Presented by: Desiree Davis MA, CGACI, EAP Counselor
Your Employee Assistance Program Provider
Objectives
• Review the values and work related preferences of the different generations.
• Identify generational differences that may cause conflicts at work.• Identify similar values among the generations.• Discuss strategies to manage some of the top challenges and conflicts.
Things to Remember Before Beginning
This information contains generalizations onlyand are not meant to be stereotypes.
Individuals vary widely in their personal preferences and experiences, especially those who fall on the cusp of two generations.
Even experts don’t always agree on the defining line (or year) of generations.
The true key to understanding the generations in your workplace is through COMMUNICATION!
What Have You Noticed?
• Examples of positive and negative generational
differences in the workplace?
Generations
• Traditionalists – Legacy, chain-of-command, loyalty, “A job well done is its own reward”
• Boomers – Career, recognition, ownership, “Live to work,” “Supermoms”
• Gen-Xers – Skeptical, portable, flexible, telecommuting, “Work to live”
• Millennials – Special, pressured, achieving, goals-oriented, finding meaning in their work… ”
Presenter
Presentation Notes
Thankfully, I can use more than one word…
What have you noticed?
• Examples of generational differences in the workplace?
- Positive or negative
The Mature WorkersPre-1945
• Value hard work, good attitude, discipline, attendance, practical knowledge, sacrifice, loyalty to the company and respect for authority.
• May be mechanically, but not necessarily technologically savvy.
• Focus on quality/pride in work.
• Motivated by job security.
• See money as their livelihood.
• Play by the rules.
• Need respect and structure.
Presenter
Presentation Notes
Mature Workers�Most Mature workers were born before WW II. Many have lived through the Great Depression or their parents did. They may have seen wars in Korea and Viet Nam. They remember the big band era and jazz. Most of them experienced the prosperity of the late 1940s and 1950s after they became teenagers or adults. ��Characteristics that may define Matures are teamwork, commitment, sacrifice, discipline, financial and social conservatism, and loyalty. They are often mechanically savvy but may not be literate in today’s technology.��
• Value success and building a stellar career because work is a big part of personal ID.
• Seek self-improvement and personal gratification.
• May prefer to work in teams.• Motivated by the experience of personal
growth and by status symbols, i.e. impressive title, nice office, money, etc.
• Have high expectations and are used to putting in long hours.
• See commitment, dedication, hard work, loyal to a company as main factors in advancement.
Presenter
Presentation Notes
Baby Boomers�The Boomer generation was the first to be raised with television. The oldest among them grew up during a period of peace and prosperity in the United States and then a period of civil unrest and change, followed by inflation and corporate downsizing. They remember Ozzie & Harriet, Viet Nam, Watergate, Woodstock, hippies, free sex, drugs, flower power, hot pants, antiestablishment politics, environmental protest groups, the Civil Rights movement, and music that spans rock and roll, folk, hard rock, and disco.��Characteristics that may define Boomers are idealism, individualism, self-improvement, and high expectations. They built the first computers and wireless communications devices. ��
Generation X1965 - 1976
(or 1965 - 1981 depending on the research)
• Has an entrepreneurial spirit and seeks meaningful work and to be on the cutting edge.
• Appreciates the quality of life and a work/life balance.
• Is technologically savvy.• Values self-reliance and time, and is motivated
by time-off.• Believes productivity (not seniority) should be
determinant for success.• Loyal to a manager not the company.• Sees money more as a means to and end.
Presenter
Presentation Notes
Generation X: �The Xers are often said to be the Me generation, the generation of status-seekers. They were exposed to fast food, designer clothes for children, the war on drugs, the fight against AIDS, the Space Shuttles, human genome research, the falling of the Berlin Wall, the first woman Supreme Court Justice, and the first female and first black presidential candidates. Their music ranges from pop, rock, country, punk, and rap. They saw their parents divorce in ever-greater numbers, became the first generation of latch-key kids, and watched their parents reinvent themselves because of jobs lost in hostile takeovers and corporate downsizing. This is the first generation to have been shaped by the mass media. It is also the first generation that may fail to match or surpass the economic status of their parents.��Characteristics that may define Xers are pragmatism, conservativeness, diversity, entrepreneurial spirit, and appreciation for the quality of life and work/life balance. They are a generation who is usually technologically savvy, but because they may have diminished expectations, they may feel alienated, cynical, and detached, leading to a value of self-reliance. ���
• Prefers diversity, informality, flexibility and is technologically adept.
