Interviewing Across the Generations Pat Delmenhorst Interfaith Older Adult Services & Coordinator, Wisconsin Seasonal Workforce Coalition Form groups of 3 with people you haven’t met before Brainstorm ideas and write them on the handout until 4:10pm Dave Carhart Marketing Director, JobCamp Cornell MBA/MHR 2011 Copyright David Carhart and Pat Delmenhorst, 2010, all rights reserved

Overview Generational trends in the workplace Generational profiles Applying this knowledge to an interview Hot topics: When age is an issue Q&A

Generations in the Workplace Silent Generation Born 1930-1945 Ages 65-80 Baby Boomers Born 1946-1964 Ages 40-64 Generation X Born 1965-1978 Ages 32-45 Millennials Born 1979-1992 Ages 18-31 Sources disagree on exact dates for each generation Trends Profiles Interviews Issues

The Workplace is Changing Much (but not all) of the silent generation is retiring but still impacting the workplace Baby Boomers are planning on working longer Recession hitting retirement accounts Uncertainty with Social Security & Medicare Generation X is moving up the corporate ladder Millenials / Generation Y has entered the workforce Trends Profiles Interviews Issues

The Workplace Today Each generation is different in terms of outlook, leadership, perspective, style and goals. These differences will matter during the hiring process and on the job. To be successful in your job search and career, you need to understand generational differences. Percentages are approximate Trends Profiles Interviews Issues

4 Generations, 4 Questions What were some of the formative historical events for this generation? What values and attitudes might develop as a result of these events and why? What strengths and weaknesses might someone of this generation bring to the workplace? What myths and misconceptions might others have about this generation? Trends Profiles Interviews Issues

Generalizations: Silent Generation Positives Desire experience, not things Created the American Dream Inventions & creativity Strength in the face of adversity Negatives Command and control Expectations of roles and reward Trends Profiles Interviews Issues

Profile: Silent Generation Outlook: Practical Work Ethic: Dedicated View of Authority: Respectful Leadership by: Hierarchy Relationships: Personal Sacrifice Perspective: Civic Trends Profiles Interviews Issues

Generalizations: Baby Boomers Positives Question authority Independence – full circle to original values Family commitments Idealism and social advancement Negatives Distrust of authority Respect for hierarchy Denial of age Cruise control Trends Profiles Interviews Issues

Profile: Baby Boomers Outlook: Optimistic Work Ethic: Driven View of Authority: Love/Hate Leadership by: Consensus Relationships: Personal Gratification Perspective: Team Trends Profiles Interviews Issues

Generalizations: Generation X Positives Independent & entrepreneurial Skills with technology Friendships are important Work to live, not live to work—work/life balance Positives Cynical Desensitization to violence and sex, latchkey kids Consumerism Quick to change jobs and heavy compensation focus Trends Profiles Interviews Issues

Profile: Generation X Outlook: Skeptical Work Ethic: Balanced View of Authority: Unimpressed Leadership by: Competence Relationships: Reluctant to Commit Perspective: Self Trends Profiles Interviews Issues

Generalizations: Millennials (Gen Y / Echo-Boomers) Positives Change is good and natural Teamwork and tolerance for diversity A sense of purpose and mission Community & civic-minded Technology skills Negatives Heightened fear (9/11) Dependence on parents Communication LOL  and over-reliance on technology Instant gratification Grew up bubble-wrapped and over-scheduled Trends Profiles Interviews Issues

Profile: Millennials Outlook: Hopeful about future Work Ethic: Ambitious View of Authority: Relaxed, polite Leadership by: Achievement and teamwork Relationships: Loyal Perspective: Civic Trends Profiles Interviews Issues

Do unto others, keeping their preferences in mind. The Titanium Rule Think about the Golden Rule, but with a twist: Do unto others, keeping their preferences in mind. Trends Profiles Interviews Issues

Put on “Generational Lenses” Pick up on clues to an individuals’ generation: Word choices, mannerisms, gestures and eye contact Dress, style and office decoration Approach to authority, work/life balance, projects, money and relationships Think about what generalizations we’ve talked about are applicable (and which might not be) Trends Profiles Interviews Issues

What Does this Mean in an Interview? Trends Profiles Interviews Issues

Interviewing with the Silent Generation Make appointment and keep it Show respect for their position and the chain of command Dress conservatively and formally Watch the grammar and manners Ask for a follow-up appointment—likely won’t make a decision on the spot Trends Profiles Interviews Issues

Interviewing with a Boomer Approach as a friend Establish rapport Use interactive conversation and story telling Emphasize developmental aspects of experiences Tie yourself with a mission and vision Willing to close the deal—ask for the job Trends Profiles Interviews Issues

Interviewing with Gen Xers Show respect for time and efficiency Dress functionally and take a straightforward approach Knowledge of technology is important Sell yourself and ask for the job Show the impact for them and their bottom line Trends Profiles Interviews Issues

Interviewing with Millennials Collaboration is key Show adaptability and flexibility Ask about the organization’s “teams” and “culture” Respect their achievements, even if they are much younger Bring technology knowledge to the table Show you’re up to date Understand their confidence and self-assurance Trends Profiles Interviews Issues

Regardless of Who You Meet With Do your homework Dispel myths or misconceptions about your generation Demonstrate your adaptability, knowledge, teamwork, energy, experience and abilities with technology—these will be valued in every company (although with different focuses depending on the company) Understand both the “foundations” and the “cutting edge” of your field or industry—both ideas and tools Trends Profiles Interviews Issues

What Does “Overqualified” Mean? Often legitimate concerns: Compensation range You will get bored and leave or are will quickly move to another internal position Your experience in that position would upset the internal structure and hierarchy of the company They know that you can find a position that you will be a strong fit for if you keep looking Trends Profiles Interviews Issues

Age Discrimination Is illegal and unethical but exists anyway May be driven by stereotypes and fears that incorrectly lead them to believe that you won’t be: Flexible or accepting of change Strong enough with technology Productive enough Able to fit into a “younger” organizational culture How will you address these fears in an interview? Trends Profiles Interviews Issues

Cautions to Keep in Mind Don’t assume that all of your current beliefs about other generations are necessarily correct. Sometimes our “knowledge” about other generations is just stereotyping Remember that every generalization about your generation doesn’t apply to you. The same thing is true for other generations Trends Profiles Interviews Issues

Contact Us Pat Delmenhorst Reach me at the office (pdelmenhorst@interfaithmilw.org) Dave Carhart Follow me on Twitter (@davecarhart) Connect with me on LinkedIn (linkedin.com/in/davecarhart)

Resources Managing by Defining Moments by Geoffrey Meredith and Charles Schewe Connecting Generations, The Sourcebook for a New Workplace by Claire Raines