Understanding and Managing a Multi-Generational Workforce: Insights and Strategies

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Explore the dynamics of multi-generational workforces, understanding different generations and their influences, and learn strategies for effective management. Gain insights into the key factors shaping perspectives across generations and how to bridge these gaps for successful collaboration and productivity in the workplace.


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  1. Managing a Multi- Generational Workforce Rebecca Pomering, Chief Practice Officer 1

  2. DISCLAIMERS Trends and generalization are interesting Beware of defining people by their stereotypes The key is really thinking about where other people are coming from and what might influence their perspective (and what might influence your own) 2

  3. DEFINITION OF A GENERATION Generations are comprised of people who: o share a similar age and life stage o have been shaped during their formative years by similar conditions and technologies o have lived through the same events and experiences which have impacted them Common Experiences Shared Values 3 Source: McKrindle

  4. UNDERSTANDING THE GENERATIONS What influenced their perspective? o Politics o World affairs o Economy o Relationships with adults/parents o Inventions and technology o Common experiences How does that influence their perspective? How does that influence how you work with them? 4

  5. WHATS AHEAD (OR HAPPENING NOW) 5 Source: UNC Executive Development

  6. THE TRADITIONALISTS (1900-1945, 72 YRS+) Great Depression World War II Duty, honor, country, national pride Dedication, sacrifice, discipline, patience Conformity, blending, unity We First Hard, hard times then prosperity Doing a good job was most important Workplace loyalty Age = Seniority 6 Source: Marston Communications, in part

  7. THE BABY BOOMERS (1946-1964, 53-71 YRS) Vietnam Moon landing Civil/women s rights Workaholic ; competitive Success is largely visible trophies, plaques, lifestyle elements Optimistic Consumers Defined by their job 7 Source: Marston Communications, in part

  8. GENERATION X (1965-1976, 41-52 YRS) Fall of Berlin Wall Gulf War Came of age when our national institutions under fire Layoffs end of lifelong employment. This company never promised you anything. Suspicious of Boomers values Raised as their parent s friends Had to learn to fend for themselves; Very self-reliant Free agents Cynical and pessimistic 8 Source: Marston Communications, in part

  9. MILLENNIALS (1977-1997, 20-40 YRS) 9/11 Optimistic & self-confident Individualistic yet group oriented Difficulty focusing on non-stimulating stuff Busy Helicopter parented Like X , raised as their parent s friends Race and gender neutral Geography neutral Community/service oriented Ambitious yet appear aimless 9 Source: Marston Communications, in part

  10. GEN Z (AFTER 1995, UNDER 22 YEARS) Shaped by a decade of war & economic uncertainty Dubious & fearful of short-term safety & long-term prospects Conscientious, hard-working, somewhat anxious and mindful of the future Pragmatic; Lower expectations & modest demands Thinking of their future more like children of the 30 s Technology revolution is complete completely connected Most access 5+ screens daily; 41% of time is spent with computers; 40% say working wi-fi is more important than working bathrooms Yet human connection more important than ever (highly engaged parents, teachers, counselors) Social media use is more anonymous than Millenials; privacy concerns 10 Source: Gen Guru

  11. GEN Z DATA 60 million Gen Z-ers (even more than millennials) 75% believe there are good ways to get an education other than going to college 76% are willing to start at the bottom of the ladder and work their way up 91% say technological sophistication impacts where they want to work 82% prefer face-to-face communication Hyper-customization: 56% want to write their own job description; 62% want to design their own career path Average attention span: 8 seconds 32% have a parent that started their own business; entrepreneurship is in their DNA 75% wish their current hobby could become their full time job 11 Source: Gen Guru

  12. GENERATIONS: 2020 PROJECTION 2020: National Projection 1% 7% 22% Traditionalists Baby Boomers Gen X Gen Y 50% 20% Gen Z 12 Source: Future Workplace Survey

  13. GENERATIONAL REPETITION Each generation assumes the following generations will want what they have and will share their same definition of success Each generation then believes the following generations should pay their dues the same way to earn that success With a few exceptions, each generation thinks the following generation has had it much easier 13 Source: Marston Communications

  14. WORKPLACE CHARACTERISTICS Traditionalists Baby Boomers Generation X Millennials Work Ethic & Values Hard Work Respect Authority Sacrifice Duty before fun Adhere to rules Workaholics Work efficiently Crusading causes Personal fulfillment Desire quality Question authority Eliminate the task Self reliance Want structure and direction Skeptical What s next Multi tasking Tenacity Entrepreneurial Tolerant Goal-oriented Attitude Accepting & trusting of authority & hierarchy Accept the rules as created by the Traditionalists Only question authority; branded as cynics & skeptics Ok with authority that earns their respect Time A currency to be invested in their future A currency to be invested in their future A currency they are reluctant to give away A currency they are reluctant to give away Work Ethic Defined by punch clock Visibility is they key What does it matter when I work, as long as I get the job done? It is five o clock I have another life to get to. Feedback & Rewards No news is good news Satisfaction in a job well done Don t appreciate it Money Title recognition Sorry to interrupt, but how am I doing? Freedom is the best reward Whenever I want it, at the push of a button Meaningful work 14 Source: FDU Magazine Online, in part

  15. MANAGING BOOMERS AND TRADITIONALISTS I really appreciate how hard you work and amount of time you put in here. We re lucky to have you. What can we do to make you even more effective at your work? Give them another Certificate of Achievement 15

  16. MANAGING XERS AND MILLENNIALS I know this work isn t your life and it shouldn t be. But while you re here let s agree to some things that you ll be accountable for that will benefit you, me, and our customers. Wow. You ve really worked hard today. Why don t you take off early today or plan on coming in a little late tomorrow. 16

  17. MANAGING ZS We have all the best technology here AND I d also like to get to know you and build a personal relationship with you. You can be secure and design your dream job here. 17

  18. WORKPLACE COMMUNICATIONS Traditionalists Baby Boomers Generation X Millennials Formal memo In person Direct Immediate Email Voicemail Communicat ions Detail; prose-style writing Chunk it down but give me everything Get to the point what do I need to know? If and when I need it, I ll find it online Content Relevance & trusting of authority & hierarchy Relevance to the bottom line & my rewards Relevance to what matters to me Relevance to now, today, and my role Context Formal Semi Formal Not so serious; irreverent Eye-catching; fun Style Print & email; face to face dialogue or by phone; some online info & interaction Print & email; face to face dialogue; online tools & resources Online; some face to face meetings (if really needed); games, technological interaction Online; wired; seamlessly connected through technology Tactics In digestible amounts As needed Whenever Constant Frequency Attainable within reasonable time frame Available; handy Immediate; when I need it Five minutes ago Speed 18

  19. WORKING IN TEAMS Matures Produces quality. Not in it for individual recognition. Work is done in proximity to one another. Boomers Everyone works until all the work is finished. Long and hard hours. Committed to each other. Gen X Teams are not defined by proximity. Each person has a unique role. Millennial What will I get out of this team? Z Expects to play their part and work their way up. 19

  20. PREPARING FOR THE NEW WORKFORCE Foster an appreciation for diversity in background and work styles: diverse perspectives will create a better business and better business results Educate employees and help them understand the perspectives of others Facilitate cross-generational (and cross-gender) mentoring Offer options training and communication in multiple formats, flexibility in work options Personalize experiences as much as possible Encourage collaboration, communication & feedback 20

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