• Compartmentalizes work and life.
• Wants to be involved in the decision making.
• Focuses on contribution.
• Is also motivated by time-off.
• Values individuality and is not focused on outward appearances.
• Does not believe loyalty to a company is important.
• Seeks meaningful work and staying challenged.
Presenter
Presentation Notes
Generation Y:�The Millennials have been influenced by the electronic age more than any of the other generations. They are the first generation of children to do their homework on desktop computers, to carry their own cell phones, download music to iPods, and do their shopping online. They are influenced by wars in the Middle East, the destruction of the World Trade Center, a booming economy, a more diversified society, casual dress codes in business settings, Ritalin, the debate about gun control, NAFTA, reality TV, and distance education. Hip-hop music remains popular for this generation, along with R&B, country, and movie soundtracks.��Characteristics that may define Millenials are neotraditionalism, ritual, optimism, technological adeptness, and compartmentalized work and life.��
Millennial International
About Millennials (GEN Y)
• The first Mils (born 1982) graduated from college in 2004
• Mils are the largest generation in U.S. history• Mils have high expectations for salaries, benefits,
security• By 2015, about 30 million Mils will have entered
the workforce
Presenter
Presentation Notes
Generation Y:�The Millennials have been influenced by the electronic age more than any of the other generations. They are the first generation of children to do their homework on desktop computers, to carry their own cell phones, download music to iPods, and do their shopping online. They are influenced by wars in the Middle East, the destruction of the World Trade Center, a booming economy, a more diversified society, casual dress codes in business settings, Ritalin, the debate about gun control, NAFTA, reality TV, and distance education. Hip-hop music remains popular for this generation, along with R&B, country, and movie soundtracks.�Depending somewhat on what years you use to calculate this, Mils are somewhere between 80 to 100 million in number, making them the largest generation in U.S. history. (Most generational theorists agree that the Boomers number around 70 million, X-ers about 60 million. By 2015, the U.S. will have outsourced 3.3 million service jobs, several million manufacturing jobs, and roughly half a million IT jobs. Boston-based consultancy Forrester estimates that 400,000 service jobs have been lost to offshoring since 2000, with jobs leaving at a rate of 12,000 to 15,000 per month, says John McCarthy, the company's director of research. Other estimates say up to 20,000 jobs a month may be moving overseas. This is in addition to the 2 million manufacturing jobs that are estimated to have moved offshore since 1983. These numbers are predicted to rise. Management consulting firm McKinsey & Company's economic think tank, the McKinsey Global Institute, predicts that white-collar offshoring will increase at a rate of 30 percent to 40 percent over the next five years. By 2015, Forrester predicts, roughly 3.3 million service jobs will have moved offshore, including 1.7 million "back office" jobs such as payroll processing and accounting, and 473,000 jobs in the information technology industry. Job growth in the U.S. is almost completely flat, by comparison. Last month, fewer than 50,000 jobs were created in the U.S. And the few remaining Traditionalists and early Boomers seem to be pushing retirement back by as many as five years, while X-ers become further entrenched in middle-management level positions. �Characteristics that may define Millenials are neotraditionalism, ritual, optimism, technological adeptness, and compartmentalized work and life.��
Generation Z?
• Generation Z is innately reliant on technology.
• Generation Z is hyper-connected.
• Generation Z is increasingly “in the moment.”
• Generation Z = mobile.
