managing a multi-generational workforce

Managing a Multi-Generational Workforce

800-236-2246 • schencksc.com

Presented by:

Debra Pagel, Director of Human Resources Consulting

[email protected]

715-261-4701

800-236-2246

Schenck SC is a full-service CPA and consulting firm. Any accounting, business or tax advice contained in this handout, including attachments and enclosures, is not intended as a thorough, in-depth analysis of specific issues or as a substitute for a formal opinion, nor is it sufficient to avoid tax-related penalties unless expressly indicated. We are not responsible for errors, misinterpretations, or omissions related to this information. Because the information presented is general in nature, and is subject to change, we urge you to contact us for personal advice before you act.

schencksc.com

Debra Pagel

ExperienceDebra provides strategic human resources advice to clients on issues ranging from recruitment and compensation to organizational development, process improvement and leadership development. Debra has more than 25 years of experience working with organizations to evaluate and improve their human resources practices.

Debra is highly skilled at analyzing situations and getting to the real issue to help clients find and implement effective solutions.

Prior to joining Schenck, Debra led the not-for-profit and government consulting practice at a regional public accounting firm.

Education University of Wisconsin–Stevens Point, BBA, Management and Management Information Systems

Certificate in Organizational Development

Certified Master Trainer

Professional membershipsSociety for Human Resources Management (SHRM)

Central Wisconsin SHRM

Community involvementWomen In Action, Founding Member

Junior Achievement, Champions of Business Committee

United Way, Summit League

© Schenck sc 2013 6.13

Areas of specializationHuman resources compliance

Organizational structure alignment

Compensation systems

Performance management systems

Training & development

[email protected] 800-236-2246

Director of Human Resources Consulting

schencksc.com

Human Resources Consulting Services

Strategic consulting services• Behavioral assessment• Career assessments• Conflict management• Culture alignment• Culture/associate surveys• Executive coaching• Leadership development• Organizational structure• Succession management and transition planning• Talent management• Team building• Seminars• Training and development

HR fundamentals• Assessment of HR functions (HR audit)• Recruitment and selection services• Job descriptions• Compensation systems and wage analyses• Policy and procedure development• Employee benefits support• Employee handbook creation or review• Performance management systems• Employee relations • Day-to-day compliance • HR best practice coaching

Outsourced services• Part-time, full-time or temporary human resources manager• Outsourcing is tailor-made to your organization. We dedicate

onsite and/or offsite assistance in all HR fundamental areas when you do not have an HR person on board. We can also provide supplemental HR staff when your own human resources staff is stretched due to growth or special projects.

Thomas Schultz, PHRSenior Human Resources [email protected]

Amy Biersteker, MSEStrategic Business [email protected]

An organization’s most valuable asset is its employees. Creating an environment in which your employees, with their diverse backgrounds, attitudes and perspectives, can each lend their talents to the pursuit of your mission and vision requires you to think of “human resources” in the broadest sense possible.

Schenck’s Human Resources Consulting services help you do just that by considering how your organization’s structure affects your people’s performance. Our approach to human resources consulting is tailored to you—we start with your needs and build solutions that are suitable to your unique situation.

We provide HR generalist services that deal with day-to-day compliance issues as well as organizational development services that tackle your most challenging structural, cultural and long-term goal issues.

To ensure you get sound, practical advice, our human resources consultants are seasoned professionals with years of hands on experience. We keep abreast of the ever-changing employment landscape to provide you with practical information and alternatives to address your human resource compliance concerns.

Human Resources (HR) Consulting Services

Organizations without an HR professional on staff will benefit from our consultants’ experience on a wide range of topics and situations. Those that do have an HR professional rely on our expertise in specific areas and our objective opinions. Our services include the transfer of knowledge from our professionals so you are better prepared to handle situations in-house.

You will receive the HR expertise you need, the credibility your employees want and the service you deserve from our human resources consulting professionals.

We welcome the opportunity to discuss the “people” needs of your business. Contact us today to learn how we can help.

