Navigating an Intergenerational Workforce

1. Navigating an Intergenerational Workforce Respecting generational differences, capitalizing on unique strengths, and innovating in the workforce.

2. What We Will Discuss Today Generational Landscape Capitalizing on Uniqueness • The Agenda Innovating @ Work

3. I have been at this for 50 Years and Counting! • So who am I? put PEOPLE first David Hammond What I believe in… understand EACH generation DEVELOP Relationships

4. So who am I? Some Numbers… David Hammond • Regional Hatchery Manager: • Responsible for 3 facilities consisting of 54 hourly employees and 7 salaried staff encompassing Pilgrims/JBS northwest Georgia poultry operations • Oversight inclusive of $90 million book value across facilities, $15 million fleetoperation costs, and over 170,000,000annual live products produced • Things I am Proud Of: • Cost - top 25% of Industry • Turnover - 0% since 1996 • Perfect attendance - 100% all employees since 2007 • Number 1 ranking - Bio contaminants for the State of Georgia (source Georgia Poultry Laboratory) Regional Sales Manager, Western United States

5. So who are we talking about? ? ? ?

6. Generational Landscape • Let’s find out more about each generation. • Baby Boomers • Gen X • Millennials • Gen Z…? • Born after 1980, they tech-savvy generation is currently the largest age group in the country. Ages from 37 to 23 and are beginning to come into their own in the workforce; fastest growing segment of today's workforce. • Born between 1946 and 1964, this group is also referred to as the "Me" generation. Ages from 72 to 54, are well-established in their careers; most hold positions of power and authority. • Born between 1965 and 1980, this group is often referred to as the “Forgotten” generation. Ages from 53 to 38 and are established in their careers; many hold positions of power and authority. • Born after 1995, this group is also referred to as “iGen.” Ages from 22 down .This generation is right on the heels of Millennials and are starting to enter the workplace. • * Source: Different Motivations for Different Generations of Workers: Boomers, Gen X, Millennials, and Gen Z; John Rampton at Inc.Com

7. Generational Landscape • Lets see what this looks like in the labor market! • Baby Boomers • Gen X • Millennials • Gen Z…? • children of greatest generation • heard first hand about the Depression of 1929 • heard first hand about world at war WW2 • first children of dual income families • expected to finish high school and go to college • be a lifelong dedicated worker to one industry • called "latch key" generation • heroes at the 911 attacks, first responders in the buildings and flight 93 • MTV generation • active as adults, happy work/life balance • entrepreneurial tendencies • ambition drive, start up companies • children of Boomers • dual income, advanced degrees, white collar • were between 11 and 1 years old during 9/11 • born with a computer always in their hands advanced degrees and high tech education • experienced the Great recession 2007-2009 • Parents advised change company regularly • Social media creates new communication • internet users since birth • proficient in all forms of Social Media communication • post 911 homes - find a greater feeling of safety staying home • post great recession homes • high student debt- more receptive to social politics

8. The Labor Force Today • This has immediate impacts on how managers lead their people. • Number of Workers in Millions* • of the U.S. Labor Force • More than a third of the workforce are millennials** • % of the U.S. Labor Force • 2 • Silent Generation • 21 • 25 • Baby Boomers • 33 • 50 • Gen X • Millennials • 35 • 29 • Millennials • Gen X • Baby Boomers • 5 • Gen Z • 1994 • 2017 • * Source: Bureau of Labor, Courtesy of Deloitte Consulting

9. The Labor Force Tomorrow • Labor Force Participation (actual and projected)* • by age • America’s future workforce will be • ~ OLDER~ • than it is today. • * Source: Bureau of Labor Statistics, courtesy of Deloitte Consulting • This should be on the mind of Executives and future leadership.

10. The labor force is changing…it is up to innovative managers and proactive leaders to navigate the change.

11. Capitalizing on Uniqueness • Leadership Vacuum: Younger workers are ready to take the reigns, but want support from experienced workers and to not lose their knowledge or expertise. • Baby Boomers • Gen X • Millennials • Gen Z…? • Exposure to new ways of thinking and technology provides a source of innovation to stagnant or older industries in need of an innovation revolution. • Willingness to continue working provides an opportunity for mentorship and heightened retention of experienced workers in consultant type or part times roles. • Ability and eagerness to fill the leadership vacuum made from retirement of boomers, but wanting support and guidance to not lose knowledge. • Heightened belief in inclusion and diversity of people and of thought holds corporations and governments to high standards of social equality and connectivity. • Racially & Ethnically Diverse: Workers are becoming more and more diverse and aware of cultural differences – the provides an opportunity for innovation through diversity of thought. • Increasingly Female: The workforce is becoming more female – strong employers should innovate on opportunities to engage and utilize working moms and single women • Focus on Social Impact: Younger generations want to know their business leaders will make a positive impact on the world – We are NOT raising poultry, we FEED the world! • Engagement and Flexibility Matters: Workers want flexible work options to find a good balance in life –boomers and millennials – and want to have opportunities to grow and develop at work. • Generational Trends • Emerging Future Trends

12. Innovating @ Work - Tactical Steps • Recruiting • Engaging • Retaining • Become a competitively paying industry - not the cheapest • Create an Industry Brand - “We feed the World" • Become aligned with Millennials and Gen Z in terms of purpose, culture, and professional development • Share real examples of professional development and leadership opportunities and benefits • Offer mentorships, wellness perks, flex scheduling (free lancing, contracting) i.e. Quality Control • Communicate constantly - assist those with lack of confidence and lack of communication skills • Successful companies will create special roles for older workers - mentors, coaches, or subject matter experts • Think out side of the box - loose statements and thought processes of "we have always done it that way" or "we have never done it that way" • Add diversity to your labor pool - gender, age, race, sexual orientation, etc. • Offer continual learning opportunities • Challenge employees to think and listen with open mind • Support younger workers with experienced mentors and experts – remember, its easier and more cost effective to retain rather than to train • Offer creative family friendly benefits - child care assistance, financial planning, pet insurance, etc. • Organize group activities, on site entertainment, or health improvement options - “yoga at the hatchery" • Remember and practice - Diversity and Inclusion (D&I); it matters to new workers and should to existing ones • Remember and practice -Corporate Social Responsibility

13. Enough Slides. • Let’s have a discussion!

14. Thank You

15. YOUR PARTNER FOR A WORRY FREE HATCHERY