Afterburn: Nexters Impact in the Workplace

1. Afterburn: Nexters Impact in the Workplace Dr. Gayle A. Kearns Dr. Michael R. Shirley University of Central Oklahoma

2. In Today’s Session After today’s session, we will have explored the following: • How this newest generation impacts the workplace • Characteristics of this newest generation • How four generations will learn to work together in the workplace

3. Aliens Have Landed • A spaceship has landed in your company parking lot • The human form you see approaching is familiar, but the language is unlike any communication form known to you • Just who are these aliens?

4. Aliens of This Generation • These human forms are members of the 14th American generation • They are self-confident, optimistic, independent and goal-oriented • They are masters of the Internet and personal/tablet PCs • They are life forms who believe education is cool, integrity is admirable and parents are role models

5. The “Newbie” Generation • These are individuals who are blunt, savvy and contradictory • They defy easy labeling and exact parameters • This is the generation of over 60 million who are children of the Baby Boomers and are siblings to the Generation Xer’s

6. Alien Life Forms • These are the over 29 million young adults who have been streaming into the workplace over the last 5 years • They are the individuals whose presence will continue to grow every single year for the next decade • This is our workplace of the future

7. The Mixed Signal Generation • Demographers have been unable to agree on a defining label for this group • They have been given such labels as Millenniums, Generation WWW, Digital Generation, Generation E, Echo Boomers, N-Gens, Nexters, Millennials and Generation Y

8. Defining This Population • This generation has other labels for themselves, such as: • Non-Nuclear Family Generation • Nothing-Is-Sacred Generation • Wannabes • Feel Good Generation • CyberKids • Do-or-Die Generation • Searching-for-an-Identity Generation

9. Truths vs. Myths • This is an entire generation whose perception of information, reality, authority, respect, privilege, rules, culture, right, and wrong is vastly different than those of their predecessors • This generation is one who wants to know the why before they complete the what • A generation that filters out every command, every request, and every instruction that is not bundled with acceptable rationale

10. Working with this Generation • Whether it is working with them, trying to get service from them or living with them, this generation has continued to ask questions • Inquiries about telling the truth, obeying the rules, and doing as told • Questioning why school is needed and why studying hard will lead to a good job

11. Employers Ponder . . . • Common questions also involve statements such as: • Why should I show up for work on time • Why should I wear a uniform and treat the customers like they’re special • Why should I work hard and keep my nose to the grindstone for a promise that it might pay off down the line • Why should I believe in you, myself, the government, the future, anything • The WHY is more important than the WHAT

12. Rethinking the Workplace • As this generation continues to impact the emerging workforce, employers must re-examine hiring practices and revamp management techniques • How do we do this??

13. A New Way of Thinking • This generation that numbers more than 60 million is coming to the workplace with a whole new set of attitudes, values and beliefs • As a business leader/employer, any experience employing, supervising or managing this generation can be seen as unique and unusual

14. Perception . . . • This group does not see life, or a job, like any previous generation • Difficult for this generation to see the need for a solid work ethic • Leadership for this group can be compared to pushing a string across a table—a very wavy trail • To fully understand this generation, there is no ideal “box” of management techniques

15. This generation has no recollection of the following: The Regan era The Challenger explosion Operation Desert Storm Mr. T, ET or McDLT Pac Man Mopeds Who shot JR The “Juice” Miracle on Ice Black Monday What They Don’t Know

16. What They Do Know • Life with cell phones, pagers, fax machines and voice mail • Life with minivans, bottled water, cable television, overnight package delivery and chat rooms • No personal reference for a time before ATMs, VCRs, PCs, CDs, DVDs, MTV, CNN, SUVs or TCBYs

17. The Sad Part of Their World • This generation has never known a world without AIDS, without CRACK or without Terrorist attacks • They have never known a world where kids didn’t shoot and kill other kids

