Organizational Culture and Generational Myths in the Workplace
Data - Myths - Action
Organizational Culture
for the Multigenerational
Workplace
About Quantum Workplace
Dr. Shane McFeely
Lead Researcher
Quantum Workplace
Our employee success software helps
organizations improve employee engagement and
performance so they can grow and succeed.
Teresa Preister
Senior Insights Analyst
Quantum Workplace
•
Unpacking Organizational Culture
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Myth-Busting: Generations in the Workplace
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Building Culture – a discussion
•
Q & A
Agenda
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Unpacking
Organizational
Culture
Why Organizational Culture
is Top of Mind
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Rise of remote and hybrid work
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The Great Recruitment
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Competitive labor market
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Culture has gone viral
Access the research at
quantumworkplace.com/evanta
Culture Shift
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Defining
Organizational
Culture
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Being intentional with culture
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Every organization has a culture
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If you are not shaping it, someone
or something else is
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Your culture is not benefiting your
organization if it is not strengthening
employee engagement
23%
42%
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Top 3 Results
Bottom 3 Results
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Myth Busting:
Generations in the
Workplace
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W
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54%
53%
50%
37%
33%
28%
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There is no evidence that younger employees in the workforce are all that
different than those 20 or more years ago.
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Focusing on generations can steal the focus from creating a culture that is
good for all employees
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Generations represent protected workplace classes
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There are many myths and generalizations about generations, which risks
stereotyping
Myth #1
Generational Explanations are Obvious
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Generations have been oversimplified
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Other time-based factors are more likely
explanations for variation
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Specific birth year ranges vary substantially
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Meta-analytic findings show no differences in job
satisfaction, job hopping, workforce participation, or
narcissism
Myth #2
Generations Need to be Managed at Work
-
Leaders should work to create a strong culture for
everyone, regardless of age
-
It is more effective to manage
perceptions
of
generations, rather than generations themselves
-
Organizations are open to liability by managing
individuals based on generation
Myth #3
Younger Generations are Disrupting Work
-
Changes in the workplace are more likely due to the
uniqueness of the current period in time and the
innovations and changes that occur as a result
-
Blaming members of any generation for the work
environment is a form of uniqueness bias
Myth #4
Talking about Generations is harmless
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Legal risks - promotes agism
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Increases gap and closes off the conversation
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Risk to inclusivity
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How can we create a culture that everyone can thrive in?
3 ways to be
intentional about
your culture
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Defining
Organizational
Culture
H
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Approach to
Performance
Management
1
What is one word you would use to
describe your emotional state or
reaction to performance
management?
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Performance Management:
Top 5 Drivers of Employee Engagement
1.
Employee recognition
2.
Fair performance evaluation
3.
Effective, ongoing feedback
4.
Goal alignment
5.
Employee empowerment
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Designing for success
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Don’t perpetuate broken performance management practices
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Create a culture of effective employee feedback and listening
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Empower people leaders to have more continuous conversations
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Align individual goals with team and organizational goals
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Ensure performance practices are fair and transparent
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Start where you are and don't change it all at once
What is one thing that you have seen
or experienced that was PM done
right?
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What is one thing that went wrong?
Trust in
Leadership
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What does it mean to trust leaders?
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Make company vision, strategy, goals, and progress clear
•
Ensure communication is frequent, transparent, and relevant
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Create sustainable communication practices
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Listen to employees and acknowledge how you use their feedback
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"Talk the talk" and "walk the walk"
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Allow employees to see leaders as people
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What is one thing you have seen or
experienced that was trust done right?
What is one way trust was
done wrong?
Employee
Recognition
3
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Is employee recognition a business
priority?
Why? Why not?
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Designing for success
•
Recognize employees for performance core to your mission
•
Recognize behaviors that align with core values
•
Think beyond rewards & focus on authentic recognition
•
Individualize recognition to employee values & preferences
•
Consider how recognition weaves through all you do
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What is one thing you have seen or
experienced that was employee
recognition done right?
What was one thing that felt wrong
or toxic?
Q
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Connect with us on LinkedIn
quantumworkplace.com
Learn more about
Quantum Workplace
Thank you!
linkedin.com/in/teresapreister/
linkedin.com/in/shane-mcfeely
Explore the impact of organizational culture on employee engagement, the aspects shaping workplace culture, and the debunking of generational myths in the modern workforce. Discover how leadership can create a cohesive culture that benefits employees of all generations.
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Presentation Transcript
COMMUNICATE MAKE DECISIONS HOW WE DO THINGS BEHAVE CELEBRATE REWARD & RECOGNIZE
In which of the following aspects of your workplace do you experience your organization's culture most strongly? Mission or values statement Recognition or celebrations Approach to employee performance Rituals or norms Onboarding or training Physical workspace
Why myth bust? - There is no evidence that younger employees in the workforce are all that different than those 20 or more years ago. - Focusing on generations can steal the focus from creating a culture that is good for all employees - Generations represent protected workplace classes - There are many myths and generalizations about generations, which risks stereotyping
Generational Explanations are Obvious - Generations have been oversimplified - Other time-based factors are more likely explanations for variation - Specific birth year ranges vary substantially - Meta-analytic findings show no differences in job satisfaction, job hopping, workforce participation, or narcissism
Generations Need to be Managed at Work - Leaders should work to create a strong culture for everyone, regardless of age - It is more effective to manage perceptions of generations, rather than generations themselves - Organizations are open to liability by managing individuals based on generation
Younger Generations are Disrupting Work - Changes in the workplace are more likely due to the uniqueness of the current period in time and the innovations and changes that occur as a result - Blaming members of any generation for the work environment is a form of uniqueness bias
Talking about Generations is harmless - Legal risks - promotes agism - Increases gap and closes off the conversation - Risk to inclusivity
Workplace Management for All How can we create a culture that everyone can thrive in?
COMMUNICATE MAKE DECISIONS HOW WE DO THINGS BEHAVE CELEBRATE REWARD & RECOGNIZE
What is one word you would use to describe your emotional state or reaction to performance management?
36% of employees prefer weekly performance conversations with their managers.
What is one thing that you have seen or experienced that was PM done right? What is one thing that went wrong?
Who is responsible for creating and shaping your organization's culture?
"I trust our senior leaders to lead the company to future success."
What is one thing you have seen or experienced that was trust done right? What is one way trust was done wrong?
Is employee recognition a business priority? Why? Why not?
"If I contribute to the organization's success, I know I will be recognized." When employees believe they will be recognized, they are 2.7x more likely to be highly engaged.
What is one thing you have seen or experienced that was employee recognition done right? What was one thing that felt wrong or toxic?
Question & Response
linkedin.com/in/shane-mcfeely linkedin.com/in/teresapreister/
