Engaging the Multigenerational Workforce Inspire  Transform  Innovate.

Slides:



Advertisements
Similar presentations
Human Resource Management: Gaining a Competitive Advantage
Advertisements

A Healthy Workplace Canadian HW Criteria & Implementation John Perry (
Business Health Services New Employee Orientation © 2012 BHS. All Rights Reserved.
Towards Employment ACHIEVE Program Innovative Solutions to Workforce Development December 21, 2004.
GENERATION NEXT Retention Strategies for the Energetic Younger Worker By Gregory Evans, Esq.
Relating & Communicating Addressing Generational Diversity in the Classroom This presentation was adapted from Irvine, K. Engaging the Generations. For,
NAW Large Company CEO/COO Roundtable Today’s Challenges: Investing In People What Are Your Potential Employees Looking For? Howard Coleman MCA Associates.
Presented By: Michelle DiTondo Sr. Vice President Human Resources Presented By: Michelle DiTondo Sr. Vice President Human Resources Effectively Engaging.
1 From the Silent Generation to the New Millennials Generational Differences in the Workplace January 10, 2014.
University of British Columbia Canada
Baby Boomers Gen X & Gen Y How do we work together?
Gen Why?. Defining Events Great Depression WW II Age of Radio Silver Screen Traditionalists: 64 – 87 years old Attitude/Values Loyal Respect.
Engaging the Multigenerational Workforce Susan Murphy, MBA, PhD Senior Consultant Claire Raines Associates Kathy Greco, LMSW, CEAP Director, Health & Performance.
The Contemporary Multi- Generational Workforce Bahira Sherif Trask Human Development & Family Studies University of Delaware Bahira Sherif.
White House Conference on Aging T h e W h i t e H o u s e.
Engaging the Next Generation Today: A Fresh Look at Your Multigenerational Staff Shira Harrington Founder & President Purposeful Hire Houston Ruck Creative.
Helping People be Better at Work. We’re living thirty years longer than we did a hundred years ago. For the first time in our nation’s history, America.
MILLENNIALS: WHAT’S UP WITH THOSE KIDS TODAY? NOW WE’RE TALKING CONFERENCE JUNE 11 & 12, 2014 MEDICINE HAT, ALBERTA PRESENTED BY: PAULA J. MACLEAN
Promoted by: DP ADAPTALMANZORA Cofinanced by: European Social Fund P ROJECT.
The Psychological Contract. Objectives Define and understand the importance of the psychological contract Examine the influences that affect workplace.
WHAT IS MOTIVATION? Motivation is derived from Latin words movere which means “to move” Motivation is the result of processes, internal or external to.
Chapter 1. Objectives Examine generational work expectations Define and understand the importance of the psychological contract Explain the pinch model.
Organizational Design, Diagnosis, and Development Session 23 Human Resource Interventions, II Developing & Assisting Members.
Veterans Employment Toolkit Veterans in the Workplace Training Series This material was generated by Corporate Gray and The Burton Blatt Institute at Syracuse.
Lions of the Future How to Get Them & Keep Them Presented by: Lion Mike Baumer February 3, 2007.
Healthy Lifestyles/Healthy Weight A Workplace Strategy for Reducing the Costs of Obesity.
 Many companies implement comprehensive wellness programs that focus on preventive health and lifestyle modification.  The rationale behind wellness.
Domestic Violence: Prevention at Work. Domestic Violence … What Is It? Domestic violence is a pattern of physical, sexual and emotional assault used by.
Adolescent Substance Abuse John Sargent, M.D.. Learning Objectives: 1)Learn features associated with substance abuse in adolescents. 2) Learn a clinical.
Human Resource Management Gaining a Competitive Advantage
Employees’ Wellness Program. Definition: Employee Assistance Programs (EAPs)are worksite based programs and/or resources designed to benefit both employers.
Suicide Prevention Presentation to Senior Management.
1 EAP Works for Employees Employee Orientation Training 1.Employee Assistance Programs, EAP 2.Legal & Financial Resources 3.Training Programs 4.Worklife.