Debra PagelDirector of Human Resources [email protected]

800-236-2246 • schencksc.com

Appleton • Fond du Lac • Green Bay • Manitowoc Milwaukee • Oshkosh • Sheboygan • Wausau

© 2015 Schenck sc 5.15

Sandra ChancioHuman Resources [email protected]

1

Managing a Multi‐Generational Workforce

Presented by:

Debra Pagel, Director of Human Resources Consulting

June 2015

2 ● schencksc .com

Overview

• This workshop will help you understand the various generations present at work and understand what motivates each of them and how to work together

• While having various cultures in one workplace can present communication problems and conflicts, the benefits of such a variety in the workplace outweigh it

• Learning how to deal with the generation gap at work will help you become a better manager or co‐worker

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Workshop Objectives

• History behind generation gaps

• What are traditionalists

• What are baby boomers

• What are Generation X‐ers

• What are Generation Y‐ers

• Differences between each type of generation

• Finding common ground among the generations

• Conflict management

• Leveraging the benefits of generation gaps at work


Three Crucial Reasons Organizations are Addressing Generational Issues

1. Competition for talent is escalating

2. More generations are working side‐by‐side

3. Productivity and business results linked to work environment

Source: AICPA / KBC Consulting

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What is a Generation?

• A generation is a group of people born during the same period and shares the same attitudes and values– The period is the factor to dividing the generations into

groups

• In each period are experiences that shaped the attitudes and values of each generation– In addition, the interaction between generations is also a

factor in shaping the subsequent generation



What Generations Exist in The Workplace?

• The four generations that are typically found in an organization are the following:

1. Traditionalist

2. Baby Boomers

3. Generation X

4. Generation Y

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Traditionalists (1900 – 1945)


Traditionalists

• Born before 1945

• 11.5 million still in workforce

• Values– Dedication and hard work

– Loyal

– Honorable

– Conformity

– Respect for authority

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Traditionalists

• Loyal, command and control style, self‐sacrifice, 50% ex‐militaryAttributes

• Respect them, be accountable, honor chain of command, be courteousDo

• Use slang or be vulgar, be late, change appointmentsDon’t

• Community involvement, family togetherness, proper dress, respect for authorityLikes

• Waste, credit cards, technologyDislikes



Baby Boomers (1946‐1964)

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Baby Boomers

• Born between 1946 – 1964

• Values– Optimism

– Team orientation

– Personal gratification

– Health and wellness

– Personal growth

– Involvement


Baby Boomers

• Optimistic, Collegial style, Workaholic, Social Reformers, The “Me Generation”Attributes

• Value their experience, Give them credit, Give them perks, bonuses are good too!Do

• Ignore their contributions, Disrespect them, Tell them‐ask them!Don’t

• Responsibility, Serious work ethic, “Can do” attitude, CompetitivenessLikes

• Laziness, Improper business etiquette, Turning 50Dislikes


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Traditionalist

• Traditional roles

• Loyal to marriage and workplace

• Patient & willing to be disciplined

• Played by the rules

Boomers

• Redefined roles

• Left unfulfilling relationships

• Immediate gratification

• Manipulated rules

Traditionalists vs. Boomers


Generation X (1965‐1980)

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Generation X‐ers


• Values– Self‐reliant

– Informal

– Pragmatic

– Skeptical

– Global thinker

– Technology literate


Generation X

• Independent, Self‐command style, Suspicious of authority, Skeptical, The “Latchkey Generation”Attributes

• Give feedback when asked, Groom for management, Allow to multi‐taskDo

• Micromanage, Talk too much, Treat them like slackersDon’t

• Freedom, Up‐to‐date technology, Multi‐tasking, Work/life balanceLikes

• Too much collaboration, Political red tape, HypeDislikes


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Boomers

• Fight authority

• Love media

• Workaholics

• Political

Generation X‐ers

• Find way around

• Avoid media

• Want a life

• Politics waste of time

Boomers vs. Generation X‐ers


Millennials / Generation Y (1981‐2000)

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Millennials / Generation Y


• Values– Optimistic

– Confident

– Independent

– Social

– Moral

– Civic minded


Millennials / Generation Y

• Hopeful, Participative style, Determined, The Internet generationAttributes

• Provide orientation training, Give feedback, Allow to multi‐task, Assign mentors, Provide career pathingDo

• Ignore their security, Treat them like children, Forget to explain “why”Don’t

• The latest technology, To ask questions, Their parents and grandparents, Public activismLikes

