Ken EskaAccount Executive

Workforce Intelligence For Your Business

Joe MarkertDirector Professional

Services

www.datamaticsinc.com

How four different generations plus recent immigrants have changed the workforceJoe MarkertDirector Professional ServicesDatamatics Management Services, Inc.

TrendsTrendsFour generations in today’s workforceBy 2018, over 20% of the workforce will

have been born outside the USA. (Per National Census data)

23 official languages in NYC for licenses and taxes (Per NY city government)

More text messages each day than the entire global population

New technology erodes current business practices every 2 years

Why the Concern?Hiring ChallengesIncreased employee turnoverCommunication problemsLow employee moraleLow employee motivation

Generational InfluencesGenerational Influences Americans are living longer & working longer

than any other time in our nation’s history1st time we have four generations in the

workplaceEvents & conditions each generation has

experienced determine how they view the worldEach generation has a “personality” based on

values, beliefs, attitudes & experiencesClash points between generations based on

“personality” affect the work enviornment

1966

1961

1967

The Adventures of Ozzie and Harriet 1954

Father Knows Best 1955

This world no This world no longer existslonger exists..

Current * Current * 25% of today’s employees have been in

their job for less than one year50% of today’s employees have been in

their job for less than 5 yearsManagement needs to track

demographic trends and the needs of different employee groups

Heath Care attempts to attract and retain a diverse set of employees

Today’s RealityToday’s Reality

Defying Gravity

Brothers & Sisters

Homer Simpson

Batman - Dark Knight

American Choppper

Two and a Half Men

Modern Family

Impact on the WorkplaceImpact on the Workplace Reduced profitability and loss of

valuable employeesHigher payroll and training costsPoor customer/ patient serviceDerailed careersWasted human potentialHealth problems due to stress – leads to

higher insurance costs

Added ComplexityAdded ComplexityAs if our workplaces are not complex

enough:Turnover rates are increasing – as are

recruiting costsCustomers demand more – for less – and

are litigiousUnder prepared employees

(2007 $109 billion on workplace learning per ASTD)Now comes a multi-generational workforce

and recent immigrants each with their own values, standards, behaviors and goals.

Who Are They (Generations)?Who Are They (Generations)?Silent Generation, Traditionalists 1930 – 1945

(75MM)Disciplined, loyal, high work ethic, chain of command

(Joe DiMaggio, Bob Hope – WW II, Bay of Pigs)Baby Boomers 1946 – 1964 (80 MM)

Stay home Moms, competitive, goals, “me” ( Dr. MLK, JFK, Leave it to Beaver – Vietnam war, civil rights, TV in every home)

Generation X 1965 – 1980 (46MM)Divorce, working Moms, RIF, independent, fun (Cyndi

Lauper, Bill Clinton, PC’s, AIDS, cell phones, MADD, video games)Millenniums, “Why’s” 1981 on (76MM)

Multi task, life balance, technical (Prince William, Chelsea Clinton, war on drugs, 9/11, Columbine HS, “special”, “collaborate”)

Milleniums – a closer lookSpecial & shelteredOver confidentTeam orientedClose to their parentsPressured to achieveFocus on social life before work lifeOnly knows multi-taskComputers and technology are a way of lifeDoing is more important than knowingExpects rewards, recognition, feedback &

structure

IMPACT ON THE WORK PLACETraditionalists/ Silent Baby Boomers Generation X Millennial

Career Goals Build a legacy Build a stellar career Build a “portable” career Build parallel careers – work and social

Reward systems Satisfaction with a job well done

Money, title, recognition, status

Freedom to make own decisions

Work that has meaning

Defining work/ life balance The company should support me and my career

Help me balance everyone else and find meaning for myself

Give me balance now – not later in my career

Work is not the goal – need flexibility now so I can balance all my activities

Defining Retirement Rewards for my years of service

Retool – learn new skills so I can continue to contribute

Renew – reinvent self – take on a new job or part time position

Recycle – use my skills in a new setting – do not intend to “drop out”

IMPACT: Fewer professional & management level employees are entering the workforce making it harder to recruit the best & brightest

The Math does not Add UpThe Math does not Add Up We are facing a talent war for trained

workers; BUT ----Traditionalists: leaving the workforceBoomers: soon eligible to retire – leaving a

“gap”Generation X: half the size of BoomersMillennials: too young & inexpereinced

Impact: fewer workers with required skillsImpact: recruiting and retention of best and

brightest becomes critical for organization success

Who Are They? (Immigrants)Who Are They? (Immigrants)Five states now list “white” as a minority

populationFastest growing immigrant population:

#1 Hispanic(opportunity & education, 20% of the NJ workforce)

#2 Asian(focus on education and opportunity)

#3 Indian/ Pakistani (well educated & motivated)

Education and “upward mobility” is primary drive

Key “Universal” ValuesKey “Universal” ValuesFamily 72%Integrity 65%Achievement 48%Love 48%Happiness 46%Balance 39%Responsibility 38%

Every Employee WantsEvery Employee WantsRespect:

Different generations of peoples define it differently

Questions to management by younger workers do not necessarily demonstrate disrespect

The Effect in Health CareThe Effect in Health CareDifferent employee education and cultural

experiencesOlder workers (in 2008 56% of all workers were

+40; yet immigrants average age was under 35)Views on “primary” wage earner varies by

generationJob satisfaction varies by generation and

immigrant goalsClear work standards linked to recognition

motivates all employeesNew methods of recruiting

The NeedThe NeedTask not time has become increasingly

important as a measure of productivity for younger workers – regardless of where they were born.