Chapter 10 Human Resource Management. HRM Human Capital Human Resource Management 3 major responsibilities of HRM  Attracting a quality workforce  Developing.
The X Factor Managing the Gen whY? Herd Hong Kong November 2010.
Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. HOSPITALITY HUMAN RESOURCES.
Developing and Assisting Members. Career Stages  Establishment Stage (ages 21-26)  Advancement Stage (ages 26-40)  Maintenance Stage (ages 40-60) 
1 United Way of Mat-Su Community Plan Education Children & Youth Achieve Their Potential School Readiness Academic Completion Career & Life Skills Preparedness.
Millennials Rising “The Millennials are Coming” Dr. Tom IRWA Federal Agency Update.
How to Attract, Hire and Retain the Highest Caliber Workforce Presented by: Leslie Askanas Askanas Human Resources Consulting.
WORK-LIFE INTEGRATION, REDUCING WORK STRESS: SOME STRATEGIES THAT WORK Donna S. Lero Centre for Families, Work, and Well-Being University of Guelph, Ontario.
Organization Development and Change Thomas G. Cummings Christopher G. Worley Chapter Eighteen: Developing and Assisting Members.
WHAT’S HOT IN HR: MANAGING THE GENERATION GAP. THE GENERATIONS  This is the first time in Canadian history that we have had four generation working side-by-side.
AHA Commission on Workforce for Hospitals and Health Systems The Workforce Strategy Map.
Overview of the CPH-NEW Healthy Workplace Participatory Program for Total Worker Health TM A NIOSH Center for Excellence to Promote a Healthier Workforce.
13-1 © 2011 Pearson Education, Inc. All rights reserved. Nutrition, Health, and Safety for Young Children: Promoting Wellness, 1e Sorte, Daeschel, Amador.
Chapter 19: The Gerontological Nurse as Manager and Leader
Strategies for Engaging Generation Y Presented by: Gina Lucente-Cole.
A Partner in Sherri Petro Cross Generational Communication in The Workplace 2008.
Human Resource Management
Keyimani Alford, Great Lakes Higher Education Corporation Karla Weber, University of Wisconsin - Madison.
 Attitudes are evaluative statements – either favorable or unfavorable about objects, people or events.  They reflect how we feel about something.
RELATIONSHIPS. ENVIRONMENTAL VARIABLES LEADER ORGANIZATIONASSOCIATESFOLLOWERS SITUATIONAL VARIABLES JOB DEMANDSSUPERVISORS.
THE GENERATIONAL DIVIDE: WHAT PUSHES BETWEEN CUBICLES University of Michigan – Dearborn Staff Senate Campus Morale and Engagement Committee and Faculty.
The Changing Family and HRM Pamela L. Perrewé. Chapter Topics General environmental trends General environmental trends Labor market factors Labor market.
Special Challenges in Career Management
13/20/2009 Talkin’ About Our Generation 1. 23/20/2009 U.S. Labor Market million more jobs than available workers to fill them 2 experienced workers.
Personal Leadership Serving Customers Managing Resources Leadership Serving Customers Serving Customers Managing Resources Managing Resources Working for.
Employee Movements Career Management. The Basics Career The occupational positions a person has had over many years. Career management The process for.
Vision, Engagement, and Strategy The executive leader’s role in continuous improvement.
Building Your Team for the Future For: NLC-RISC General Session Understanding the Multigenerational Workforce.
Silicon Valley Leadership Group. Agenda 1.Overview of EAP services 2.Healthcare costs in an organization 3.Recognize a troubled employee 4.Barriers to.
Attracting Talent! Creative Strategies to Get and Retain Resources Marc Gyimesi The Carlisle Group.
Engaging Your Multigenerational School VA Elementary School Principals Shira Harrington Founder & President, Purposeful Hire.
“Four Generations Working Together” Alyssa Foulke.
Holistic Health and Well-being
10 Managing Employee Retention, Engagement, and Careers
Joanne Ramadge RN PhD FRCNA STTI AAQHC
Workplace Stress.
The Multi-Generational Labor Force
Presentation transcript:

Engaging the Multigenerational Workforce Inspire  Transform  Innovate

Opportunity Our multigenerational work environment can be a source of positive challenge, opportunity and significant growth if managed effectively and leveraged to meet the business goals of our organization.

