understanding a multi- generational workforce willow jacobson school of government, unc-ch state...
TRANSCRIPT
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Understanding a Multi-Generational Workforce
Willow JacobsonSchool of Government, UNC-CH
State Budget and Management’s Annual Conference October 15, 2008
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Agenda
• Demographic and diversity changes in the workforce
• Managing an intergenerational workforce
• Changing expectations and values at work
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The US Population Today
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Generations in the US Workforce
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NC State Agencies
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Juvenile Justice
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Governor’s Office
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Secretary of State
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Auditor
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Treasurer
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Public Instruction
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Justice
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Agriculture
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Labor
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Insurance
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OSP
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Administration
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Transportation
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Environment and Natural Resources
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Wildlife Resources
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Health and Human Services
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Correction
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Commerce
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ESC
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Revenue
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Crime Control and Public Safety
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Controller
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ITS
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Community College
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Board of Elections
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UNC Chapel Hill
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NC State
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Culture Resources
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Important to Consider
• For every two experienced workers
leaving the workforce, one will enter
• Matures and Boomers embody the culture of most organizations today
• In 2006 everyday 7,918 Boomers turned 60
• One in six workers will be over 55 years in 2008
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Exercise
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Matures
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Matures Formative Events
• The Great Depression
• Pearl Harbor
• WW II
• Hiroshima
• The New Deal
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Matures Values
• Duty, honor, dedication, sacrifice• Conformity, unity – “We First”• Hard times then prosperity • Patience• Importance of a job well done • Law and order; respect for authority• Adherence to rules• Age = Seniority
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Matures in the Workplace
• Are loyal to their employer and expect the same in return
• Believe promotions, raises, and recognition should come from job tenure
• Measure a work ethic on efficiency
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On the Job
Assets– Stable and Thorough– Detailed oriented– Loyal and Hard working
Liabilities– Challenged by ambiguity and change– Reluctant to buck the system– Uncomfortable with conflict– Reticent when they disagree
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Matures in the Market
• Faith in the nation’s institutions and the government
• Demand quality• Are loyal customers but aren’t afraid
to shop around• Follow the rules that have been
established• Believe standard options are just
fine
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Messages that Motivate
• “Your experience is respected here”
• “It’s valuable to the rest of us to hear what has –and hasn’t—worked in the past”
• “Your perseverance is valued and will be rewarded”
• Motivated by symbols
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Baby Boomers
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Baby Boomers Formative Events
• The Civil Rights movement
• Martin Luther King
• John F. Kennedy
• Vietnam War
• Woodstock
• The Cold War
• Roe vs. Wade
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Baby Boomers Values
• Stability• “Workaholic” • Competitive• Balancing family and work• Desire for respect• Success is largely visible • Personal development • Optimistic
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Baby Boomers in the Workforce
• Evaluate themselves and others based on their work ethic
• Work ethic measured in hours worked
• Teamwork is critical to success
• Relationship building is very important
• Expect loyalty
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On the JobAssets
– Service oriented– Driven– Good at relationship– Team players
Liabilities– Not naturally “budget minded”– Uncomfortable with conflict– May put process ahead of
result– Overly sensitive to feedback
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Baby Boomers in the Market
• Are interested in products and services that will allow them to regain control of their time
• Believe technology brings with it as many problems as it provides solutions
• Want products and services that have been customized for them, the individual