• Negativity, Anything slow, boredomDislikes


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4 Generations

• Unique work ethics

• Different perspectives

• Distinct ways of managing and being managed

• Differing views of issues


Each Generation Brings Unique Values and Characteristics to the Workplace

Generation Characteristics Stereotyped as

Traditionalists • Hardworking and dedicated• Respectful of rules and authority• Conservative and traditional

• Old‐fashioned• Behind the times• Rigid / autocratic• Change / risk averse

Baby Boomers • Youthful self‐identity• Optimistic• Team player• Competitive

• Self‐centered• Unrealistic• Political• Power‐driven• Workaholic

Generation X • Balanced (work/life quality)• Self‐reliant• Pragmatic

• Too independent• Selfish• Impatient• Cynical

Generation Y • Fast‐paced / multitasking• Fun‐seeking• Technology‐savvy

• Short attention span• Spoiled and disrespectful• Technology ‐ dependent


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What are Some of the Organizational Challenges Your Organization is Facing?


Comparing Differences

• Now that you have a better understanding of each generation found in the workplace, let us take a moment to compare the differences between the generation gaps on the following topics: – Background

– Attitude

– Working style

– Life experience

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Background

• Effects of technology: – The use and understanding of technology is a main

difference among the generations

– The Traditionalist had very little exposure and need for computers and other devices that we take for granted today

– Even some Baby Boomers may struggle with technology

• They tend to use it only as needed, and usually only at work

– On the other hand, Generation X and Y grew up with technology and they use it more as a part of daily life


Background

• Effects of media: – Media has boomed over the last 20 years

– Television, computers, Internet, and smart phones have increased the amount and availability of entertainment programming

– Many Generation X and Y's were raised with media as a large part of their diet

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Attitude

• Attitude towards authority: – As the generations progressed, their attitude towards

authority is one that will challenge them

– The older generation was taught to revere authority due to the military presence in the culture during wartime


Attitude

• Attitude towards individuality: – The younger generations were brought up during a time

where most parents worked outside the home leaving them in day cares

– This environment taught the younger generation to be independent and self‐sufficient

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Attitude

• Loyalty to their employers: – The older generation is more likely to stay with one

employer their entire life, if that is possible

– This tendency was brought on by living through difficult times


Working Style

• Flexible hours: – The younger generation values flexibility in the workday to

attend to personal things

– They value their family life over their work life and seek to find employers that will provide working arrangements that will allow them to work and manage their family life

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Working Style

• Challenge the status quo: – The younger generation sees it as a benefit to challenge

other thinking and is quick to present their point of view

– The older generation is more submissive and sees challenging the status quo as disrespecting the authority


Working Style

• Motivation: – The older generation values a stable work environment

where conformity is valued

– The younger generation is motivated by achievement and they will create an environment of competition, which may be threatening to the older generation

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Life Experience

• Hard times: – The older generations experienced harder times and lived

without for long periods

• This taught them the value of having the basics like food and clothes

– Baby Boomers know what it is to fight for civil rights and protest against the government

Life Experience


Life Experience

• Entertainment: – The older generation experienced entertainment as

traditional events like the movies and non‐technical activities

– The younger generation grew up with video games, 4D rides at amusement parks and other activities that are designed to stir the senses

Life Experience

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Life Experience

• Technology:– The younger generation experienced technology as a way of

life

– Generation X had technology grow into their lives and Generation Y never did without it

– The older generation was slow to adapt and use technology as a social tool

Life Experience


Five Generations in the Workplace


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Finding Common Ground

• In order to be successful bridging the gap across the generations, you must find common ground that enables you to close the gap and effectively reach your opposing generation

• Areas of focus:– Feedback

– Communication

– Work/Life Balance

– Delegation

– Loyalty

– Rewards and Recognition


Customize Your Feedback

Traditionalists –Don’t need any

Generation X –When asked

Boomers –1X year

Generation Y –All the time

Feedback


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Vary Your Approach to Communication

Traditionalists

Face to face

Formal written

Boomers

Relationships and business results

connected

Like meetings

Phone or in‐person

Gen X

Direct and straightforward

Want clear direction

Voicemail, email

Gen Y

Want positive communication

Tell me why?

How will this help me?

