
Great Depression and World War II
Currently as of 2010 their ages range from 65 to 90.
Baby Boomers The United State Census Bureau considers this to be someone
born during the demographic birth boom between 1946 and 1964.
Dramatic Social change and The Vietnam War
Currently as of 2010 their ages range from 46 to 64.
A Generational Snapshot….
Generation XBorn between 1965–1979. This generation is the children
of both Traditionalists and Baby Boomers.
Fall of the Berlin Wall and Desert Storm
Currently as of 2010 their ages range from 31 to 45.
Generation YGen Y / Millennial’s (Born between 1980-1999).
September 11 and Barrack Obama
Currently as of 2010 their ages range from 11 to 30.
A Generational Snapshot….
Generations Personal Characteristics
Silent Generation •Respect authority
•Highly disciplined
Baby Boomers•Self improvement
•idealistic
Generation X •Practical
•Flexible
Generation Y•Tolerant of differences
•High expectations
Understanding the Generational Characteristics in the Workforce
Generations Work Ethics
Silent Generation •Work is an obligation
•Follow the rules
Baby Boomers•Workaholics
•Desire quality
Generation X •Eliminate unnecessary task
•Work is a challenge
Generation Y•Love to multitask
•Work is a, “means to an end”
Understanding the Generational Characteristics in the Workforce
Generations Work Qualities
Silent Generation•Work Hard
•Work as they are told
Baby Boomers•Competitive
•Politically correct
Generation X •Question power structures
•Multitask
Generation Y•Want to know why
•Desire responsibility
Understanding the Generational Characteristics in the Workforce
GenerationsView of change in the work
environment
Silent Generation •Something's wrong
Baby Boomers •Cautious
Generation X •Potentially favorable opportunity
Generation Y•Improvement and necessary
Understanding the Generational Characteristics in the Workforce
Silent Generation
Respect for the work experience
Job security
Baby Boomers
Feeling valued and needed
Work that is exciting
Generation X
Self governance
Job responsibility
Generation Y
Working with bright and creative peers
Challenging task
Understanding the Generational Characteristics in the Workforce
“How are they motivated?”
Percentage of Workers as of December 2009
Silent GenerationBaby BoomersGeneration XGeneration Y
24%
5.4%
41.6%
29%
Impact on the Workforce
Impact on the Workforce….“A Forecast for the Future”
2005
2010
2015
2020
0% 10%
20%
30%
40%
50%
60%
Generation YGeneration XBaby BoomersTradionalist
Bureau of Labor Statistics Employment Projections
“All employees no matter what generation want ……”
To be respected and receive equitable and fair treatment
Flexibility to balance work, family and personal needs and goals
Provided opportunities for education, training, feedback and advancement
Strategies for a Multigenerational Workforce
1.Seek to understand
each generational
segment.
2.Develop generationally sensitive
styles.
3.Developed improved
scheduling
4.Promote the
resolution of generational
conflict.
5.Capitalize on
generational differences.
Strategies for a Multigenerational Workforce
The Five pathways to success
Silent Generation
Flexible hours/Part-time work
Medicare education for self and spouse
Strategies for a Multigenerational Workforce
Retention strategies
Generation X
Retirement and financial planning
Concierge services and Career planning
Strategies for a Multigenerational Workforce
Retention strategies
I. What does the ADA consider a disability
II. What accommodations must employers make for a disabled employee
III. Myths and Facts employers need to know
IV. The Big three, “Reasons to hire disabled workers.”
V. Disability toolkit for managers
Managing Employees with Disabilities
Outline
The ADA has a three-part definition of "disability.“
Under the ADA, an individual with a disability is a person who:
I. Has a physical or mental impairment that substantially limits one or more major life activities;
II. Has a record of such an impairment; or
III. Is regarded as having such an impairment.
What Qualifies as a Disability?
A physical impairment is defined by the ADA as:
"Any physiological disorder or condition, cosmetic disfigurement, or anatomical loss affecting one or more of the following body systems: neurological, musculoskeletal, special sense organs, respiratory (including speech organs), cardiovascular, reproductive, digestive, genitourinary, hemic and lymphatic, skin, and endocrine."
What Qualifies as a Disability?
A mental impairment is defined by the ADA as:
"any mental or psychological disorder, such
as mental retardation, organic brain
syndrome, emotional or mental illness, and
specific learning disabilities."
What Qualifies as a Disability?
Reasonable accommodation may include:o Providing or modifying equipment or devices
o Making the workplace readily accessible to and usable by people with disabilities.
o Adjusting or modifying examinations, training materials, or policies.
o modified work schedules
o Providing readers and interpreters
What accommodations do employers have to make for disabled employees.
Myth: Hiring employees with
disabilities increases workers compensation
insurance rates.
Fact: Insurance rates are
based solely on the relative hazards of the operation and
the organization's
accident experienced.
Myths and Facts
Myth: Providing
accommodations for people
with disabilities is
expensive.
Myths and Facts
Job Accommodation Network (JAN), a service of the U.S. Department of Labor’s Office of Disability Employment Policy
Myth: The ADA forces employers to hire
unqualified individuals with disabilities.
Fact: Unqualified candidates
are not protected under the
ADA.
Myths and Facts
Myth: Under the ADA, an employer cannot
fire an employee who has a disability.
Fact: Yes, employers
can fire workers with disabilities under three conditions.
Myths and Facts
The Big three, “Reasons to hire disabled workers.”
Innovation
Marketing
Return on investment
(Source: U.S. Department of Labor, Office of Disability Employment Policy.)
1. Understand the laws that protect disabled employees, under the ADA and EEOC.
2. Show support.
3. Be proactive in helping the disabled employees keep their benefits.
4. Provide accommodations.
5. Have a disaster preparedness plan for disabled employees.
Disability toolkit for managers
Disability toolkit for managers
~ Diversity: the art of thinking independently together. ~
-Steve Forbes
Conclusion