Four Generations In the Workplace : Flash Points, Common Ground, And Successful Strategies

1. Four Generations In the Workplace: Flash Points, Common Ground, And Successful Strategies Kelli D. Peck Parrott, Ph.D. Director and Associate Clinical Professor, Student Affairs Administration in Higher Education kpparrott@tamu.edu Texas A&M University @ Dr. Kelli Peck Parrott - 2010

2. Agenda • Where it all began: An explanation of Generational Theory • Work characteristics of the generations • Issues exacerbated by the Millennials • Issues more specific to the Millennials • Tips for working with all generations • Perspective on generational research

3. The Most Important Thing to Know about Working with Generations People are like onions, they have lots of layers. Generation is only one layer and this information may or may not apply. There is much truth to these generational images, but there’s also criticism. Treat everyone as the INDIVIDUAL they are.

4. Where It All Began: An Explanation of Generational Theory

5. Theory to practice… • What were the national events you remember as you were growing up?

6. Generations: The History of America’s Future, 1584-2069(Strauss & Howe, 1991) Generations: • Length is approx. the phase of birth to adulthood, 22 years. • Boundaries are fixed by peer personality • Four primary types of generations: Idealist, Reactive, Civic, and Adaptive

7. Two Important Social Moments • Secular Crisis Focus on reordering the world of institutions and public behavior • Spiritual Awakening Focus on changing the inner world of values and private behavior

8. Types of Generations • Idealist - increasingly indulged youths after a secular crisis • Reactive - grow up under-protected and criticized youths during a spiritual awakening • Civic - Increasingly protected as children after a spiritual awakening • Adaptive - Overprotected and suffocated youths during a secular crisis

9. Generations…

10. Our Upper Level Administrators & Co-workers – Silents or Traditionalists (1925-1942) • Spent their youth in the great depression and WWII • The “in-between” generation • No US president (If Mr. McCain had won, he would have been the first) • Very protective parents, who were sacrificing for them

11. Our Upper Level Administrators & Co-workers – Silents or Traditionalists (1925-1942) • After all they went through and having experienced the Depression, they feel lucky to have jobs. • Respect authority and hierarchy • Respect for tenure • Bombing of Pearl Harbor

12. Our coworkers, supervisors, us?Boomers(1943-1960) • Looking for spiritualism, flocked to drugs and religion; most active era of church formation in the 20th century • Redefined Gender roles – gender was their issue • “A generation that when young trusted nobody over 30 today trusts nobody under 30.” • Issues – remember when…; seen a great deal of change, especially in the workplace; raised with the work ethic of parents who survived the Depression and WWII.

13. Our coworkers, supervisors, us?Boomers(1943-1960) • Work is a dominant force in their lives; they often sacrifice far too much for the good of the employer. • One Benchmarks leadership study was full of largely Boomer execs lamenting over sacrificing time with family, spouses, and personal interests for the sake of work (Downing, 2006). • JFK, MLK, RFK assassinations Downing, K. (July/August 2006). Next generation: What leaders need to know about Millennials. Leadership in Action, 26, 3.

14. Our coworkers, mid-managers, us?Xers(1961-1981) • True children of the 1960s and 1970s • Awakening period to their parents for them was a nightmare of self-immersed parents, disintegrating homes, AIDS, and a “Me” economy • Find a world of more punishing consequences than anything the Silent or Boom generations ever knew • Knew that where the Boomer children had been worth the parental sacrifice of prolonging an unhappy marriage, they were not

15. Our coworkers, mid-managers, us?Xers(1961-1981) • Not shielded, so adult life held no secrets…believe they need to keep their eyes open, expect the worst and handle it on their own • Two-thirds have found they have to work harder than other generations to enjoy the same standard of living • Try to call as little attention to themselves as possible, really have not come together as a generation. You can find anything in this group. • FEAR • Race was their issue • Space Shuttle Challenger Explosion

16. Millennials – The Next Great Generation(Howe & Strauss, 2000) • Young Americans born 1982 or after • Most numerous, affluent, and ethnically diverse generation in American history • Largely the children of Boomers, pre-teens are the children of Xers.

17. According to Howe and Strauss… • Conventional – turning back toward traditionalism, but with a modern twist –very rules oriented and highly moral • Confident – very optimistic about people and themselves • Special – have been perceived as special since birth

18. According to Howe and Strauss… • Sheltered – sheltered and protected in ways that prior generations have not • Pressured – feel more stress than any other generation has • Achieving – group is perceived as achieving so individuals feel pressure to keep up • Team Oriented – oriented toward teams rather than individuals

19. Current Percentage of the Workforce • Silents - 5% • Boomers – 45% • Xers – 40% • Millennials – 10%

20. Work Characteristics of the Generations

21. Generational Views of Work Boomers • Live to work • Worth is in work ethic • Created 50+ hr. work week Gen X • Work to live • Work-life balance critical Millennials • Work to live • Promotion is not worth sacrificing life outside work • Vacation time! Twenge, J., Campbell, S., Hoffman, B., & Lance, C. (2010). Generational differences in work values: Leisure and extrinsic values increasing, social and intrinsic values decreasing. Journal of Management, 36, 1117-1133.

