Developing a Peer Mentoring Program for Generations X and Y Presented by Daryl Ann Moore MBA,SPHR,IPMA-CP Blu Ice Consulting LLC April 20, 2009

By the end of this session you will be able to: Understand how and why individuals from the four generations see the world differently Identify the organizational benefits of a cross generational peer mentoring program Review the HR roles and responsibilities in the development of a successful mentoring program

For the first time in history – there are four unique generations working side by side in the workplace Many HR professionals report that employees believe that their coworkers of other generations do not respect them This lack of respect results in friction between employees and disruption in the workplace It is time the HR Profession closes the generation gap!!

The Four Generations in the Workplace The Traditionalists/The Greatest Generation –Born before 1945 The Baby-Boomers –Born between The Gen Xers –Born between 1965 – 1980 Gen Y/Millenials/Echo Boomers –Born between

Workforce Demographics Percent of Workforce Data from Department of Labor Statistics

Who you are is where you were when! We will discuss three key influencers that shaped the generations: –Seminal Events –Compelling Messages –Information Transmission/Technology

Traditionalists Seminal Events The Great Depression World War II/Pearl Harbor Nazi Death Camps The Atomic Bomb

Traditionalists Compelling Messages Be heroic Save for a rainy day Waste not, want not Work hard and the company will take care of you Wait your turn in line “Uncle Sam Wants You”

Traditionalists Information Transmission/Technology Daily newspaper Radio Telegraph Manual typewriters Party lines - Telephones

Baby Boomer Seminal Events Cuban Missile Crisis/Fall out shelters Vietnam War John F Kennedy Assassination Martin Luther King Jr. Assassination First man in space/Moon landing Woodstock Woman’s liberation/The pill goes on sale

Baby Boomer Compelling Messages Don’t trust anyone over 30 Today is the first day of the rest of your life We can change the world Ban the bra Love the one you’re with Be home when the street lights come on “Join the people who’ve joined the army”

Baby Boomer Information Transmission/Technology Television Newspaper Main Frame computer Selectric Typewriter Rotary dial telephone

Generation X Seminal Events Skyrocketing divorce rate Latch key kids Massive Corporate Layoffs AIDS identification “Have you seen this child” on milk cartons Challenger Disaster Live Aid Concert

Generation X Compelling Messages Show me the money Don’t count on it Get real Watch your back Work/Life Balance “Be all that you can be”

Generation X Information Transmission/Technology Cable television VCR’s Personal computers Bag phones Pac Man Personal Calculators

Generation Y Seminal Events Oklahoma City Federal Building bombing Columbine High School Shootings Hanging chads World Trade Center 9/11 Enron, WorldCom corporate scandals War in Iraq

Generation Y Compelling Messages Baby on board You are special Certificate of participation Play dates Hellicopter parents OMG, LOL “The power of one”

Generation Y Information Transmission/Technology The internet Cell phones/Texting On line classooms Instant messaging Wii Blogging Facebook/My Space Excetera, excetera, excetera……….

Bridging the Generational Divide with a Cross Generational Mentoring Program

A successful mentoring relationship is based on mutual trust between the mentor and mentee The ultimate responsibility for the success of the relationship is that of the individuals in the mentor/mentee relationship HR can enable the success of this relationship through a well designed mentoring process

The Roles and Responsibilities of Human Resources Conduct an Organizational Needs Assessment Identify Resources needed Solicit executive support Set goals for the program linked to the organizational strategic initiatives Determine what the measurement of success for the mentoring program

Determine how the mentors and mentees will be selected Develop training for all program participants AND the executive team Clearly communicate realistic expectations and parameters for both the mentor and mentee – this will include two way communication Provide a timeline for the mentoring experience and when HR will be ‘checking back” Let the relationship develop and flow

Assess the program Make improvements Begin again

Questions?

Daryl Ann Moore Can be reached at: