+ Generations in Today's Workplace: Too Many Baby Boomers in Control? What to do if you are a Gen X or Millennial. APPA – July 30, 2013

+ Objectives Naming the points of conflict Updating the “facts” about the generations Identifying the assets of all generations Examining ways to collaborate and get the best from everyone Learn how Discover Corrections can help

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+ Conflict Points: Young employees think that they are “more efficient in multitasking” and “more creative” than older workers. Older employees think that they “have a stronger work ethic” than young workers. Stereotypes Many careers vs. one career Beliefs of self-worth Workplace flexibility Respect for “authority”

+ Baby Boomer Facts: 21% remain employed 38% - just ready to retire 17% - health reasons 10% - job loss Age they will retire? Jumped from 67 – 71 Economically: 86% drawing SS 82% don’t plan to move their residence Met Life Mature Market Institute 5/23/13

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+ Generation X Worried that BBers won’t leave the workplace Remain stuck in middle-management Grew up watching institutions fail; parents divorced Choose multiple paths in their careers; keep options open Option thinkers Willing to listen Most demanding group in the workforce, ask for: Higher pay Higher bonuses Higher job titles Less interested in promotions More important – kids and family

Gen Xers At Work Held 10.2 jobs between ages 18 – 38 See jobs as temporary 77% will leave for “increased intellectual stimulation” No career ladder – spider web Job is a stepping stone Use “quitting” as an option between jobs Its about my self-esteem Entitled and ambitious High expectations Don’t take criticism well Takes “employability seriously” Hands-on

Gen Xers At Work, Continued Must learn new skills Wants mentoring Focus on relationships not achievements Short attention spans Pessimistic about the future Not afraid to be try it on their own Adaptable Entrepreneurial Pragmatic

+ Adjusting to Xers in the Workplace: Will approach issues from a different perspective than BBers. Xers bring inquisitiveness for alternative plans and options Millennials and Xers are different Pragmatic

+ Millennial Updated Facts: Narcissistic personality disorder 3 x as high compared to people over 65 Watch reality TV shows – which are about narcissistics 40% believe they should be promoted every 2 years regardless of performance “Fan obsessed” Earnest and optimistic; pragmatic idealists Send and receive 88 texts per day Peer dominated society More live with their parents than with a spouse 60% of those under 23 looked for a future job with more responsibility (as compared with 80% in 1992) Time Magazine 5/10/13

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+ More about Millennials: Post their daily life on a social network Less civic engagement; informed but inactive Lower political participation Boosted self-esteem; means boost in narcissism High likelihood of unmet dreams The entitlement generation: Go directly to those in power Stunted? Staying in a suspended age state? Don’t want to miss out on anything (FOMO)

+ More about Millennials: Drop in scores measuring creativity Empathy – decreasing: Lack of face-to-face interaction Inflated self-worth “Twixters”: Put off life choices – because there are so many Don’t have to marry someone from their high school Postpone parenthood Have access to more information – not limited by income, education Don’t respect authority; but don’t resent it Need constant approval

+ More about Millennials: Leaving jobs after 2 years Average salary $39,700 Starting salary $21,000 Lower paying jobs due to recession 63% have bachelor’s degree; 12.8% have master’s degree, 1.7% have doctoral degree LA Times 8/25/2012

+ More about Millennials: Don’t identify with big institutions Including organized religion Pro-business; financially responsible Student loans - $1 trillion 2 x more likely as BBers to buy personal items with a company credit card; 3 x more likely to tweet something negative about the workplace. Are the rules clear? Think about re-engineering the workplace using technology Want to work for a company with a mission to serve society

+ Adjusting to Millennials in the Workplace: Money isn’t the means to self-actualization What else does “work” give me? Acceptance of generational differences Find new and better ways to do things Communicate ethics Make rules clear Discuss to treat co-workers Understand the importance of “influencers” – immediate supervisors and colleagues Address boundary issues – grey areas between personal and professional lives

+ More about Millennials in the Workplace: Flexibility in the workplace; more important than salary Work hours AND contributions Collective action Goal oriented Respond to learning, feedback, mentoring Technologically astute De-motivators: Dictatorial leaders Controlling systems Strict chain-of-command/hierarchies Lack of sincerity; talking down Fewer “rules” not more rules?

+ Adjusting to Millennials in the Workplace: Understand motivation Ms Approach – Figure out motivation: “In it for my life"—those motivated by alternative work arrangements, as in "I have a life.” "In it to win it"—those motivated by a fast-paced, highly challenging, risk-taking environment. "In it to experience it"—those motivated by developmental stretch assignments. "In it as Alpine ascenders"—those motivated by rapid, regular promotions.

+ Shared Beliefs/Preferences Face to face /Text Phone Motivators: BBers – express appreciation for their dedication, hard work, long hours Xers – be clear about desired results and the rewards for high performance Millennials – communicate the impact and contribution of Ms to the team.

+ Assets Millennials Entrepreneurial Technologically savvy Coordinators in the workplace Inquisitive Committed to public service Xers Planners and schedulers on the workplace Bring workplace/life balance Independent thinkers and workers Self-reliant Ambitious

+ A Word About Recruitment Develop a recruitment plan aimed at the 3 generations Xers: Flexible workplaces with child care, promote work/life balance Salary important Leadership development opportunities (training) Millennials: Value their individual contributions within the team Assignments that are productive and meaningful Have current technology Continuing education Have a voice in the workplace Want skills to move upward

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+ Get the best from all generations: Your “TO DO” list: Get the data Generations by position Retirement? Turnover/attrition rates Social media policy Generationally relevant training Fill the gaps Professional boundaries Develop a mentoring program Train and identify mentors

+ TO DO LIST, continued: Model the behavior you want Embrace differences; find ways to involve all Be inclusive Train supervisors and managers Consider establishing a leadership development program Re-engage Bbers; no retiring in place

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+ How Discover Corrections can help? Generationally relevant connections Demonstrate technologically savvy Maintain internal interest in keeping good people The image of the organization Assure competent supervision and leadership Keeping up with the “competition” Pride in employees

+ Presenters: Susan W. McCampbell Mary Ann Mowatt