1. Intergenerational Communication in the Workplace
“The real voyage of discovery consists not in seeking new landscapes but in having new eyes.”
Marcel Proust 

2. Workshop Goals
Increase knowledge and understanding of the four generations
Enhance comprehension of how generational differences affect you
Promote skills for effective intergenerational communication
Expand capacity to manage diverse working styles across the generations

3. Is the Generation Gap Back?
Generational differences represent a critical new aspect to workplace diversity.
How you view generational differences is based on your generational perspective.

5. The Four Generations The Traditionalists 1922–1943/46
The Boomers –1960/
Generation X’ers /
Millennials

6. The Traditionalists Born between 1922-1943/1946
are now years old
Represent 25% of the work population
Also known as the:veterans,
seniors, traditionalists,
silent generation

7. The Baby Boomers Born between 1943-1960/1946-1964*
Now between the ages of 39 and 60
72 million strong
Also known as: Boomers

8. The Generation X’ers Born between 1960-1980/1964-1980
Currently 23 – 43 years of age
17 Million
Also known as: X’ers, Baby Busters, Post-Boomers

9. The Generation Y’s or Millennials
Born between 1980 and 2000
Under 23 years of age
68 Million Strong
Also known as the: Nexters, Nintendo
Generation, Internet Generation
Most born mid 1980’s
Share some characteristics of Gen X
Have a consumer mentality re: education
Grew up with structured social interactions, i.e., daycare, camp, after school programs
Technically savvy
Value instant communication
Want work to be “fun” and “meaningful.”

10. How Their Times Shaped Them

11. Traditionalists: Defining Events
The Great Depression & Dust Bowl
The New Deal
Social Security Established
Golden Age of Radio
Pearl Harbor Attacked
WW II and Korean War
Patriotism
Rise of Labor Unions

12. Traditionalists: Heroes
Superman
MacArthur, Patton, Halsey, Montgomery, Eisenhower
FDR
Winston Churchill
Audie Murphy
Babe Ruth
Joe DiMaggio

13. Boomers: Defining Events
Economic Prosperity
Expansion of Suburbia
Focus on Children
Television
Vietnam
Assassinations
Civil Rights Movement
Cold War/McCarthy Hearings
Space Race/Moon Landing

14. Baby Boomers: Heroes Ghandi Martin Luther King Jr.
John and Jacqueline Kennedy
John Glenn
Feminist Movement

15. Gen X’ers: Defining Events
Watergate, Nixon resigns
Challenger Disaster
Computers
Single-parent homes
Latchkey Kids
MTV
AIDS
Harsh economic conditions
Glasnost, Perestroika
Persian Gulf

16. Gen X’ers: Heroes ? Oprah Winfrey Bill Gates & Steve Jobs
Michael Jackson
Michael Jordan
Things, animation…

17. Millenials: Defining Events
Technology
TV Talk Shows
Multiculturalism
Desert Storm
Clinton Scandals
Schoolyard Violence
Oklahoma City Bombing
9/11
Columbia tragedy

18. Millenials: Heroes ? Michael Jordan Princess Diana Mother Teresa
Tiger Woods
Lance Armstrong

19. Comparing the Generations
Traditionalist
Baby Boomers
Generation Xers
Key descriptor
Loyal
Optimistic
Skeptical
Notion of command
Chain of command
Change of command
Self-command
View of hierarchy
Prefer top-down; military
Comfortable with top-down
Prefer flat
What they’re building
A legacy
A stellar, upward career
A portable career
Job changing
Carries a stigma
Puts you behind
Is necessary
Motivator
A job well done
Money, title, promotion
Self fulfillment, freedom, fun
Workplace flexibility
Who will do the work?
The nerve of those Xers!
I’ll go for the right lifestyle

20. Comparing the Generations
Traditionalists
Baby Boomers
Generation Xers
Working long hours
Required, prudent
Will get you ahead, money, bonus
Get a life!
Productivity
Inputs and outputs matter
Input matters most
Output is all that matters
Give me more…
Essentials
Money
Time
Performance reviews
If I’m not yelling at you, all is fine.
Once a year; well-documented.
Sorry to interrupt again, how am I doing?
Work-Family
Work matters most; wife at home
Work matters most; dual career or divorced
Family matters; dual career
Career paths
Slow and steady
Ladder
Lattice
Career pace
Prove yourself with loyalty; pay dues
Prove yourself with long hours; pay dues
I want to know all my options now.