18. Manager’s Expectations • This generation is different • This group has been impacted and influenced by culture, technology, society, media and events of the modern world • Managers have to understand both the positive and negative characteristics of this generation to better understand their values • A complete understanding will enable managers to effectively manage and motivate this group

19. Common Traits • Research has identified 12 common traits and tendencies that serve as a snapshot profile of this generation • With every downside characteristic there is an upside • A global comprehension of this generation will enable managers to have a macro view of their traits

20. Impatient Adaptable Innovative Efficient Desensitized Disengaged Skeptical Resilient Disrespectful Bluntly expressive Tolerant Committed 12 Common Traits

21. Impatience • This generation has grown up in an instant world • They don’t buy-in to the old “patience is a virtue” and “good things come to those who wait” axioms • Patience is a sign of being out of step, glanced over, passed over and run-over • Patience means you might not get what you want

22. Impatience • This generation is labeled as Stress Puppies • A generation who is in a perpetual rush to get the goods before time runs out • A generation that stands in front of a microwave and shouts “come on, I ain’t got all minute”

23. Adaptable • A generation that thirsts for change • A group that is programmed to readily accept and adapt to the constantly changing world • A generation that has actually benefited from this “sped up” and impatient world • This group thinks change, embraces change and thinks change

24. Innovative • The box for this group does not exist • This generation is full of revolutionary ideas • This group has no fear of technology • They question everything and everyone and are naturally innovative • They aren’t concerned about the past, therefore, they aren’t stuck there

25. Efficient • A generation know for multitasking and time management • Since birth they have been challenged to fit a tremendous amount of activity into a small amount of time • Boomer parents have always had them in a myriad of activities • When there is a project, task or assignment that stands between them and free time, they are going to find a way to get it done

26. Desensitized • Been there, done that either personally or virtually • This group are the ultimate media hounds • This group has always had 100+ cable channels and the Internet • Dolby surround sound and elaborate theme parks are all in a day’s adventure • This group is not stirred by a motivational “rah-rah” pep talk at a store meeting

27. Disengaged • This generation has seen the “bad” guy be the hero one too many times • They see the future painted as gloom and doom by the Traditionals and Boomers • This generation needs to be convinced that the future is not a “big mess”

28. Skeptical • The Nexters have experienced false advertising claims, have watched their heroes be disassembled by the media, and have witnessed a President lying to forgo trouble • They have been conned, manipulated, cheated and exploited • They don’t believe much of what they hear • They have watched their parents be downsized and outsourced by the very companies they helped build • Gimmicks and hype don’t fly with this group

29. Resilient • This group has no illusions or grandiose expectations • They don’t shock easily and they know how to deal with pain and crisis • There is very little that this group hasn’t already seen or done thanks to the superfluity of media • They are not afraid to make waves • The term job security is an oxymoron • They’re the ultimate risk takers

30. Disrespectful • The Nexters crave respect and will go to great lengths to get it • This group is stingy when it comes to giving respect • Age, important position or title doesn’t automatically warrant respect from this group • Respect has to be earned from this group and trust has to be built

31. Bluntly Expressive • Mum is not the word with this group • They have been taught to speak their minds • This group has been encouraged to not keep anything bottled up inside • Fame and fortune is perceived to come from those who have been overtly verbal • The virtues of courtesy, politeness, tact and diplomacy are on the endangered species list with this group

32. Bluntly Expressive • This generation is going to share their own thoughts, ideas and opinions and everyone is going to hear them • This group has been encouraged to be expressive, and sometimes it is perceived to be personal and negative • Sometimes their expressiveness comes out at the worst times and in the worst places

33. Tolerant • This group is considered to be “short fused” • The Nexters have rejected the prejudices that have been handed down to them • This group is incredibly understanding of other people’s experiences, even when radically different from their own • This generation has a refreshing spirit of openness with those who are different • This group sees no barriers

34. Committed • This generation is fiercely loyal to those individuals and institutions who believe in them • This group is searching for a purpose, something to believe in, and someone to believe in them • Tremendous loyalty to intriguing jobs and employers who believe in them and invite them to be a part of the family • This group becomes relentless foot soldiers to those who believe in them • This group is not afraid of chaos and will not run at the sound of bad news

35. Bottom Line . . . • So, what does all this say? • How do we, as employers, capitalize on these 12 character traits? • How do we react in the workplace today? • Just what should employers today do to obtain the maximum from the Nexters?