Agenda Generational workplace influences Generational EAP issues Engagement goals, strategy, expected results

The Changing Workforce Generational influences and issues –Values –Attributes –Work styles

The Workplace Influence of the Traditional Generation Values –Conformity –Rules –Authority –Logic –Loyalty Attributes –Disciplined –Historical perspective –Detail oriented –Dislike conflict “These are the rules” Work style –Consistency and uniformity –Technological advancement –Past oriented –Command and control leadership –Hierarchical structures

The Workplace Influence of Baby Boomers Values –Individual choice –Community involvement –Prosperity –Ownership –Self-actualizing –Health and wellness Attributes –Adaptable –Goal oriented –Positive attitude –Focus on choice and freedom “Let’s talk about the rules” Work style –Confident –Team focused –Collaborative decision makers –Avoid conflict

The Workplace Influence of Generation X Values –Contribution –Feedback, recognition –Autonomy –Time with manager Attributes –Adaptable –Independent –Creative “Break all the rules” Work style –High-quality end results –Productive –Work/life balance –Flexible-work arrangements –Comfortable with authority – not impressed with titles

The Workplace Influence of Generation Y Values –Self expression –Must earn respect –Fear living poorly –Brand self as commodity Attributes –Adapt rapidly –Crave change, challenge –Create constantly –Exceptionally resilient –Committed, loyal –Global perspectives “Re-define the rules” Work style –Need to understand – everything –View work as an expression of self –Multi-taskers –Seek active involvement –Flexible workplaces –Team work –Expect corporate social responsibility –Everything instant –Seek learning opportunities

The EAP Issues of Traditional Generation Workers Financial –Retirement –Long-term care –Managing income and expenses Mental health –Depression Medical issues –Chronic disease from lifestyle choices –Diseases of aging

The EAP Issues of Baby Boomers Work/family balance –Child and elder care –Marital/family relationships Financial issues –Savings and debt management –Retirement planning Workplace stress Medical concerns –Lifestyle issues –Chronic illness Substance abuse - Disease progression - Prescription medication abuse

The EAP Issues of Generation X Workers Family - Career vs. family - Parenting roles - Frequent job changes Marital/relationship - Commitment - Cohabitation Legal issues –Divorce –Child custody and support Financial issues - One-income families - Savings Mental health issues - Depression - Anxiety - Eating disorders Medical issues - Pregnancy - Smoking-related issues Substance abuse - Marijuana - Alcohol

The EAP Issues of Generation Y Workers Family –Communications Marital/relationship –Effective communication –Healthy relationships Legal –Traffic violations –Criminal offenses –DWI –Custody and support Financial –Debt management –Savings –Student and car loans Substance abuse –Binge drinking –Experimentation Mental health –Depression –Anxiety –Appearance of chronic mental illness Medical issues –Pregnancy –Routine medical care –Accidents

Engagement Goals Recruitment Retention Employee satisfaction Manager satisfaction Employer of choice

Requirements for Success Strong support of senior leadership to ensure viability and attention Commitment from internal communications teams Participation at all levels of the organization Promotion through a variety of media

Strategy Engagement task force Mission and guiding principles Communications/promotions Management/employee skill-building training

Communications Ongoing electronic and print EAP promotions, matching the preferences of employees On-site skill-building seminars Web-based resources Traditional, telephonic and Web-based EAP coaching Policy review Community involvement and partnerships

Measurements Turnover rates Absence rates Accident rates EAP utilization Employee satisfaction Manager/supervisor satisfaction

Expected Results Employer of choice Enhanced productivity Increased self-identification for support and prevention Increased rate of referral to the EAP