22. Generational Communication Boomers • Face-to-face • Personal touch • Understand hierarchy Gen X • Direct/blunt • Immediate • Email Millennials • Positive • Electronic – multiple forms • In person if very important Twenge, J., Campbell, S., Hoffman, B., & Lance, C. (2010). Generational differences in work values: Leisure and extrinsic values increasing, social and intrinsic values decreasing. Journal of Management, 36, 1117-1133.

23. Issues Exacerbated by the Millennials

24. Loyalty to the Company • Flash Points: Silents and Boomers have sacrificed all for the company, Millennials appear to have no loyalty to the organization. • Common Ground: This is not new. Xers are definitely not loyal either. Millennials and Xers seem to form more loyalty to the project, their co-workers, and perhaps the values of the company. Are looking for companies that value social responsibility, diversity, the environment, and recognize the need for work life balance. Gerdes, L. (September, 2006). The best places to launch a career. Business Week, 4001.

25. Paying Dues Flash Points: Silents and Boomers feel devalued, as if their experience and contributions are no longer important. Millennials seem entitled and not willing to pay their dues. Common Ground: Xers also do not buy into the system of tenure = respect. Millennialsare impatient to make an impact, but they are eager for feedback. They want to be respected, but they are also looking for leadership. More likely to respect authority. Respect competence, not titles. Several orgs are giving new employees senior level mentors. Gerdes, L. (September, 2006). The best places to launch a career. Business Week, 4001.

26. Work Ethic Flash Points: Millennials appear to have no work ethic, they want to work less and have more leisure. Common Ground: One of the areas with empirical evidence of generational difference is that Millennials and Xers see work as less central to their lives. The reality is that people work more hours today than 20 years ago – more than any industrialized country and all but 2 developing countries. Want flexibility. International Labor Organization (2007). Key indicators of labor market success (5th ed.). http://www.ilo.org/public/english/employment/strat/kilm/download.htm

27. Authority and Hierarchy Flash Points: Authority – Silents respect it, Boomers have a love-hate relationship with it, but now are the authority. Xersquestion it and Millennials do not see the need for it. Common Ground: Millennialsare used to instant answers and the internet, the great equalizer. They will seek out the most knowledgeable and influential person regardless of rank. Both Xers and Millennials respect competence. Training and information are key. Robinette, K. (July 24, 2009). Millennials in the workplace challenge managers. Daily Journal of Commerce.

28. Issues More Specific to Millennials

29. Parents of Millennials Flash Points: “Candidates are stalling on job offers to consult with their parents. Parents are calling hiring managers to protest pay packages and trying to renegotiate.” Parents call in sick for Millennials. Common Ground: Truth is Millennials are close to their parents. Numbers of companies are involving parents in the recruiting process with welcome packets and including them on informational sessions, but not beyond. Mentor them and be direct about boundaries. Downing, K. (July/August 2006). Next generation: What leaders need to know about Millennials. Leadership in Action, 26, 3.

30. Technology Flash Points: Millennials have high expectations of technology and often form initial opinions of companies based on websites. They get impatient with other generations’ lack of skill. Common Ground: Millennials are very technologically savvy, though there are socio-economic differences. They are technology natives, others are technology immigrants. Can be a great area for them to contribute. Downing, K. (July/August 2006). Next generation: What leaders need to know about Millennials. Leadership in Action, 26, 3.

31. Need for Feedback Flash Points: Xers are highly independent workers. Boomers love praise, but Xers less so. Millennials seek constantfeedback and thrive in teams. Common Ground: Millennials DO need feedback, a lot of it. Gradually wean them and encourage their decision making. Recognize differences in motivation and needs for feedback. Teams are good!

32. Tips for Recruiting, Working With, and Retaining Millennials(and tips for Millennials too)

33. Tips for recruiting Millennials… • Use cutting edge technology. • Advertise where they are. Facebook, Twitter, blogs, and evolving social media are where they spend much of their time. • Recognize their desire for work-life balance. Advertise your efforts to create this balance.

34. Tips for recruiting Millennials… • Recognize the impact parents may have on their employment decision. How will you involve parents? Where are the boundaries? • Use testimonials from current Millennial employees. • Make your recruitment process as personal as possible.

