Understanding and Communicating with Today’s Workforce

1. Understanding and Communicating with Today’s Workforce Tom Dondore, SPHR, Michael H. Scheerer, M.ED., MBA HRS/TND Associates, Inc. 610 371 9505 www.hrstndassociates.com

2. Four Generations At Work • The critical differences among the four generations in today’s workforce • The unique learning and development issues associated with the four generations • Do’s and don’ts for learning climates that meet the needs of each generation • Actions you can take to bridge the generation gap through training and development

3. The Challenge • Today’s workforce spans four generations, as Americans live and work longer • Each contributes its own values, attitudes and perceptions to an evolving workplace “Every person is in many respects… … like all other people … like some other people …like no other person.”

4. Who they are… • Traditionalists 1922-1945 • Baby boomers 1946-1964 • Generation X 1965-1980 • Millennials 1981-2000 *YMMV*

5. How we are dispersed…

6. Generations in the workplace: So What? • Differences can affect interpersonal, team, and supervisor interactions • Supervisors who understand uniqueness of each generation can design strategies that bridge generations

7. Evidence of generation gaps • 75% of workers age 55+ say they relate well to younger co-workers • Only 56% of younger employees relate well to older workers • 40% aware of intergenerational conflict #1 - conflicts about acceptable work hours #2 - believe others don’t respect them • Other issues: • Work ethics • Organizational hierarchy • Technology issues • Dealing with change

8. The Generational Imperative Employers must hire, retain, and gain the full contribution of the most talented employees across all generations.

9. How the generations differ • Values • Attitudes toward work • Work styles • Job satisfaction criteria • Commitment level to organization • Social, political, economic issues • Education

10. How the generations differ • Preferred leadership approach • Communication Style • Motivational buttons • How they interact with others • Preferred approach to feedback • View toward the company

11. How the generations differ • Work vs. personal life • Desired rewards • Financial behaviors • Relationship with technology • Expectations • Familial structure and influence

12. The Timeline

13. Traits

15. Silents-Traditionalists in the Workplace Contribution, Tradition, Loyalty • Disciplined and committed • Civic minded and group oriented • Significant knowledge legacy • Willing to reinvent themselves • Appreciate courtesy

16. Boomers in the Workplace Individuality, Effort, Improvement • Corporate navigators and change agents • Drive to compete and excel • Relationship oriented • Hard work = Badge of Honor • Searching their souls

17. Xer’s in the Workplace Independence, Options, Pragmatism • Diverse and entrepreneurial • Flexible and adaptable • Outcome oriented • I’m having a life – right now! • Emerging family issues

18. Millennials in the Workplace Informal, Planful, Achievement • Digital natives • Multi-taskers • Power of the group • Multi-cultural • Well-educated

19. So what? • Think of the last time you heard comments like these … • You’re right but I’m the boss! • Just do your job! • I remember when … • The kid wants a promotion after six months on the job! • No!

20. New management challenges • People no longer get a job & want to be there 25 years • Younger employees may quit traditional organizations because older workforce does not know how to manage them properly • Bosses are getting younger … an issue for older workers

21. Training and Development • Emerging employer practices: • Add age as a diversity factor – awareness of age stereotypes • “The older generation are set in their ways” • Train managers to handle differences • “Their interests and values are not the same” • Train older workers on technology • Emphasize lifelong learning

22. Transferring Knowledge • Emerging employer practices: • Mentoring and “reverse” mentoring • What can be learned and gained from older and younger co-workers

23. Intergenerational Team Building • Training programs to: • Build trust • Develop effective interpersonal & team communication • Facilitate team problem solving • Expand team capabilities

24. Benefits to the organization • Reduce stress from intergenerational conflict • Generational perspectives result in better quality of work • Maximizes productivity of an age-diverse workforce

25. How To Make It Work • Management courses teach importance of ‘knowing you staff’.  • What’s important to your people?  • What motivates them outside the workplace?  • A desire for children get into a good college?  • To finish a marathon? • What excites and motivates your people regardless of generation?

26. How To Make It Work • This topic is based on generalizations. • Don’t over generalize. • Everyone does NOT fit neatly into a category! • Some Gen Y folks act like X’ers. • Avoid the temptation to be a negative Pygmalion.

27. Management Action • Be aware Do you have 4 generations? Will you? • Be enlightening Educate your employees & managers. • Be open Talk about these issues … listen! • Be a good example Model respect and understanding. • Be creative Question the fact that one benefit package fits all

28. Remember … • Don’t be the person who “uses statistics like a lamppost … for support rather than illumination”! … Andrew Lang