Presenter
Presentation Notes
Generation Z is innately reliant on technology. These individuals have been using technology since infancy; however, unlike their Millennial and Gen X counterparts, Generation Z will be “normal” users of technology, meaning they won’t necessarily be the most tech savvy when it comes to programming behind the device. What does this mean for HR and L&D? We should be thinking about how we can automate and use technology in our work processes, structures, and so forth to cater to Generation Z’s technological preferences, but don’t expect this generation to be as technologically savvy or adept as previous generations. They just want technology that is easy to use and will solve their problems, help coordinate their activities, or provide them with relevant people or information. Generation Z is hyper-connected. The connected quality of the Millennial generation will only be amplified by Generation Z. In fact, a recent Wikia study cited that 60 percent of Generation Z says they like to share their knowledge with others online. This is a strong indicator that this generation will want access to collaborative learning opportunities and technologies once they have entered the workforce. Due to their abundant use of social media, they will likely approach learning and development in a networked fashion, much like the Millennial generation, so it makes sense to continue thinking about how to integrate social learning elements into L&D practices. Generation Z is increasingly “in the moment.” This generation will spend way more time in the “relevant now,” leveraging pertinent information and knowledge that is dependent on what a particular moment dictates. This means that pre-scheduled and pre-planned learning activities (for example, training or lectures) will be less effective in developing these individuals. Generation Z will be much more likely to engage in ad hoc and on-demand learning and development activities, enabled by technology, that are related and relevant to the individual in that moment. This generation will bring a whole new meaning to just-in-time learning. Generation Z = mobile. According to a 2012 Forrester Research study, Generation Z is the second largest demographic owning an iPhone (24 percent), with Millennials ranking highest at 29 percent. It seems safe to say that Generation Z will be highly mobile and will demand learning and development opportunities that can support their free and nomadic nature. It’s not out of the question to see the standard 9 to 5 desk job fade into an era defined by mobile work and supported by mobile corporate learning and development. The bottom line: Like their Gen Y predecessors, Generation Z will rely on their network of relationships to help them facilitate their own professional learning and development and help them navigate through the corporate world. As learning leaders, we need to consider Generation Z’s characteristics and take a critical look at our L&D programs, courses, materials, and the like to determine if our practices can accommodate the growing ranks of our multigenerational workforces. If we’ve learned anything from the influx of Millennials, it’s that we better prepare for this now so we can be ready for tomorrow.
The Dark Side of the Workforce
• Traditionalists – Putting legacy before flexibility (“We’ve always done it this way.”)
• Boomers – Letting their careers control their lives
• Gen-Xers – Impatient and not always good team players
• Mils – High expectations and low tolerances
Presenter
Presentation Notes
So what are some of the less desirable traits each generation brings to any situation? Traditionalists – Sometimes loyalty to the firm or to their peers comes before the needs of younger employees. They tend not to trust new management styles or techniques, sticking to very “traditional” methods of command, almost military-like in their execution. For example, “telecommuting” isn’t something most traditionalist managers would go for… Boomers – The desire to “have it all” can be compelling for this group. Many boomers have defined themselves according to their jobs, and especially their own success or failure in their careers X-ers – Typically hate committees, task forces, project groups, etc, with a passion. They feel significant stress when they see a solution to a problem and cannot “work the system” to make it happen. Tendency toward entrepreneurship, more so than any of the other generations. Mils – Believe strongly in themselves, so much so that they can easily set very unrealistic expectations, demand advancement before having “paid their dues” (as traditionalists would call it). They expect/demand to be heard in all situations, and often will not accept criticism in any meaningful way.
“When generations fail to communicate, it can reduce profits, increase the cost of recruitment, hiring, staff retention, affect morale, and lead to
grievances and complaints.”
Presenter
Presentation Notes
The main thing to remember is that if generational differences are not acknowledged and discussed, and solutions are not supported by top leadership, the resulting tensions may have a significant negative impact on productivity. Once the dialogue is opened, managing the various group differences will be important so the differences can be positioned to complement each other rather than conflict. As with any other dimension of diversity, each generation needs to respect the others and appreciate (not merely tolerate) their differences. Each generation has values the others can learn from. ��While all employees should be expected to uphold the same standard of work performance, today’s most successful leaders find a way to let every generation be heard. These leaders recognize that no one has all the answers.5��
Quiz!
Which Generation Am I?
Generational Differences That May Cause Conflicts
Mature Workers
• may prefer face to face or phone communication.
• are more accepting of work spilling over into home life.
Younger Workers
• are more connected to electronic communication devices, however,
• dislike work-related disturbances at home.
Presenter
Presentation Notes
In contrast to older workers, younger workers are more connected to electronic communication devices. This makes them more accessible to work-related disturbances during off hours. Combine this situation with an insistence on work/life balance and we may see a backlash against this bleed-over of work into family life. Younger workers are usually technically savvy and attuned to the Internet for information. They communicate and network easily using email, Internet, video conferencing, text messaging, instant messaging, etc. In contrast, Mature workers generally rely less on technology. They may prefer a phone call or to meet people in person. Younger leaders may consider the costs (money, time, efficiency) of travel largely unnecessary.
