Age Matters: Strategies for Successfully Engaging a Multi-Generational Workforce

1. Age Matters: Strategies for Successfully Engaging a Multi-Generational Workforce Kathleen Cornett, Ph.D. Mary Ann McGrath, Psy. D.

2. Workshop Goals Explore current literature on engaging a multigenerational workforce. Identify demographic and behavioral differences in a multigenerational workforce. Examine the effects of demographic and behavioral differences in a multigenerational workforce. Identify personal strategies for engaging a multigenerational workforce . Understand how a multigenerational workforce contributes to organizational success.

3. For the First Time in American History Workplace demographics span four generations Modern Workers have moved from Machine Age or �assembly lines� through Atomic Age, Space Age, Information Age to the Knowledge age Knowledge worker assets are intellectual capital

4. Age Matters Unique challenges and opportunitiies of engaging a multi-generational workforce in the era of the knowledge worker

5. Engagement Engagement is much more than job satisfaction. Engaged employees demonstrate innovation and creativity. Engaged employees take personal responsibility to make things happen, to make the company (team) successful; and to have an emotional bond to the organization, its mission and vision Engaged workers are the top performers

6. Opportunities When coached properly, employees can become engaged and add real value to the organization In economic good times and bad top performers are sought after by their own company and by the competition.

7. The Rich Mix of Generations Traditionalists (Born 1945 and before) Baby Boom Generation ( Born 1946-1964) Generation X (Born 1965-1980) Millennial Generation (Born 1980-2000)

8. The Traditionalists Born 1945 and before Now 65 and older Accounts for 5% of U.S. labor force Core Values and Behavior Differences Strong work ethic Discipline Stability Silent Generation

9. The Baby Boomers Born between 1946-1964 Now between the ages of 46 and 64 Accounts for 38% of U.S. labor force Core Values and Behavior Differences Strong work ethic Insist on having a voice Strong team orientation Good Communication Skills  

10. The Generation X�ers Born between 1965-1980 Currently 30 � 45 years of age Accounts for 33% of U.S. labor force Core Values and Behavior Differences Latchkey kids/self-reliant Thrive in midst of chaos and change Poised to move into leadership

11. Millennials Born between 1980 and 2000 Under 30 years of age Accounts for 15% of the U.S. workforce Core Values and Behavior Differences Grew up with technology Busiest generation�grew up seeing the world as global, connected and 24/7  Most born mid 1980�s Share some characteristics of Gen X Have a consumer mentality re: education Grew up with structured social interactions, i.e., daycare, camp, after school programs Technically savvy Value instant communication Want work to be �fun� and �meaningful.�Most born mid 1980�s Share some characteristics of Gen X Have a consumer mentality re: education Grew up with structured social interactions, i.e., daycare, camp, after school programs Technically savvy Value instant communication Want work to be �fun� and �meaningful.�

12. How Their Times Shaped Them

13. Traditionalists: Defining Events 1932-33 The Great Depression 1935 Social Security Established 1930s/40s Golden Age of Radio 1937 Disney�s 1st animated feature (Snow White) 1941 Pearl Harbor 1945 WWII ends 1950 Korean War

14. Boomers: Defining Events Economic Prosperity 1950s Popularization of TV 1954 Transistor Radio 1960s Civil Rights Movement 1965 Vietnam War 1963 Assassinations 1969 Moon Landing 1970 Women�s Lib

15. Gen X�ers: Defining Events 1970s/80s Latchkey kids 1973 Global energy crisis 1974 Nixon resigns 1980s Computers (PC) becomes popular 1980 John Lennon killed 1986 Challenger disaster 1989 Berlin Wall falls/Tiananmen Square uprisings

16. Millenials: Defining Events 1990s Grew up with technology 1990 Nelson Mandela released 1995 Bombing of Federal building in OK City 1997 Princess Diana dies 1999 Columbine H.S. shootings 2001 World Trade Center attacks 2002 Enron, WorldCom and other corporate scandals 2003 Iraq War/ Columbia tragedy 2004 Tsunami in the Asian Ocean 2005 Hurricane Katrina

17. Comparing the Generations Traditionalist: Who will do the work? Baby Boomer: The nerve of those Xers Xers: I�ll go for the right lifestyle Millennials: Traditionalist: Who will do the work? Baby Boomer: The nerve of those Xers Xers: I�ll go for the right lifestyle Millennials:

18. Generational Clash in the Workplace Worldwide economy Rapid change in the workplace Downsizing of companies Mergers, acquisitions, consolidations Elimination of middle management Less union activity in companies Seniority only one element of promotion Technology

19. The Result: No job is safe, and no career assured. Causes employees to identify more with their generation and blame other generations for workplace problems and issues. The real generational workplace conflict is based on differences in values, ambitions, views, mindsets, and demographics.