Blog, text, email, IM



Work / Life Balance

Work / Life Balance

TraditionalistsWork and

family separate

Baby Boomers Live to work

Generation XValue Work / Life Balance

Generation Y Work to Live


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Delegate Through a Generational Lens

•Top down approach

•Disagreement discouragedTraditionalists

•Like to be involved in decisions

•Want to collaborate

•Don’t like conflictBoomers

• Independent

• Skeptical

•Risk takersGen X

•Prefer complete transparency – they want the “why”

• Like teamwork but need supervision

•Want to give input without regard to hierarchyGen Y



Loyalty

• Traditionalists: Loyal to company

• Boomers: Importance and meaning of work

• Gen X: Individual career goals

• Gen Y: To themselves

Loyalty is not a given


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Adjust Your Recognition and Rewards Programs

Traditionalists

Praise personally and reward with compensation

Baby Boomers

Public praise and career advances

Generation X

A balance of fair compensation and ample time

off

Generation Y

Frequent individual and public praise; career growth



Conflict Management

• Understanding how to manage conflict across the generations will help to reduce the confrontation and perhaps avoid them in the future

• Some things to consider :– Younger bosses managing older workers

– Avoid turnover with a retention plan

– Breaking down the stereotypes

– Embrace the hot zone

– Treat each other as a peer

– Create a succession plan

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Younger Bosses Managing Older Workers

• Use the ACE technique in avoiding conflict with your older employees. – Acknowledge your older employee’s experience and the value they

bring to the team

– Caring for your older employee comes in many ways

• Become interested with their personal life or hobbies

– Exchange ideas and ask for input from your older employees on issues and demonstrate that you value their opinions and solutions

• Implement good ideas and give them recognition


Avoid Turnovers With A Retention Plan

• Determine what values this person has based on their generational trait– Think of things that could be a motivating factor like

schedule flexibility, incentives and recognition

• Prepare several focused questions that may lead to underlying issues– Be frank with your employees and tell them that you want to

keep them and will set up a follow up meeting to discuss possible solutions

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Avoid Turnovers With A Retention Plan

• Ask questions about their personal goals and career milestones and see how you can help them achieve them

• Be ready to become an advocate for your employee – This means that you may need to do some research or speak

with key people in human resources to help find more solutions

• Work with your human resource contact to develop a retention plan– They can give you solutions that are aligned with your company’s

policies


Breaking Down The Stereotypes

• Stereotypes are formed when there is lack of information from the other side– Stereotypes are difficult to break because the thought process is

difficult to detect

• Many activities can challenge your team– When your team is challenged, their best traits will come through

– You may encounter resistance at first, but your job is to coach them through it

• Once you are done with your activity, hold a debrief meeting to spotlight the team and their achievement– Share commonalities that span the entire team

– Finally, relate those commonalities to work related activities like project work, etc.

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Embrace the Hot Zone

• When dealing with generation gap issues, there is a hot zone that you must recognize and address– The hot zone is an area you know there is conflict

• It could be between two employees or groups within your team– First, you must acknowledge the hot zone exists (ignoring it

could result to more widespread hot zones)

– Next, you should engage the hot zone as soon as possible and provide feedback to all the parties involved

– Set expectations with your employees on how to handle future conflicts

– Hold one‐on‐one coaching with each employee involved in the hot zone and have him or her come up with ideas on how to make things better avoiding hot zone issues


Treat Each Other As A Peer

• The CAREmodel is a good way to start this process and they should be coached at the individual level

• CARE stands for the following behaviors:– Collaborate – Your team should be exposed to an environment where ideas

are exchanged and at times challenged. Set ground rules in your meetings on how to handle disagreements. Encourage other points of view. Make sure all participants are involved. Be fair in your assessments and use objective means to determine the best ideas.

– Acknowledge – Teach your team to acknowledge each other’s value. In addition, teach them how to deliver the feedback. Do not assume they know how to do this. Remember that feedback is behavior‐based.

– Respect – Teach your team how to show respect to each other by using proper greetings and posture towards each other. Set the expectation that derogatory remarks about age are not tolerated by anyone.

– Equal – Teach your team that all members of the team are equal in value and contribution they bring. Age is not a factor.