35. Tips for working with Millennials… • State desired outcomes clearly and specifically, then get out of the way. Allow freedom to do it how, where, and when they prefer if possible, but with clear quality/volume expectations and timelines. Time is a 24/7 resource. Tell them when it’s due, not when to do it. • Put it in writing – they are rules oriented. Heathfield, S. (n.d.). Managing the Millennials: 11 tips for managing the Millennials. Retrieved November 1, 2009. http://humanresources.about.com/od/managementtips/a/millenials.htm Shepard, S. (2004). Managing the Millennials. Retrieved April 28, 2008. www.shepardcomm.com/managing-millennials-wp.pdf

36. Tips for working with Millennials… • Provide continuous feedback, but be as positive as possible – Oreo or sandwich method - wean • Experiential learning is preferred; use different learning techniques, multimedia, activities, etc. • Be prepared to train them about EVERYTHING – assume nothing about behavioral norms Phillips, C. (February, 2008). Get the best out of Millennials by tweaking habits. Advertising Age, 79, 6.

37. Tips for working with Millennials • Recognize that though they are highly educated, they are not necessarily highly skilled. Train for where they are. • Play to their strengths, let their creativity, technological skills, and brainpower loose and they will do amazing things. • Remember we were all young too…they are in the process of becoming.

38. Tips for retaining Millennials • Have the work be meaningful – help them see rationale and impact for the team – KEY • Provide leadership and guidance – they want to look up to you, be connected, and learn – mentor and coach • Cross-train – keeps them engaged, challenged, and helps them to form attachments to the work and colleagues (train them to get a job somewhere else)

39. Tips for retaining Millennials • Recognize that they may be hesitant to commit to promotions if it means increased hours, positions may need to be restructured • Make it FUN • Be flexible, know what is negotiable and what is not • Remember we were all young too, they are in the process of becoming.

40. Tips for the newest generation… • Be prepared for constructive feedback. Know how to handle it and learn from it, try not to take it personally • Keep in mind, Xers and Boomers value independence. Try to keep the need for feedback and direction to a minimum, wean yourself. Phillips, C. (February, 2008). Get the best out of Millennials by tweaking habits. Advertising Age, 79, 6.

41. Tips for the newest generation… • Watch for behavioral norms – find out expected dress, communication styles, and culture • Find a mentor(s) and use them as informational resources • Recognize that they were young and ambitious too, but had to play by a set of rules that may or may not be changing. Fair or not they interpret your ambition as a sense of entitlement

42. Tips for Creating Cross-Generational Teams • Family tops the list for all generations. • Recognize that each generation brings a unique and valuable perspective. • All generations want respect, but may define it differently. • All generations want leaders they can trust. • Change is difficult for all generations. • All generations want to learn and be trained to do their jobs well. • All generations like feedback, but may need it packaged differently. Deal, J. (2007). Retiring the generation gap: How employees young & old can find common ground. San Francisco: Jossey-Bass.

43. Perspective on Generational Research

44. Applications and Critiques • Though Howe and Strauss’s original work was based on large surveys of over thousands of people, there are criticisms • J. Twinge – GenMe and narcissism • Application to people of color • Difficult to generalize to populations of millions Deal, J., Altman, D., & Rogelberg, S. (2010). Millennials at work: What we know and what we need to do (if anything). Journal of Business Psychology, 25, 191- 199.

45. The Most Important Thing to Know about Working with Millennials People are like onions, they have lots of layers. Generation is only one layer and this information may or may not apply. There is much truth to these generational images, but there’s also criticism. Treat everyone as the INDIVIDUAL they are.

46. Generational Views “Children nowadays are tyrants, they contradict their parents, chatter before company, gobble their food, and tyrannize their teachers.” attributed to Socrates

47. Generational Views “Premature ideas of independence, too little repressed by parents, beget a spirit of insubordination, which is the great obstacle to science [education] with us and a principle cause of its decay since the revolution. I look to it with great dismay in our institution, as a breaker ahead, which I am far from being confident we shall be able to weather.” Thomas Jefferson, 1822

48. Review • Where it all began: An explanation of Generational Theory • Work characteristics of the generations • Issues exacerbated by the Millennials • Issues more specific to the Millennials • Tips for working with all generations • Perspective on generational research

49. Taking the next step List five things you learned today How could you use any of this information to improve your work? Share with your neighbor Commit to implementing one idea - share

50. References Deal, J., Altman, D., & Rogelberg, S. (2010). Millennials at work: What we know and what we need to do (if anything). Journal of Business Psychology, 25, 191-199. Deal, J. (2007). Retiring the generation gap: How employees young & old can find common ground. San Francisco: Jossey-Bass. Downing, K. (July/August 2006). Next generation: What leaders need to know about Millennials. Leadership in Action, 26, 3. Gerdes, L. (September, 2006). The best places to launch a career. Business Week, 4001. Hallon, J. (March, 2008). Millennials at the gate. Workforce Management, 87, 4. Heathfield, S. (n.d.). Managing the Millennials: 11 tips for managing the Millennials. Retrieved November 1, 2009. http://humanresources.about.com/od/managementtips/a/millenials.htm Howe, N. & Strauss, W. (2000). Millennials rising: The next great generation. New York: Vintage Books.