20. Traditionalists at Work Assets Stable Detail oriented Thorough Loyal Hard working Liabilities Inept w/ambiguity and change Reluctant to buck the system Uncomfortable with conflict Reticent when they disagree

21. Traditionalists: Strategies for Success Take plenty of time Give them the �big picture� Emphasize long-term goals Let them share their experience Train on Technology  Don�t stereotype as technophobes Use formality and order Don�t rush it

22. Messages that Motivate Traditionalists �Your experience is respected here.� �It�s important for the rest of us to hear what has, and hasn�t, worked in the past.� �Your perseverance is valued and will be rewarded.�

23. Boomers at Work Assets Service oriented Driven Willing to �go the extra mile� Good at relationships Want to please Good team players Liabilities Not naturally �budget minded� Uncomfortable with conflict Reluctant to go against peers Put process ahead of results Sensitive to feedback Judgmental of those who see things differently

24. Boomers: Strategies for Success  Focus on the near future Focus on challenges Focus on their role  Meetings and team building Provide develop-mental experiences Use business books and training tapes

25. Messages that Motivate Boomers �You are important to our success. �We recognize your unique and important contribution to our team.� What is your vision for this project?� �You are valued.�

26. Gen X�ers at Work Assets Adaptable Techno-literate Independent Not intimidated by authority Creative Liabilities Impatient Poor people skills Inexperienced Cynical

27. Gen X�ers: Strategies for Success Focus on balance Offer them access to many different kinds of information Provide resource lists Electronic support Keep materials brief � bullets/checklists Help them train for another job

28. Messages that Motivate Gen X�ers �Do it your way.� �We�ve got the latest computer technology.� �There aren�t a lot of rules here.� �We�re not very corporate.�

29. Millennials at Work Assets Loyalty Optimism Tolerant Multi-tasking Fast-thinking Technological savvy Liabilities Need for supervision and structure Inexperience, particularly with handling different people issues Service levels are low Rank order of job attributes in order of personal importance: Fun work environment Schedule flexibility Money Professional development Reponsibility Rewards Their youthful, energetic perspectives Their intellect, wit and creativity Their ability, when focused, to get things done You have the opportunity to mentor and develop new professionals and the chance to �stay in touch� with another generation Challenges Lack of reliability Punctuality Scheduling conflicts Lack of motivation Lack of responsibility Insensitivity towards others Can be �unteachable.� What frustrates them � My boss doesn�t really know me My boss doesn�t interact with me very often My boss doesn�t provide me with a good �model� to pattern after; or with clear expectations; or with meaningful work My boss doesn�t take time to train me My boss doesn�t know or reward, what I do My boss is inconsistent My boss is insensitive to my role Clear expectations Ask for input Give responsibility Incrast personal interaction Meaningul balanced feedback Positive work environment Lead by example Recognize effort Reward outcomeRank order of job attributes in order of personal importance: Fun work environment Schedule flexibility Money Professional development Reponsibility Rewards Their youthful, energetic perspectives Their intellect, wit and creativity Their ability, when focused, to get things done You have the opportunity to mentor and develop new professionals and the chance to �stay in touch� with another generation Challenges Lack of reliability Punctuality Scheduling conflicts Lack of motivation Lack of responsibility Insensitivity towards others Can be �unteachable.� What frustrates them � My boss doesn�t really know me My boss doesn�t interact with me very often My boss doesn�t provide me with a good �model� to pattern after; or with clear expectations; or with meaningful work My boss doesn�t take time to train me My boss doesn�t know or reward, what I do My boss is inconsistent My boss is insensitive to my role Clear expectations Ask for input Give responsibility Incrast personal interaction Meaningul balanced feedback Positive work environment Lead by example Recognize effort Reward outcome

30. Millennials: Strategies for Success Take plenty of time Let them know what they do matters Communicate expectations Focus on customer service and interpersonal skills Model the behavior you want to see Large teams with strong leadership Well written job descriptions Clear performance expectations Effective interview process Structured, thorough orientation Established training plan Performance support systems (mentors, resources, feedback, on-going training, etc.) Focus on the staff�s professional developmment whenever possible Ask for input on policy and procedural decisions, this will allow the staff to create �buy in� to their positions Help them to understand the �process� that goes into all decision making. Well written job descriptions Clear performance expectations Effective interview process Structured, thorough orientation Established training plan Performance support systems (mentors, resources, feedback, on-going training, etc.) Focus on the staff�s professional developmment whenever possible Ask for input on policy and procedural decisions, this will allow the staff to create �buy in� to their positions Help them to understand the �process� that goes into all decision making.

31. Messages that Motivate Millennials �We provide equal opportunities here.� �Your mentor is in his/her sixties.� �You are making a positive difference to our company.� �You handled that situation well.� Clear expectations Ask for input Give responsibility Increase personal interaction Meaningful balanced feedback Positive work environment Lead by example Recognize effort Reward outcome What doesn�t work Threats, anger and other parental responses Micro management Isolation, ignoring Belittling or minimizing contribution Extending chance after chance after chance Clear expectations Ask for input Give responsibility Increase personal interaction Meaningful balanced feedback Positive work environment Lead by example Recognize effort Reward outcome What doesn�t work Threats, anger and other parental responses Micro management Isolation, ignoring Belittling or minimizing contribution Extending chance after chance after chance

32. Best Practices for Managing a Multi-Generational Workforce Know your company�s demographics Be Flexible to the needs and wants of the different generations Build on Strengths Provide Training Encourage Mentoring Embrace Diversity