Generational DifferencesThat May Cause Conflicts
Mature Workers
• are more likely to believe in the “pay your dues” philosophy.
• respect the “chain of command”.
Younger Workers
• may be impatient with traditional organizational hierarchy.
• are more likely to believe everybody should have access to everybody else.
Presenter
Presentation Notes
Younger workers may be impatient with traditional organizational hierarchies and want more democratic and diverse teams. They often want to be a part of the decision-making processes. They may question and challenge authority since they may view the ‘chain of command’ and the ‘pay your dues’ philosophies as inefficient. Younger workers are more apt to believe that results should drive the team, and that everybody should have access to everybody else. Older generations, used to more hierarchical structures, may be confused or defensive by this new way of interrelating in the workplace.
Generational DifferencesThat May Cause Conflicts
Mature Workers
• may have a work style that aligns with their value of consistency, loyalty, and (respecting) not challenging authority.
Younger Workers
• may have a work style that aligns with their preference for flexibility, innovation, openness and choices.
Presenter
Presentation Notes
Generations X and Y typically bring a consumer mentality to their employment. Younger workers may see loyalty as a transactional relationship based on whether a particular company, product, service, or initiative merits it. Loyalty may have to be earned repeatedly depending on the circumstances. Generation X, overall, is a fiercely independent group. They are typically good at processing a lot of information simultaneously and most of them are technically proficient. They expect to receive the tools to do the work. They like flexibility, a lot of resources, and minimal supervision. This may cause tension in a working environment that values and expects close supervision and constant reporting. While the older generations value consistency and loyalty, the younger ones value flexibility, innovation, openness, and choices. This difference in work styles and values may cause some friction.
Upside-down Management
1 in 5 older workers may have significant problems with their younger bosses, especially if
the younger boss lacks understanding and appreciation of the mature workers’ experience,
priorities, preferences and life skills.
Generational DifferencesThat May Cause Conflicts
Presenter
Presentation Notes
More frequently, we are seeing the phenomena of upside-down management2 where older workers are managed by younger ones. One in five older workers may have significant problems with their younger bosses3. Leadership skills are key. Young managers need to understand their older colleagues and be appreciative of their priorities, preferences, experiences, and life skills.
Your Organizational Culture
• What are some examples of what your company does to effectively address generational conflicts at work?
• What can you do on an individual level to address generational differences in your work-team?
The Good News Among the Differences
• Research shows a diverse mix in generations among senior management teams corresponds to superiorcorporate performance.
• Workplaces are becoming more flexible, accommodating and fair to workers with diverse values and priorities.
Presenter
Presentation Notes
The good news is that the differences among the generations aren’t as wide as they may seem at first. In fact, the generations may be more alike than different. Where there are differences, generations can learn from each other. ��In fact, mixing generations makes good business sense. Studies have shown that a diverse mix of genders, ethnic backgrounds, and ages in senior management teams corresponds to superior corporate performance. A study with more than 1,000 executives found that organizations that include senior managers under the age of 40 show a greater success pattern than those with exclusively older top executives.4 ��The impact of diversity issues has probably helped to soften employer attitudes toward making the workplace more flexible and accommodating – and more fair – to workers with many different values and priorities. The retirement of older workers has probably increased attitudes of tolerance among top leaders by making room for younger executives with more inclusive attitudes to rise to these influential positions.
Similar Values Among the Generations at Work -Bridging the Gap
Similar Values Among the Generations
• All age groups are wanting more flexible hours or fewer hours (for different reasons.)
• Studies show Boomers and Xers view job satisfaction, organizational commitment and perceived job opportunity similarly.
• All age groups want timely and constructive feedback.• All workers tend to want projects or leadership positions that tap
into their talent, opportunities to enhance their skills, well-managed activities, and meetings that do not waste time
• All age groups are becoming increasingly concerned with work/life balance.
• All workers want a sense of community with others that make their involvement meaningful and enjoyable.