Management methods and approaches need to change to reflect this need.

Most 40+ Health Care Professionals do not plan for or can easily adopt to changing trends in employee motivation and retention.

Most non-professionals are seeking steady/ ongoing employment

Recruiting Success Depends OnRecruiting Success Depends OnWho’s the backup for Derek Jeter?Survival without a defined backupMilitary set-upFuture needs todayIn Health care, 80% of learning comes

from experience (Chief Learning Officer, October 2009)

The average Generation Y worker spends 20% of their day on non-business activities. Is this OK? (Bloomberg)

Implications for Recruiting:Implications for Recruiting: Knowing what’s important to different

age cohorts and immigrant groupsCommunicating with applicants using

the appropriate channelInterview techniques that capture &

keep, not capture and releaseWatch your own ratings – survey Turn around times

Recruit with the Right MessageRecruit with the Right MessageVary the message for each target group (no

one size fits all)Identify the group you want to recruit firstUnderstand what’s important to that group

– then focus your recruiting messageIf funds are limited – create a message with

something for everyoneDefine and communicate “stay factors”

FinancialOpportunityLoyalty

How the US Army has changed its recruitingTraditionalists: “Uncle Sam Needs You”Baby Boomers: “Join the People Who have

Joined the Army”Generation X: “Be all that You can Be”Millennials: “The Power of One” and “She’s

not just my daughter, she’s my Hero”

Key: there is no one size fits all recruiting message. Need to ID the generation you want to recruit

To Keep Your Best PeopleTo Keep Your Best PeopleMake each job unique with interface to clients and

management.“Narrow recruiting” through the use of referrals

and realistic job previews.Script the 1st 30 days with assigned mentors or

supervisors who act as coaches.Feedback that gives both the employee and

management the opportunity to remove barriers to “getting the job done”.

Build Trust with employee empowerment to determine how to accomplish an assignment.

What “keeps” each generation in your employment?Traditionalist: Loyalty to clients & the

organization – No news is good newsBoomers: Making a difference – Document /

documentGeneration X: Autonomy & flexibility - Show

me the moneyMillennials: Task not time, recognition – I

want it now

Universal Management Traits that Work Respect experience & use it

Don’t focus on being talked “down to”

Constantly “learn”Rely on the skills of othersYour way and their way are different

– learn to compromiseUse your employees

Other Retention StrategiesOther Retention Strategies Draft a retention policyExit Interviews:

Worth it?Who should conduct them?Now what?Too littke, too late?

Feedback:Format and structure?Frequency?Who takes action?

Implications for ManagersImplications for Managers Respect experience and incorporate itDon’t try too hard to know it all – but

give credit to those who doDon’t assume their way is like yoursUse employees – don’t abuse employeesThe three S’s

SettingStyleSubstance

New Rules of CommunicationNew Rules of Communication Every generation and group has its

own language – stay in yoursThe “wrong” words can get in the way: I

love you dude.Flexibility is “in”Give people the benefit of the doubt –

especially via electronic communicationRespect each other

Quick Test #1Quick Test #1Change in health

care organizations may be predictable or unpredictable. Which of the following is a predictable force for organizational change?

1. Economic downturn

2. Changes in consumer preferences

3. Increased competition

4. Political crisis5. Not sure

Quick Test #1Quick Test #1Change in health

care organizations may be predictable or unpredictable. Which of the following is a predictable force for organizational change?

1. Economic downturn

2. Changes in consumer preferences

3. Increased competition

4. Political crisis5. Not sure

Because most competitors “telegraph” their intentions well in advance of their market activities, potential competition and thus changes to your organization in response to competition can be a predictable force for change.

Quick Test #2Quick Test #2What percentage of

health care industry managers are excellent regarding competence for leading change ?

1. 100%2. 75%3. 40%4. 20%5. 05%

Quick Test #2Quick Test #2

In general, ability to lead change requires being comfortable with ambiguity, flexible in decisions and strong leaders

What percentage of health care industry managers are excellent regarding competence for leading change ?

1. 100%2. 75%3. 40%4. 20%5. 05%

Conclusion

Traditionalists Boomers Millennials

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Workforce Intelligence For Your Business

800-673-0366330 New Brunswick Avenue, Fords, NJ

www.datamaticsinc.com

ken@datamaticsinc.com

jmarkert@datamaticsinc.com