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Tools for Understanding the Extension Multigenerational Workplace

Tools for Understanding the Extension Multigenerational Workplace. Adapted and Development by Dr Dallas L. Holmes, Extension Specialist Diversity and Civil Rights. Goals. Goals for this diversity discussion are to help Extension educators and leaders:

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Tools for Understanding the Extension Multigenerational Workplace

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  1. Tools for Understanding the Extension Multigenerational Workplace Adapted and Development by Dr Dallas L. Holmes, Extension Specialist Diversity and Civil Rights

  2. Goals Goals for this diversity discussion are to help Extension educators and leaders: • Understand and appreciate age diversity. • Learn practical ideas on how to attract, motivate, and keep great employees of all age groups in the Extension organization.

  3. Some Statistics • The labor force is at the lowest rate since the 1930’s and the US birth rate continues to decline. • By 2025, 1 in 5 workers will be over age 55. The slowing of the workforce translates to an estimated shortfall of 20 million workers over the next 20 years. Adapted from: K. Tyler, Neckties to Nose Rings (2002)

  4. Implications • Employers will need to recruit and embrace diversity in the workforce. • Companies must welcome retiree-age employees to remain on board and transfer skills. Adapted from: K. Tyler, Neckties to Nose Rings (2002)

  5. Implications • The fastest-growing occupations across developed nations are knowledge based, meaning the position requires formal education or advanced training. • Given that knowledge is a scare resource; Extension must capitalize on it by inviting and nurturing the best people. Adapted from: K. Tyler, Neckties to Nose Rings (2002)

  6. Understanding Generations • Never before has there been a workforce and workplace so diverse in race, gender, and ethnicity. (Zemke, et al., 2000) • We have four generations working side-by-side in the Extension organization for the first time in history. • All have unique experiences and attributes which influence their attitudes towards work. • Adapted from: Recognition Management Institute, 2000

  7. Understanding Generations • A group of people defined by age boundaries • Those who were born during a certain era and share similar experiences growing up. They have common cultural or social characteristics and attitudes. Their values and attitudes, particularly about work-related topics, tend to be similar, based on their shared experiences during their formative years. • Adapted from: Recognition Management Institute, 2000

  8. Understanding Generations • Psychologists, sociologists, and everyday managers have identified important differences between these generations in the way they approach work, work-life balance, employee loyalty, authority, and other important issues. Notter Consulting, 2002

  9. Understanding Generations • Some differences can be attributed to individual differences, such as levels of experience, levels of financial and family commitments, depth of personal development, political awareness, and emotional maturity. Source: www.aukland.ac.nz/uoa/about/news/articles/2005/11/generational_differences.cfm

  10. Understanding Generations • A lack of understanding across generations can have detrimental effects on communication and working relationships and undermine effective services. Dittmann, Generational Differences at Work, June 2005

  11. Generations by Year of Birth • Researchers have divided today’s workforce into four generations:

  12. Statistics

  13. Major Events That Affected Values of Seniors • Great Depression- Sacrifice and hard times • World War II • Social Security Mandatory • Industrialization • Korean War

  14. Major Events That Affected Values of Boomers • TV • Civil Rights Movement • Protests • Rock and Roll • Charismatic Leadership • Baseball Heroes • Larger than life politicians and Movie stars

  15. Major Events That Affected Values of Gen-Xers • Man on the Moon • Challenger Explosion • Aids • Video Games • Latchkey Upbringing • Personal Computers • Political Scandal – Tell all biographies • Repentant Religious leaders

  16. Major Events That Affected Values of Millenials • Internet- Technological integration • Fall of Berlin Wall • O. J. Simpson & Casey Anthony Trials • Columbine and Norwegian Shootings • September 11thTragedy • Iran and Afghanistan Wars- Global perspectives • Some economic prosperity- Market melt downs

  17. Valuing Generational Differences Recognition Management Institute – Saunderson (2000) Strengths Problems

  18. Family Life and Values

  19. The Generations at Work

  20. Attitudes about work…

  21. Leadership and Authority Traditionalist • Hierarchy - Leadership • Respectful - Authority Baby Boomer • Consensus - Leadership • Love Hate - Authority Generation X • Competence - Leadership • Unimpressed - Authority Millennials • Teamwork – Leadership • Respectful. but autonomous

  22. We Have a Problem! Issues of: Retention Recruitment Productivity Employee Satisfaction Customer Satisfaction

  23. Why Do People Do What they Do? Adapted from Recognition Management Institute – Saunderson (2000) • History • Culture • Values, Beliefs • Other…? Beliefs Behavior Results

  24. Commonalities • Employees of all generations have one thing in common. They need one good reason they should put their full faith in any one company. • Trust is common, no matter the age. Adapted from: K. Tyler, Neckties to Nose Rings (2002)

  25. Dealing With Generational Differences

  26. Recruiting Tips • Find out what motivates them • Find out what would cause them to leave the organization • Treat them as they want to be treated • People work for people not a company • Hire the best person for the job • Equip people with the necessary skills Adapted from: Recognition Management Institute, 2000

  27. Employee RetentionTips • Make more time for orientation of new people • Communicate goals clearly • Demonstrate respect for the lives of others outside of the workplace Adapted from: Recognition Management Institute, 2000

  28. Recognition Tips • Recognition is personal. Find out preferences for type of recognition. • Recognition is about people and relationships, not things. • Learn to say and show “thank you” in many different ways. • Demonstrate that you trust people • Making time for recognition is simply a choice. Adapted from: Recognition Management Institute, 2000

  29. Retention Tips • Ask people how they learn best. • When people ask for the tools to do their work, give them the tools. • Provide the latest technology as monies permit. • Expect, plan for personal and professional development. • Communicate about how well they are doing and where they can improve. • Set goals and help with the plan to achieve them. Adapted from: Recognition Management Institute, 2000

  30. References Dittmann, (June 2005). Generational Differences at Work. Notter Consulting (2002). Generational Diversity in the Workplace. Tyler, K. (2002). Neckties to Nose Rings: Earning the trust of a Multi- Generational workforce: www.businessleader.com/bl/aug02/necktiestonoserings.html Remson, D. (2006). Thriving in the Multi-generational Workplace. Saunderson, R. (2000). Managing Generational Differences in the Workplace, Recognition Management Institute. Other Sources David Remson’s, November 2006 Brenda L. Romano, Managing Generations, International Builders Exchange Executives.

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