36. Employer Effectiveness As employers, we should: • Capitalize on the generational talent for multitasking and time management • Be on the lookout for new trends in training to feed their stimulus to learn new skills • Include them in decision-making, process improvement innovative activities

37. Employer Effectiveness • Harness this generation’s energy • Listen to them, unleash their weird and wacky way of looking at things, appreciate their unconventional approach to solving problems • Give them goals to achieve that are mutually beneficial with perks, such as a cash bonus for finishing a project ahead of schedule or a two-hour paid mini vacation at the end of the week

38. Employer Effectiveness • Invest time in building rapport and getting to know this generation in your workplace • Spread the good news when something good happens in the company, let them know they contributed to these successes • Be specific about expectations, consequences and rules of the game • Tell the truth and earn their respect, fight the urge to demand their respect

39. Employer Effectiveness • Let them be heard and engage them in problem-solving • Make them feel welcome and part of the team • Ensure that they feel wanted, needed and cared for • Expect the best!

40. Plethora of Talent • This generation is a plethora of talent • This group resents the current workplace strategies and have identified seven traits of an ineffective workplace manager which hinders their many talents

41. 7 Traits of Ineffectiveness This group resent the following: • Close-mindedness • Ineffective delegation • Lack of knowledge and organization • Inability to train or facilitate training • Disrespect for young people • Intimidating attitude • Overemphasis on outward appearance

42. Intolerance • The generation entering our workplace today will not tolerate the seven identified traits of an ineffective workplace • This group will leave rather than put up with being treated poorly • Today’s managers have to be willing to do the high-maintenance work required to motivate a high-maintenance workforce

43. What Does All This Say? • Research says that this generation, known by many labels, has 14 expectations which define their impact in the workplace • This generation’s expectations range from providing challenging work that really matters to allowing flexibility in scheduling to rewarding them for a job well done • This generation wants and needs the following expectations as they enter the world of work:

44. 14 Expectations of Success • Provide challenging work that really matters • Balance clearly delegated assignments with freedom and flexibility • Offer increasing responsibility as a reward for accomplishments • Spend time getting to know staff members and their capabilities

45. 14 Expectations of Success • Provide ongoing training and learning opportunities • Establish mentoring relationships • Create a comfortable, low-stress environment • Allow some flexibility in scheduling • Focus on work, but be personable and have a sense of humor

46. 14 Expectations of Success • Balance the roles of “boss” and “team player” • Treat as colleagues, not as interns or “teenagers” • Be respectful, and call for respect in return • Consistently provide constructive feedback • Reward us when we have done a good job!

47. Meeting These Expectations • How can we, as managers, meet these expectations with this generation? • This generation presents the next gigantic opportunity and the next considerable challenge for managers and business leaders in the “new economy” • A generation of “global” citizens born in the late 70’s and early 80’s are determined to do meaningful work that makes a difference

48. Meeting These Expectations • A generation that wants to work with great teams of committed, high-quality people • This generation expects to work hard and to succeed beyond the wildest dreams of those who wish the best for them • They know what they don’t like in a boss and the kind of boss that brings out the best in them

49. Meeting Those Expectations • This group knows how they want to be managed and won’t accept it any other way • A generation that may add more value in the workplace than any generation in history • A generation that may also be the most demanding generation in history

50. Ready or Not? • As managers, are you ready for the Afterburn • Ready or not, here they come! • Questions????