1. Navigating an Intergenerational Workforce
Respecting generational differences, capitalizing on unique strengths, and innovating in the workforce.

2. What We Will Discuss Today
The Agenda
Generational Landscape
Capitalizing on Uniqueness
Work

3. I have been at this for 50 Years and Counting!
So who am I?
David Hammond
What I believe in…
put PEOPLE first
understand EACH generation
I have been at this for 50 Years and Counting!
DEVELOP Relationships

4. So who am I? Some Numbers…
David Hammond
Regional Hatchery Manager:
Responsible for 3 facilities consisting of 54 hourly employees and 7 salaried staff encompassing Pilgrims/JBS northwest Georgia poultry operations
Oversight inclusive of $90 million book value across facilities, $15 million fleet operation costs, and over 170,000,000 annual live products produced
Things I am Proud Of:
Cost - top 25% of Industry
Turnover - 0% since 1996
Perfect attendance - 100% all employees since 2007
Number 1 ranking - Bio contaminants for the State of Georgia (source Georgia Poultry Laboratory)
Regional Sales Manager,
Western United States

5. So who are we talking about?

6. Generational Landscape
Baby Boomers
Born between 1946 and 1964, this group is also referred to as the "Me" generation. Ages from 72 to 54, are well-established in their careers; most hold positions of power and authority.
Gen X
Born between 1965 and 1980, this group is often referred to as the “Forgotten” generation. Ages from 53 to 38 and are established in their careers; many hold positions of power and authority.
Millennials
Born after 1980, they tech-savvy generation is currently the largest age group in the country. Ages from 37 to 23 and are beginning to come into their own in the workforce; fastest growing segment of today's workforce.
Manufacturing competing for labor
Gen Z…?
Born after 1995, this group is also referred to as “iGen.” Ages from 22 down .This generation is right on the heels of Millennials and are starting to enter the workplace.
Let’s find out more about each generation.
* Source: Different Motivations for Different Generations of Workers: Boomers, Gen X, Millennials, and Gen Z; John Rampton at Inc.Com

7. Generational Landscape
Baby Boomers
children of greatest generation
heard first hand about the Depression of 1929
heard first hand about world at war WW2
first children of dual income families
expected to finish high school and go to college
be a lifelong dedicated worker to one industry
Gen X
called "latch key" generation
heroes at the 911 attacks, first responders in the buildings and flight 93
MTV generation
active as adults, happy work/life balance
entrepreneurial tendencies
ambition drive, start up companies
Gen Z…?
internet users since birth
proficient in all forms of Social Media communication
post 911 homes - find a greater feeling of safety staying home
post great recession homes
high student debt- more receptive to social politics
Millennials
children of Boomers
dual income, advanced degrees, white collar
were between 11 and 1 years old during 9/11
born with a computer always in their hands advanced degrees and high tech education
experienced the Great recession
Parents advised change company regularly
Social media creates new communication
Manufacturing competing for labor
Lets see what this looks like in the labor market!

8. The Labor Force Today
Millennials
Gen X
Baby Boomers
Number of Workers in Millions*
of the U.S. Labor Force 21 50 29 2 25 33 35 5
1994
2017
Silent Generation
Baby Boomers
Gen X
Millennials
Gen Z
More than a third of the workforce are millennials**
% of the U.S. Labor Force
Manufacturing competing for labor
This has immediate impacts on how managers lead their people.
* Source: Bureau of Labor, Courtesy of Deloitte Consulting

9. America’s future workforce will be
The Labor Force Tomorrow
Labor Force Participation (actual and projected)*
by age
America’s future workforce will be
~ OLDER~
than it is today.
Cohort
1994
2004
2014
2024
16 to 24
66.4%
61.1%
55.0%
49.7%
25 to 54
83.4%
82.8%
80.9%
81.2%
55 to 64
56.8%
62.3%
64.1%
66.3%
65 to 74
17.2%
21.9%
26.2%
29.9%
75 and Older
5.4%
6.1%
8.0%
10.6%
Manufacturing competing for labor
* Source: Bureau of Labor Statistics, courtesy of Deloitte Consulting
This should be on the mind of Executives and future leadership.

10. The labor force is changing…it is up to innovative managers and proactive leaders to navigate the change.

11. Capitalizing on Uniqueness
Baby Boomers
Willingness to continue working provides an opportunity for mentorship and heightened retention of experienced workers in consultant type or part times roles.
Gen X
Ability and eagerness to fill the leadership vacuum made from retirement of boomers, but wanting support and guidance to not lose knowledge.
Millennials
Exposure to new ways of thinking and technology provides a source of innovation to stagnant or older industries in need of an innovation revolution.
Gen Z…?
Heightened belief in inclusion and diversity of people and of thought holds corporations and governments to high standards of social equality and connectivity.
Generational Trends
Racially & Ethnically Diverse: Workers are becoming more and more diverse and aware of cultural differences – the provides an opportunity for innovation through diversity of thought.
Focus on Social Impact: Younger generations want to know their business leaders will make a positive impact on the world – We are NOT raising poultry, we FEED the world!
Leadership Vacuum: Younger workers are ready to take the reigns, but want support from experienced workers and to not lose their knowledge or expertise.
Increasingly Female: The workforce is becoming more female – strong employers should innovate on opportunities to engage and utilize working moms and single women
Engagement and Flexibility Matters: Workers want flexible work options to find a good balance in life –boomers and millennials – and want to have opportunities to grow and develop at work.
Emerging Future Trends
Manufacturing competing for labor

12. Innovating @ Work - Tactical Steps
Recruiting
Become a competitively paying industry - not the cheapest
Create an Industry Brand - “We feed the World"
Become aligned with Millennials and Gen Z in terms of purpose, culture, and professional development
Share real examples of professional development and leadership opportunities and benefits
Offer mentorships, wellness perks, flex scheduling (free lancing, contracting) i.e. Quality Control
Engaging
Communicate constantly - assist those with lack of confidence and lack of communication skills
Successful companies will create special roles for older workers - mentors, coaches, or subject matter experts
Think out side of the box - loose statements and thought processes of "we have always done it that way" or "we have never done it that way"
Add diversity to your labor pool - gender, age, race, sexual orientation, etc.
Offer continual learning opportunities
Challenge employees to think and listen with open mind
Retaining
Support younger workers with experienced mentors and experts – remember, its easier and more cost effective to retain rather than to train
Offer creative family friendly benefits - child care assistance, financial planning, pet insurance, etc.
Organize group activities, on site entertainment, or health improvement options - “yoga at the hatchery"
Remember and practice - Diversity and Inclusion (D&I); it matters to new workers and should to existing ones
Remember and practice - Corporate Social Responsibility
Manufacturing competing for labor

13. Enough Slides.
Let’s have a discussion!

14. Thank You

15. YOUR PARTNER
FOR A
WORRY FREE HATCHERY