page 1 ©voice project generational differences: exploring the drivers of engagement across age...
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Page 1©Voice Project
generational differences: exploring the drivers of engagement across age groups
Dr Peter Langforde: [email protected] : connect on LinkedIn
Cindy Leunge: [email protected] : connect on LinkedIn
Page 2©Voice Project
• There are far more similarities than differences across age groups
• Priorities for action are nearly identical across age groups
• Most of us need to focus on getting the basics right first, before we worry too much about age group differences
main messages
Page 3©Voice Project
• We analysed data collected in 2014 from 5392 employees across 7 of Voice Project’s clients (mixed sectors) who had 1. Used our engagement
survey (standard version or only slightly tailored)
2. Collected information about participants’ age
let’s look at some data
Page 4©Voice Project
our model for engagement & work practices
Langford, P. H. (2009). Measuring organisational climate and employee engagement: Evidencefor a 7 Ps model of work practices and outcomes. Australian Journal of Psychology, 61 (4), 185-198.
Page 5©Voice Project
correlations with engagement across agePROGRESS organisation objectives
change & innovationcustomer satisfaction
PURPOSE organisation directionresults focusmission & valuesethicsrole claritydiversity & respect
PROPERTY resourcesprocessestechnologysafetyfacilities
PARTICIPATION senior leadershiprecruitment & selectioncross-unit cooperationlearning & developmentinvolvementreward & recognitionperformance appraisalsupervisioncareer opportunities
PEOPLE motivation & initiativetalentteamwork
PEACE wellnesswork-life balanceflexibility
Combined <30 years 30-49 years 50+ years
Page 6©Voice Project
priority matrix – all ages combined
results focus
change & innovation
senior leadership
recruitment & selection
motivation & initiative
ethics
cross-unit cooperation
career opportunities
involvement
technology processesreward &
recognition
facilitiesperformance
appraisallearning &
development
customer satisfaction
organisation objectives
flexibility wellness
resources
organisation direction
work-life balance
diversity & respect
teamworkmission &
valuesrole clarity
talent safety supervision
higher impact
high
er p
erfo
rman
ce
lower impact
low
er p
erfo
rman
ce
priorities
strengths
Page 7©Voice Project
customer satisfaction
wellness
reward & recognition
change & innovation
recruitment & selection
career opportunities
talentdiversity &
respectresults focus
cross-unit cooperation
performance appraisal
involvement
technologysenior
leadership
facilitieslearning &
developmentprocesses
organisation objectives
organisation direction
resources
flexibilitymotivation &
initiative
ethics
role clarity teamworkmission &
values
work-life balance
supervisionsafety
higher impact
high
er p
erfo
rman
ce
lower impact
low
er p
erfo
rman
ce
priorities
strengths
priority matrix – under 30 years
Page 8©Voice Project
results focus
change & innovation
reward & recognition
involvement
motivation & initiative
ethics
cross-unit cooperation
career opportunities
recruitment & selection
technology processessenior
leadership
facilitiesperformance
appraisallearning &
development
customer satisfaction
organisation objectives
flexibility wellness
resources
organisation direction
work-life balance
diversity & respect
teamworkmission &
valuesrole clarity
talent supervisionsafety
higher impact
high
er p
erfo
rman
ce
lower impact
low
er p
erfo
rman
ce
priorities
strengths
priority matrix – 30-49 years
Page 9©Voice Project
ethics
change & innovation
recruitment & selection
career opportunities
senior leadership
motivation & initiative
safety
cross-unit cooperation
performance appraisal
involvement
technology processesreward &
recognition
facilitieslearning &
development
customer satisfaction
organisation objectives
flexibility wellness
resources
work-life balance
organisation direction
diversity & respect
teamworkmission &
valuesrole clarity
talent results focussupervision
higher impact
high
er p
erfo
rman
ce
lower impact
low
er p
erfo
rman
ce
priorities
strengths
priority matrix – 50+ years
Page 10©Voice Project
• The additional predictive value of age and generational cohort is statistically significant, but not practically important
predicting engagement
R-square
work practices 54.1%
work practices & age & generational
cohort54.6%
Page 11©Voice Project
• Costanza, D. P., Badger, J. M., Fraser, R. L., Severt, J. B., & Gade, P. A. (2012). Generational differences in work-related attitudes: A meta-analysis. Journal of Business Psychology, 27, 375-394.
• Deal, J. J., Stawiski, S., Graves, L., Gentry, W. A., Weber, T. J., & Ruderman, M. (2013). Motivation at work: Which matters more, generation or managerial level? Consulting Psychology Journal: Practice and Research, 65, 1-16.
• Lyons, S., & Kuron, L. (2014). Generational differences in the workplace: A review of the evidence and directions for future research. Journal of Organizational Behavior, 35, 139-157.
• Macky, K. Gardner, D., & Forsyth, S. (2008). Generational differences at work: Introduction and overview. Journal of Managerial Psychology, 23, 857-861.
references
Page 12©Voice Project
• There are some small differences between age groups
• But unless you’ve mastered the basics, you’ll get a bigger bang for your buck from a whole-of-organisation approach rather than nuanced age group interventions
• Regardless of age, the priorities for most organisations are to:1. better manage change2. build trust with senior leaders3. strengthen recognition of staff4. improve effectiveness of
recruitment & selection5. strengthen career development
summary
Page 13©Voice Project
questions