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Understanding Today s Multigenerational Workforce

Learning objectives . Define the formation of a generation.Identify national events that influenced each generation's values.Identify current workforce composite and 2010 projections.Discuss differences between generations and sources of conflict. Learn to manage across generations and create

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Understanding Today s Multigenerational Workforce

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    1. Understanding Today’s Multigenerational Workforce

    2. Learning objectives… Define the formation of a generation. Identify national events that influenced each generation’s values. Identify current workforce composite and 2010 projections. Discuss differences between generations and sources of conflict. Learn to manage across generations and create an inclusive environment. Identify how to recruit and retain each generation.

    3. The Formation of a Generation A society-wide peer group, born over 20 years, who collectively possess a common persona.1 Demographers define a generation by critical national events that occur in childhood, which are later shaped by early adulthood conscious decisions and actions.2 Example: Veteran’s generation was shaped by the Great Depression, which later influenced their spending and saving habits.

    4. Veterans (1925 – 1945)

    5. Baby Boomers (1946 – 1964)

    6. Generation X (1965 – 1980)

    7. Generation Y (1980 – 2000)

    8. Current Workforce Composite

    9. 2010 Workforce Projections Women will represent almost 48 percent of workforce. 75 percent of women will be of childbearing years. Women over 55 will make up 11 percent of workforce. Hispanics and Asians will increase most rapidly. Black labor force is projected to grow by 21 percent.

    10. Identifying Generational Differences: Who Wants to be a Millionaire? Objective: Increase generational knowledge to improve communication and understanding in the workplace. Instructions: Partners review the multigenerational matrix. Focus on the content within each category. Who wants to be a Millionaire? One volunteer to win a million!

    11. $5,000 Question

    12. Oops, try again!

    13. Winner!

    14. Not us!

    15. Are you kidding – try again!

    16. $5,000 Question

    17. Love the idea, but not us. Sorry!

    18. Give me the money – skip the notes.

    19. We want to hear, “we need you” – sorry!

    20. Terrific – you’re a winner!

    21. $10,000 Question

    22. Bingo! You’re right – we are self-reliant and take responsibility for our own success.

    23. We are sister generations – but not that close.

    24. Sorry, not us.

    25. Good guess – but no carrot!

    26. $10,000 Question

    27. We are the “why” babies and ask a lot of questions. Sorry.

    28. Not us – we’re accused of being whiners!

    29. We were rule breakers and marched on Washington – sorry.

    30. You’re a winner!

    31. $10,000 Question

    32. Not us – sorry!

    33. Correct - but we disagree ?

    34. We’re workaholics – sorry, not us.

    35. We’ve been known to work to 2-3 jobs! Sorry.

    36. $20,000 Question

    37. Hooray – you’re a winner!

    38. We love balance and fun – but it’s not us you’re looking for. Sorry.

    39. Good guess – sorry!

    40. We like to mentor others – sorry.

    41. $20,000 Question

    42. We are optimistic, but not who you’re looking for – sorry.

    43. Optimism is not our strong suit – sorry.

    44. We believe in possibilities – congratulations!

    45. Sorry.

    46. $20,000 Question

    47. We were coddled and the world was our oyster…but, not who you’re looking for. Sorry.

    48. You’re a winner – and, we exceeded expectations !

    49. We were the Cleavers – sorry ?

    50. What is a latchkey? Sorry.

    51. $30,000 Question

    53. Sources of Intergenerational Conflict

    54. Managing Across Generations

    55. Create an Inclusive Environment Provide manager and staff training. Encourage team building. Establish knowledge transfer programs. Encourage collaborative decision making. Use multiple communication channels. Recognize efforts of all employees. Create succession plans and professional development. Offer flexible benefits and work situations.

    56. Aging Workforce By 2012, it is projected that 42 percent of workers in the USA will be 45+ older, up from only 37 percent in 2002. Between 2002 and 2012, the number of workers ages 45 and older will grow by nearly 27 percent. Workers ages 16 to 44 are expected to grow by only 3 percent. Work Ethic – workplace etiquette – attitudes, practices, and perceptions clearly differ among generations Work hours: Number of hours worked vs. quality/quantity of work accomplished Punctuality – What does it mean to be “on time”? Salary expectations Professional dress “Paying dues” – expectations for pace of advancement vs. experience/seniority Organizational Hierarchy Older employees tend to accept hierarchies Younger generations resist formal structures Younger generations tend to have more informal relationships with supervisors Older employees can resist/resent supervision by younger employees Dealing with Change Younger employees tend to - - adapt to change more easily than older employees Use rapidly changing technologies Accept different ways of accomplishing work Adapt to organizational restructuring Change career paths and move among organizations Managing Technology Use variety of communication forms to transmit important information broadly Each generation has varying levels of comfort with different technologies; different opinions about when and what are appropriate uses for them. Email, cell phones, Blackberries, Palm pilots, Web Work Ethic – workplace etiquette – attitudes, practices, and perceptions clearly differ among generations Work hours: Number of hours worked vs. quality/quantity of work accomplished Punctuality – What does it mean to be “on time”? Salary expectations Professional dress “Paying dues” – expectations for pace of advancement vs. experience/seniority Organizational Hierarchy Older employees tend to accept hierarchies Younger generations resist formal structures Younger generations tend to have more informal relationships with supervisors Older employees can resist/resent supervision by younger employees Dealing with Change Younger employees tend to - - adapt to change more easily than older employees Use rapidly changing technologies Accept different ways of accomplishing work Adapt to organizational restructuring Change career paths and move among organizations Managing Technology Use variety of communication forms to transmit important information broadly Each generation has varying levels of comfort with different technologies; different opinions about when and what are appropriate uses for them. Email, cell phones, Blackberries, Palm pilots, Web

    57. Multigenerational Recruitment Train staff and hiring personnel about the uniqueness of each generation, as part of diversity training. When interviewing, highlight benefits that appeal to all generations. Offer flexible work schedules. Provide a mentoring program. Offer on-the-job training.

    58. Retention Tactics Use the right mix of financial, personal and cultural factors to produce a sense of fit, loyalty and opportunity. A solid orientation to a new job is key to increased retention. Provide workplace choices. Review employees’ competencies and give feedback in ways that allow the employee to be receptive. Provide flexibility and training options.

    59. Iowa Consortium for Applied Gerontology This presentation was brought to you courtesy of The Iowa Consortium for Applied Gerontology (IACAG). Adaptations were made to the IACAG presentation and sources sited. IACAG is actively working with regional businesses and organizations to create further awareness on this and other related issues concerning the changing dynamics of the marketplace and the workforce. Web site: www.iacag.com/multigen.htm

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