• Believe rules should be obeyed unless they are contrary to what they want; then they’re to be broken
• Want products and services that will indicate to their peers that they’re successful
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Messages that motivate
“You’re important to our success”
“You’re valued here”
“Your contribution is unique and important”
“We need you”
“I approve of you”
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Gen Xers
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Gen Xers Formative Events
• Post-Watergate• Fall of the Berlin Wall• Challenger explosion• The Gulf War• The PC boom • Parental divorce rates• ‘Latchkey kids’• MTV• AIDS
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Generation X Values
• Parent’s began raising them as “friends”• No common heroes• Work-Life balance• Independent • Cynical and pessimistic• Seek career opportunities• Thinking globally• Technoliterate• Informal
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Gen X in the Workplace
• Eschew the hard-core, motivated, Boomer work ethic
• Want open communication regardless of position
• Respect production over tenure
• Value control of their time
• Look for a person to whom
they can invest loyalty
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On the Job
Assets– Adaptable– Technoliterate– Independent– Un-intimidated by authority– Creative
Liabilities– Impatient– Poor people skills– Inexperienced– Cynical
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Gen X in the Market
• Can spot a phony a mile away
• Rely on peer-to-peer referrals
• Want options; plans B, C, and D
• Embrace technology
• Want to be in control of the sale
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Messages that motivate
• “Do it your way”
• “We’ve got the newest hardware and software”
• “There aren’t a lot of rules here”
• “We’re not very corporate”
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Millennial
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Millennial Formative Events
• Oklahoma City bombing
• 9/11 terrorist attack
• Columbine High School
• The Internet boom
• Child focus
• Technology
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Millenials Value
• Optimistic and Confident• Individual key, yet group oriented• Difficulty focusing on “non stimulating” stuff• Often raised as “friends”• Search out authorities • Ambitious yet aimless• Civic duty • Diversity
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Millenials in the Workplace
• Search for the individual who will help them achieve their goal
• Want open, constant communication and positive reinforcement from their boss
• Find working with someone of the Mature generation easy to do
• Search for a job that provides great, personal fulfillment
• Are searching for ways to shed the stress in their lives
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On the Job
Assets– Collective action– Optimism– Tenacity– Heroic spirit– Multitasking capabilities– Technological savvy
Liabilities– Need for supervision and structure– Inexperience, particularly with
handling difficulty people issues
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Millenials in the Market
• Want to be like their peers but with a unique twist
• Don’t want to be hurried
• Consider a company’s products if the company is known for their altruistic attitude
• Are loyal consumers
• Search for the unique items
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Messages that Motivate
• “You’ll be working with other bright, creative people”
• “Your boss is in his (or her) sixties”
• “You and your coworkers can help turn this company around”
• “You can be a hero here”
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Important Distinctions and Strategies
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Respect for Authority
• Matures:
• Boomers:
• Gen X:
• Gen Y:
Seniority and tenure
Similar values Matures; they’ve earned it
Authority figures deserve skepticism & testing
Test but search
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Time on the Job
• Matures:
• Boomers:
• Gen X:
• Gen Y:
Work ethic defined by the punch clock
Visibility was/is the key
“What does it matter when I work, as long as I get the job done”
“It is five o’clock – I have another life to get to.”
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Work-Life Balance
• Matures: Interested in flexible hours
• Boomers: “Was/Is this workaholic lifestyle worth it?”
Are the rewards worth the cost?
• Gen X: Balance is very important. Willing to sacrifice it occasionally
• Gen Y: Lifestyle vs. promotion
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Bottom Line Differences
• Matures and Boomers:
• Gen X and Y:
Time was something that could be invested with the hope for some sort of return in the future
Defined by their job and association membership
To them, there is no promise that invested time pays a dividend
They’ll have multiple CAREERS, so the job is probably a temporary thing
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Workplace Strategies
Baby Boomer– Sabbatical options—longevity leave
– Increased vacation
– Retirement packages
– Fitness benefits
– Consulting options
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Workplace Strategies
Generation X/Y
– Leadership development– Mentoring– Recognition/incentive – Vacation– ‘Cafeteria’ benefits plan– Cross training– Education
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Workplace Strategies
All Generations– Alternative work
schedules– Telecommuting– Employee assistance– Floating holidays
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Workplace Strategies
• When possible combine function-based work with project-based work
• Team vs. Independent?
• Consider communication strategies
• Avoid stereotyping
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Thank You