Training For the Ages; Creating an Effective Multi-Generation Team

1. Training For the Ages;Creating an EffectiveMulti-Generation Team presented by Lori A. Hoffner Speaker ~Trainer ~ Consultant SupportingCommUnity, Inc. Littleton, CO Phone~720-353-2863 Fax~720.242-9247 Lori@SupportingCommUnity.com www.SupportingCommUnity.com

2. CAN’T WE ALL JUST GET ALONG

3. A generation is defined by a marked spike or decline in birthrate. Each generation has a unique cultural heritage, perspective, & expectations.

4. Silent or Traditionalist (1930 – 1945) • Outlook: practical. Things were scarce. “Make do or do without”. Watchful, and careful, “loose lips sink ships” • Work ethic: dedicated. Many got a job with a company and retired there. Live to Work • View of authority: respectful. “Chain of command” • Leadership by:hierarchy. Value a military style of management. Leaders lead, troops follow. Need-to know basis of information flow.

5. Motivation for Traditionalist: • Motivated by the opportunity to do a job well, not necessarily the recognition of having done so • Make decisions based on what worked in the past • Training is good, but they won’t ask for it. Most learned their job on the job

6. Baby Boomers (1946 – 1964) • Outlook: optimistic. The postwar economy gave this generation a sense that anything was possible • Work ethic: driven and very competitive Live to Work • View of authority: love/hate. “Change of Command” • Leadership by:consensus. Work together to succeed

7. Motivation for Boomers • Recognition for the team (but don’t forget it was my idea) • Competitive, give them challenges and offer rewards • Have relaxed side, but only at appropriate times: “Casual Friday” • Believe in the process, training is important so they know the rules and can change them

8. Generation X (1965 – 1979) • Outlook: skeptical. Every American Institution has been the subject of some investigation or scandal and it usually ended badly • Work ethic: balanced. Flex time. 4-day work week, telecommute. Work to live • View of authority: unimpressed. No real “heroes”, most of the folks they looked up to have been somehow discredited • Leadership by:competence

9. Motivation for X’ers • Results count, not 40 hours of “face time” • Independent, multi-taskers. Tend to like hands-off managers • If they can’t learn something new in a job, they’ll go somewhere they can: up the skill set, be marketable • Don’t meeting them to death, cut to the chase and move on, got stuff to do

10. Millenial (Nexters) (1980 – present) • Outlook: hopeful yet realistic. Show traits from other generations: loyalty; confidence; skepticism • Work ethic: ambitious • View of authority: relaxed, polite. “Whatever” Watched high profile adults “get away with murder” • Leadership by:collaboration. Included in decisions since birth, tough to bully because they know how to stick up for themselves.

11. Motivation for Millenials • Working in friendly environments with positive people: lose the serious attitude, every day is casual Friday • Include them in the decision making process. They have been making decisions all their life so letting them make decisions is important to them • Treat them respectfully; even though they may not respect you until you earn it • Training, training, training. They are lifelong learners and thrive on new knowledge and skills

12. Test Your “Gen Q” Lined up to receive medicine on sugar cubes. They remember the Big Band sounds of Glen Miller. The first to enjoy MTV. To them, Mick Jagger has always been old. Leg Warmers, Cabbage Patch Kids and punk rock are whose memories? “I believe in respecting authority; my boss is in charge and that’s okay with me.” They might not know what you mean when you say, “You sound like a broken record”. Who best remembers the Beach Boys? The Supremes? The Temptations?

13. Respecting the Core Values • Start by identifying the experience that you want staff to have. • Identify one key experience for each generation that you currently have in place. ______________ ______________ ______________ ______________

15. What have you learned? What was your “AH HA” moment?

16. Share With One Another • Get into groups that have at least one person from each generation • Discuss the values of your generation and how they impact you • Identify one way that you will use what you’ve learned to support one another

17. Mentoring…The Good, the Bad, the Ugly

18. Fun, interactive, challenging • Mentor/shadowing process • Allows younger employees the opportunity to learn the job in an interactive way while building relationship with a current, experienced employee • Ask for their input • As a supervisor, be a part of the process; join in

19. Satisfying Staff of All Ages • Give them choices • Reward and Recognize • Let them know where you stand • Give them ownership • Look out for one another

20. Satisfying Staff of All Ages • Create a fun and relaxing environment • Share the spotlight • Help others learn • Recognize value • Forget about “facetime”

21. Don’t Mistake Agefor Experience and Expectations

22. Applying Motivators

23. Traditionalist 5% of the current workforce • Part time and flexible • Want an environment of human interface with supervisors and other staff – not email communication • Training • Formal Classes • One on One from an older employee • Documentation

24. Baby Boomers 40% of the current workforce • If they put in the time – they will receive credit and respect • Want to be change agents – create improvements and enhancements • Work in teams – need team recognition • Coaching • Questions – not telling them how to do the job • Can the work be done in a team atmosphere

25. Gen Xers 30% of the current workforce • Try not to tie the job to an 8-5 workday schedule – flexibility is key • Training and development particularly important • Want to see all the technological systems and equipment that have been implemented • Evaluations and Recognitions • Evaluate performance on final outcomes • Prefer a variety of recognitions celebrations

26. Millenials (Nexters) 25% of the current workforce • Not interested in the same “first job” experience that we remember • Will insist on sensitivity to work and family balance • Want to be a part of the decisions regarding job and duties • Expectations • Clear explicit information, not implicit • Gender blindness • Mentoring programs • Wan a retention or ‘stay interview’ within 90 days

28. NeuroMarketing??? • Did you know… • The “old” brain is highly influenced by beginnings and endings. The most recent experience leaves a final impression with greater weight. Denise Corcoran – Empowered Business

29. Now that you’ve hired themwhat do you do? • In a recent survey at a Colorado Park and Recreation District, the number one complaint from employees 16-22 was a lack of training. • The second highest complaint was the lack of a relationship with their immediate supervisor.

30. Training “Training and development are particularly important for this generation’s retention and job satisfaction. Many are not interested in moving into management positions, so flat organizations are not a concern to them. They’re motivated by learning opportunities and job changes where they can increase their knowledge.” romero consulting

31. Empowerment Five empowerment ideas • All employees feel valued • They are used as a resource for ideas and problemsolving • Employees are allowed to provide a service that is important and recognized • All employees feel safe in their environment • Their input is frequently requested

32. Supporting One Another