1. Motivating & Managing Different Generations at Work Half Day Workshop
INSPIRING TRANSFORMATIONAL LEADERSHIP

2. Contents The “War for Talent” Employers of Choice
Characteristics of Each Generation
Generation Specific Motivators
Implications for Workplaces
Conclusion

3. The “War for Talent”
The New War for “Talent” = How will we get enough people to do the work?
Shrinking Workforce due to:
Aging Workforce
Declining Birth Rates
Increase in options available to Generations X & Y
Increase in mobility due to technology and globalisation

4. Employers of Choice: Hewitt Associates Surveys
Excellence in Leadership
They focus on performance and results, and have a formal performance management structure
Performance-based rewards and recognition systems
Employees feel they are making a difference, and they are acknowledged for their contribution

5. Employers of Choice: Hewitt Associates Surveys
Invest in the accelerated development of their people
Lines of communication are always open
High levels of employee engagement
Competitive remuneration
Strive for a Work / life balance

6. “Generational” Diversity
There are likely to be up to 4 Generations in your organisation at present: Veterans, Baby Boomers, Gen X and Gen Y
Each generation has its own values, view of career, learning and development, family, work life balance, sense of loyalty, and expectations of leaders and the work environment

7. Characteristics of the Generations
Veterans (Born prior to 1946)
Grew up during wartime
Tend to be disciplined, respect law and order, like consistency
Not comfortable with change
Directive, command & control management style
Fixed views on the role of each gender at work

8. Characteristics of the Generations
Baby Boomers (Born 1946 – 1964)
By population the largest generation in history
Open minded and rebellious in their youth, but conservative in their 30’s and 40’s
Optimistic, ambitious, loyal, believed employment was “for life”
Job Status and symbols important
Talk about ‘inclusive’ leadership, but often do not have the required skills, or believe in it
Created the concepts of the “workaholic” and “Superwoman”

9. Characteristics of the Generations
Generation X (Born 1965 – 1979)
Often had both parents working, and therefore known as ‘latchkey kids’
Generation X more resourceful, individualistic, self reliant and sceptical of authority
Focus in the workplace on relationships, outcomes, their rights and skills
Not interested in long-term careers, corporate loyalty or status symbols
Easy to recruit, hard to retain
Will have >3 careers, >12 employers, self employed at least once

10. Characteristics of the Generations
Generation Y (Born )
Also known as the Millennium or Net Generation
Similar values to Veterans – optimistic, confident, sociable, strong morals and sense of civic duty
Comfortable with peers of differing ethnicity and opposite gender
Women and men will expect greater workplace flexibility
Think DIFFERENTLY to any other members of the workforce
Will have >5 careers, >29 employers, self employed >1
More than 50,000 SME’s in 2004 owned and run by Gen Y

11. Generation Specific Communication Preferences
Veterans (Prior to 1946)
Prefer formality rather than informality
Communication face-to- face and phone not , VM
Need to explain logic of actions
Like traditional recognition e.g. plaques, photo's etc
Source: Harvard Management Update, March 2003

12. Generation Specific Communication Preferences
Boomers (1946 – 1964)
Need to see steps toward defined goals
State objectives and desired results expected of team
Love pep talks
Like recognition with wide public profile e.g. company newsletter
Source: Harvard Management Update, March 2003

13. Generation Specific Communication Preferences
Gen X (1965 – 1979)
Tell them what needs to be done, but not how
Give multiple tasks, but allow them to set priorities
Ask for their reactions and opinions
Informal recognition e.g. days off
Source: Harvard Management Update, March 2003

14. Generation Specific Communication Preferences
Gen Y ( )
Provide opportunities for continuous learning & building skills
Like to know their goals & explain how they fit into the "big picture"
Be more a coach, less of a boss
Communicate informally, thro' and corridor conversations
Source: Harvard Management Update, March 2003

15. Generation Specific Motivators
Generation X
Effective leadership
Regular honest feedback and coaching
Opportunities to learn new skills
Challenging work
Work life balance

16. Generation Specific Motivators
Generation Y
Inspiring leadership
A supportive environment which encourages new ideas, and gives constructive regular feedback
An environment that respects skills, creativity and entrepreneurial flair
Access to the most up-to- date technology and training
Flexibility

17. Implications for Workplaces Now & In The Future
What do companies need to do to attract, manage and retain all Generations?
Develop Learning Organisations
Engage people in goal setting
Personal development plans
Access to subscriptions and web based learning
Cater to a mobile population
Jobs in different offices/locations
Lateral moves to different departments

18. Implications for Workplaces Now & In The Future
Job Redesign
More ‘fluid’ flexible job descriptions
Coach less experienced employees
Generation X thrive with frequent guidance/coaching
Generation Y respect ‘Veterans’ – they want to learn from their life experiences and their wisdom
Educate Leaders
Leaders MUST ‘walk the talk’
Generation X and Y will not tolerate inauthentic leadership
Enable work / life balance

19. Implications for Workplaces Now & In The Future
Enable Greater Flexibility
Flexibility = flexible hours and flexible work arrangements
Flexibility ≠ part time hours or arrangements in the traditional sense
Create More Inclusive, Collaborative Work Environments
The current leadership model of “command and control” needs to change to a model of “inclusion and collaboration”
Managers and leaders need to listen more, direct less and tell less

20. Conclusion
“If people are not prepared to challenge themselves and grow, they are equally not prepared to be leaders.”
Scott Arbuthnot

21. Acknowledgements
Generations: Baby Boomers, Their Parents & Their Children, Hugh Mackay, Pan Macmillan Australia, 1997
Leadership & Generational Diversity, Avril Henry, 2002
Leadership Revelations An Australian Perspective, Avril Henry, CCH Australia, 2005

22. Avril Henry Managing Director Level 4, Suite 4
Avril Henry Managing Director Level 4, Suite Miller Street Pyrmont NSW 2009 Phone: Fax: Web: