Generational Interface Successfully Working Across Generation Lines X420 Discussion #95

None of the requirements of today’s workforce are driven by the needs and expectations of any one generation!

Workplace 2006 is Here Pre-1946 1946-1964 1965-1981 1982-2000 Veterans or Traditionalists Baby Boomers Gen Xers Millennials Birth Years Pre-1946 1946-1964 1965-1981 1982-2000 Population Size 75 million (25% still in Workplace) 80 million 46 million 76 million Influences Great Depression; WWII; GI Bill Economic Prosperity; Vietnam; Watergate; Protest; Human rights; Promiscuity; Drugs; Rock n roll; Dual incomes MTV; Personal Computers; Divorce; AIDS; Drugs; Loss of “world” safety Technology; The Media; Gangs; Pervasive violence; Greater gulf between haves and have-nots

Number 1 Reason for Keeping or Changing Jobs Veterans Boomers Gen Xers Millenials Loyalty to Customers Making a Difference Building a Career Work that has Meaning

Veteran Traits Patriotic; Loyal Conservative Faith in Institutions Value hard work; High work ethic Respect military model, authority, law & order Experience

Baby Boomer Traits Idealistic & Optimistic Tough competition for jobs & promotions; highly competitive Question authority Believe hard work and dedication will gain them recognition and rewards Value health, wellness, personal growth, and involvement Experienced; Team-workers; Skilled at mentoring

Generation X Traits Resourceful Comfortable with change Self-reliant & Adaptable Saw Vets & Boomers downsized—know the “paternal corporation” is history; distrust institutions Info-highway pioneers Generation that got rid of “The Box”

Millennials Traits AKA “The Digital Generation” Cyber literate Integrated Techno Savvy Expect 24 hour info Realistic Environmentally conscious Will try anything

Friction & Conflict The most common intergenerational problems concern managing & motivating It’s hard to motivate, coach and give assignments to someone you don’t understand

Negative Stereotypes

Veterans Can’t learn technology Refuse to give up the reins Non-engaged

Boomers Materialistic Work hard not smart “Sold out” their ideals Heavily in debt Not loyal

Gen Xers Haven’t paid their dues Too young for management Say what they think Slackers Aggressive Annoying Loud

Millennials Unaware of lack of skills Require excessive affirmation MTV generation

What are Values? Things that define the type of person we are or want to be Set of guiding principles Framework to help us to decide the “right thing to do”

Veteran Values Job stability Long-term careers Great reputation Fiscal responsibility Take care of possessions & responsibilities

Boomer Values Who am I? Where did my passion go? Seek organizations with integrity Politically correct Eager to put their stamp on things Good pay Community involvement

Gen X Values Be my own boss Team environment contrasted with entrepreneurial spirit Advancement opportunity

Millennial Values High value on education High value on life style balance Work is NOT the most important thing Stepping stone for future opportunities High tech Innovative Diverse workforce Be my own boss

Recruitment Engagement Management & Retention

Veterans Recognize their loyalty and experience Select activities that help them show what they know Remember that traditionalists have career paths too Focus on evolution not revolution

Boomers Be aware of their competitive nature Acknowledge their contributions Focus on how they can make an impact Offer continued training opportunities—especially life skills & balance

Gen Xers Respect their skepticism Establish your credentials Show you have a sense of humor Let them know you like them Talk about how training applies to their careers, not just their jobs

Millennials Don’t assume they are all at the same level of training Expect to do some remedial training Teach in shorter modules Make it fun! Help them to visualize how the training applies to their jobs Understand they learn best by collaborating

The Workplace as an Institution

Veterans 40% think their companies don’t try hard enough to retain them 70% think a 1-company career is good 48% think training opportunities play a role in staying with their company 73% plan to return to work in some capacity after they retire

Boomers 43% think they lack mentoring opportunities—30% think that contributes to job dissatisfaction 75% think time off would be the greatest reward 35% think a 1-company career is good Prone to workplace burn-out

Gen Xers 30% have left a job due to lack of training opportunities 80% of men put time with family above challenging work or a higher salary Only 17% think a 1-company career is good

Millennials Globally aware Cyber literate Techno-savvy Personal safety is #1 workplace issue Expect diversity in population Expect variety in job

Improving Feedback and Communication

Veterans Typical Behavior Pattern: Action: “No news is good news” May not be sending enough info down the ladder, nor receptive to info coming up the ladder Action: Need training in feedback skills (50% have NEVER received this type of training) Assume they CAN change behaviors

Boomers Typical Behavior Pattern: Action Once a year, formal, documented Action Initiate weekly, informal talks and formally document them

Gen Xers Typical Behavior Pattern: Action: “So how am I doing?” Give feedback all the time & to the point Action: Be available Allow freedom for continuous learning on their career paths Tell it like it is! (Gen Xers have well-tuned BS monitor)

Millennials Typical Behavior Pattern: Action: “I want it with the push of a button.” “Let’s all talk about it.” Action: Initiate the connection; consider electronic connections & newsletter Make it visual Allow them active role in creating their own education and work plans

Performance Rewards

Veterans Seek high-performing traditionalists & mix them with high-potential Xers to transfer the learning Consider alternative scheduling or job sharing Make them feel part of the company culture Help them ease into retirement Recognize the satisfaction of a job well done

Boomers Money, Title, Recognition Recognize them as the first “sandwiched” generation caring for children as well as parents Provide time off with pay Provide life skills and balance training Provide second-career avenues

Gen Xers Xers have shaken up the rewards system Skeptical about jobs & organizations Prefer time with family and outside interests Provide opportunities for personal and professional life development

Millennials Provide work that has meaning

If managers construct a workplace based on a single generation’s expectations of beliefs and conditions, they will alienate at least half of their staff.

Old Workplace Sayings Lean and __________ We don’t have time to train people. We need to hire people who can _____ the _________ Career development is up to the____ If you don’t like it here, ________

Successful Endings to Old Sayings Lean and flexible We budget to train people. We need to hire people who can learn Career development is up to the individual and the organization If you don’t like it here, why?

Traditional Workplace Security from the institution Promotions based on longevity Loyalty to the organization Wait to be told what to do Respect based on position/title

New Generation Workplace Security from within Promotions based on performance Loyalty to themselves Challenge authority You must earn respect—don’t expect one thing from them that you don’t and won’t deliver yourself—be an example

The Challenge Respect everyone’s point of view Practice tolerance Capitalize on the different points of view and styles of every person Clarify for every person his or her role in relation to the mission or goals Make diversity a strength

The Challenge continued Be approachable Take time to be personal Encourage employee growth Help employees see “The Big Picture” Build Morale

Know Your People …and what motivates them.