Presenter
Presentation Notes
All age groups are showing signs that they want to work more flexible hours or fewer hours. They seem to be increasingly concerned with work/life balance. Younger workers may want more time with family. More fathers may want flexible hours, PTO, or other allowances in order to be available to their children. Time is often more important than money. Mature workers may have health issues or just want to enjoy more free time for hobbies or families. Many of them are winding down their careers. Boomers, despite their need or interest in staying in the workforce, may want more free time to pursue hobbies, fitness, have more family time, care for aging parents, or to start their own businesses. A study that explored the correlation between job satisfaction, organizational commitment, perceived job opportunity, organizational communications, job search behavior, and the intent to turnover in IT professionals6 , found there was no evidence for a significant generational difference in the way Boomers and Xers perceived these factors. There were strong correlations between organizational commitment, job search behavior, and the intent to stay or leave an organization. Boomers however were interpreted as probably being less open about their dissatisfaction with their work as evidenced by hiding their job search behavior while Xers were more open about the search for other opportunities. Employers should keep this information in mind as they review their retention efforts for all age groups.
• What do you think are some similar values?
• How can you discover your co-workers’ values?
• How can you “bridge the gap” between generations?
Similar Values Among the Generations
• Mentoring
• Listening
• Flexibility
• Adaptability
Improving the System
Presenter
Presentation Notes
Probably. Many Xers and Mils are looking for career mentors to help give them guidance – how to build a proper resume or CV, learning how to interview, to conduct a meeting, to write a decent proposal or report, to apply for a grant … these and many, many other tasks that experienced generations can take a hand in teaching/guiding the way. (Story about junior faculty in one of the UB programs – UNNAMED! – that tell how they are failing tenure because senior faculty are too busy with their own research.) Supervisors need to remember that ALL management is essentially EDUCATION. We’re all teachers first. Listening is also key, on all sides. There’s a tendency in the faster-paced lives we now lead to not really listen to someone. (Story about the employee who asked to not have a shared workstation and was repeatedly told they cannot have their own office, which isn’t what she was asking for at all.) Miscommunication probably causes more conflict than actual differences in values ever would Flexibility, all around. Traditionalist and Boomer employers need to seriously consider requests for training, flex time and telecommuting, and realize that salaries and bonuses may not mean as much to younger generations as they once did. Xers and Mils “work to live” rather than the other way around. Likewise, Xers and Mils need to realize that this kind of flexibility isn’t always possible and to try and work out compromises all around. Adaptability -- Remember when e-mail first came along? Odds are someone you knew, maybe your boss, called it a complete waste of time. (Hmm. Maybe they were onto something.) Times change and values change with the times. “Hazing” (“I learned it the hard way, so can you) used to be a perfectly acceptable way of teaching someone – It isn’t any longer. Employees, and students for that matter, demand to be treated with respect, and that’s just what we need to do. Remember too, that the best ideas often come from the bottom up – Listen carefully and be prepared to make changes!
Questions?
References
Figures represent percentages of total population, gathered from the U.S. Census 2000
“Older Employees in the Workforce,” an article based on a study, National Study of the Changing Workforce, prepared by the Families and Work Institute for the American Business Collaboration.
Farren, Caela. “How to Eliminate the Generation Gap in Today’s Work Teams.” Employee Benefit News; June 1999, Vol. 13, Issue 7, p34, 4p.
“Generational Differences in Your Workplace.” New Zealand Business, Feb 2005
Sujdak, Edward Joseph, Nova Southeastern U., US, Dissertation Abstracts International Section A: Humanities & Social Sciences. Vol. 63 (8-A), Mar 2003, 2940.
“Cultivating New Leadership,” Association Management, January 2000
Green, Kelly, “Bye-Bye Boomers?,” Wall Street Journal, Tuesday, September 20, 2005, B1
Cufaude, Jeffrey. “The Future Face of the Workforce,” Association Management, December 1999, Vol. 51, Issue 13, pF-1, 2p.
Corbo, Sally Ann. “The X-er Files,” Hospitals & Health Networks. Chicago: Apr 5, 1997. Vol. 71, Issue 7; gp. 58, 2pgs
Generations & Gender in the Workplace, a National Study of the Changing Workforce, prepared by the Families and Work Institute for the American Business Collaboration.
Forman, PJ, and Carlin, Lynn, “The Age of Change: Multiple Generations in the Workforce,” www.globallead.com/WeConnect/Oct05/ageofchange.html
Zemke, R, Raines, C., Filipczak, R., “Generations at Work: Managing the Clash of Veterans, Boomers, Xers, and Nexters in Your Workplace.” Amacom: New York. 2000
References
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