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Create A Succession Plan

• Determine a clear career goal

– Make sure it is a real goal

– Make sure it is attainable

– Make sure it is time driven

• Consult with your HR department to determine what their requirements are

• Consult with the head of the department if the career path takes them to another area

• Determine any educational requirements and provide guidance

• Set up a mentor program with someone currently doing what they want to achieve

• Track their progress

• Meet with them periodically to specifically discuss their progress on their succession plan


Solutions

• It starts with awareness– This is a diversity issue and an engagement issue

• Develop a corporate culture of tolerance and understanding

• An organization that values different work styles will have a more productive workforce

• Capitalize on the strengths of each generation


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More Possible Solutions

• Form a cross‐generational advisory board

• Stop managing your people based on time

• Share more information

• Evaluate the ROI of working at your firm

• Don’t talk in terms of lifetime employment to your youngest people



The Power of 4Leverage the power of the four generations

present in your workplace

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Benefits of Generation Gaps

• You gain a good perspective of the external culture

• You can generate more ideas based on varying experiences

• The older generation can help the younger generation refine their social skills

• The younger generation can help the older learn how to leverage technology

• Create a mentoring environment

Keep in mind that whenever you have access to different views, ideas and way of doing things, you have a source of

knowledge that is profound and leveraged for the organization’s benefit


How to Learn From Each Other

• Frequent – Make sure your team meets frequently in a team‐meeting environment– It can be once a month, once a week, etc.

– Having your team together in a group will help them engage each other, communicate, and dialogue – this is essential to any learning environment

• Informal – Make your meeting less formal– This way everyone puts down his or her guard

– Use an icebreaker activity or energizer

– Making your meeting informal will allow your employees to share and learn

• Team building –Make your meetings about team building – Topics like updates, reports, etc., are best delivered by other

means like email in a presentation

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Embracing The Unfamiliar

• Look for unfamiliar things in the workplace– Be on the lookout for new ideas, attitudes, trends, etc. in the workplace

you can investigate and learn more on the topic

• Engage it immediately– When you identify an unfamiliar concept or idea, embrace it immediately

– Ask questions about it and take notes

• Acquire more knowledge on the topic– Research the topic and learn more about it

– Look for reasons why this is valuable and why one should adopt it

• Disseminate the knowledge to the rest of the team– Once you gather the information, share it with your team in your meetings

– Gain input on perspectives and tell them how this information helps you


Your Future Workforce

2006 2016

Generations Ages% of Labor

ForceAges

% of Labor Forces

Traditionalists 61 ‐ 78 15.6% 71 ‐ 88 7.6%

Baby Boomers 42 ‐ 60 32.4% 52 ‐ 70 27.2%

Gen X‐ers 28 ‐ 42 22.8% 38 ‐ 52 33.2%

Millennials 7 ‐ 27 29.2% 17 ‐ 37 32%

Source: Generational Statistics

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Generational Focus

• Our focus needs to be on the future, which by 2020 will be the Millennials


For Millennials

• Adopt a mindset of flexibility

• Show them you respect what they contribute

• Challenge them

• Coach and mentor whenever possible

• Give them the “why”

• Fill their jobs with as much variety as possible

• Make time for them

• Teach them by letting them “do” something


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Understand What Attracts Millennials

A “good company” who…

Takes care of their

employees

Takes care of their

community

Takes care of their

environment

A company that cares is as important to them as pay



Plans to Retain Millennials

Speed is key

Incorporate the parents

Include the WIIFM every step of the way

Let your leaders know you value the younger generations

Create professional development opportunities for them

Map out career plan from beginning


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Solutions for Future Millennial Leadership

Leverage the supply of experienced

workers

Fill in the readiness gaps of

Millennials

Develop high potential Millennials now – in a few years, they will be

the majority…



ROI for YOU

• If organizations increased investment in workplace practices which relate to engagement by just 10%, they would increase profits by $2,400 per employee Source: ACCENTURE

• 75% of leaders have no engagement plan or strategy even though 90% say engagement impacts on business successSource: ACCOR

• Engaged organizations grew profits as much as three times faster than their competitorsSource: Corporate Leadership Council


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Final Thought

• Of 75 possible drivers of engagement, the one that was rated the most important was the extent to which employees believed that their senior management had a sincere interest in their well‐being Source: Towers Watson


Any questions?

Thank you!

Debra [email protected]

800‐236‐2246

managing a multi-generational workforce

Leadership & Management

human resources staff

director of human resources

human resources practices

hr person

debra pagel experience

consulting firm

hr fundamental areas

supplemental hr staff