21. Generational Clash in the Workplace
Worldwide economy
Rapid change in the workplace
Downsizing of companies
Mergers, acquisitions, consolidations
Elimination of middle management
Less union activity in companies
Seniority only one element of promotion
Technology

22. The Result: No job is safe, and no career assured.
Causes employees to identify more with their generation and blame other generations for workplace problems and issues.
The real generational workplace conflict is based on differences in values, ambitions, views, mindsets, and demographics.

23. Traditionalist Values
Dedication/sacrifice
Law and order
Strong work ethic
Risk averse
Respect for authority
Patience
Delayed reward
Duty, honor, country
Loyalty to the organization

24. Traditionalists at Work
Assets
Stable
Detail oriented
Thorough
Loyal
Hard working
Liabilities
Inept w/ambiguity and change
Reluctant to buck the system
Uncomfortable with conflict
Reticent when they disagree

25. Traditionalists: Training & Development
Developing
Technology
Don’t stereotype as technophobes
Use formality and order
Don’t rush it
Training
Take plenty of time
Give them the “big picture”
Emphasize long-term goals
Let them share their experience

26. Messages that Motivate Traditionalists
“Your experience is respected here.”
“It’s important for the rest of us to hear what has, and hasn’t, worked in the past.”
“Your perseverance is valued and will be rewarded.”

27. Boomer Values Optimism Team work Personal gratification
Health and wellness
Promotion and recognition
Youth
Work
Volunteerism

28. Boomers at Work Assets Service oriented Driven
Willing to “go the extra mile”
Good at relationships
Want to please
Good team players
Liabilities
Not naturally “budget minded”
Uncomfortable with conflict
Reluctant to go against peers
Put process ahead of results
Sensitive to feedback
Judgmental of those who see things differently

29. Boomers: Training & Development
Focus on the near future
Focus on challenges
Focus on their role
Development
Meetings and team team building
Provide develop-mental experiences
Use business books and training tapes

30. Messages that Motivate Boomers
“You are important to our success.
“We recognize your unique and important contribution to our team.”
What is your vision for this project?”
“You are valued.”

31. Gen X Values Diversity Thinking globally Balance in life
Computer literacy
Personal development
Fun
Informality
Independence
Initiative

32. Gen X’ers at Work Assets Liabilities Adaptable Impatient
Techno-literate
Independent
Not intimidated by authority
Creative
Liabilities
Impatient
Poor people skills
Inexperienced
Cynical

33. Gen X’ers: Training & Development
Electronic support
Keep materials brief – bullets/checklists
Help them train for another job
Training
Focus on balance
Offer them access to many different kinds of information
Provide resource lists

34. Messages that Motivate Gen X’ers
“Do it your way.”
“We’ve got the latest computer technology.”
“There aren’t a lot of rules here.”
“We’re not very corporate.”

35. Millennial Values Optimism Civic duty Confidence Ambition/ achievement
Tradition
Education
Idealism
Fun
Diversity

36. Millennials at Work Assets Loyalty Optimism Tolerant Multi-tasking
Fast-thinking
Technological savvy
Liabilities
Need for supervision and structure
Inexperience, particularly with handling different people issues
Service levels are low
Rank order of job attributes in order of personal importance:
Fun work environment
Schedule flexibility
Money
Professional development
Reponsibility
Rewards
Their youthful, energetic perspectives
Their intellect, wit and creativity
Their ability, when focused, to get things done
You have the opportunity to mentor and develop new professionals and the chance to “stay in touch” with another generation
Challenges
Lack of reliability
Punctuality
Scheduling conflicts
Lack of motivation
Lack of responsibility
Insensitivity towards others
Can be “unteachable.”
What frustrates them –
My boss doesn’t really know me
My boss doesn’t interact with me very often
My boss doesn’t provide me with a good “model” to pattern after; or with clear expectations; or with meaningful work
My boss doesn’t take time to train me
My boss doesn’t know or reward, what I do
My boss is inconsistent
My boss is insensitive to my role
Clear expectations
Ask for input
Give responsibility
Incrast personal interaction
Meaningul balanced feedback
Positive work environment
Lead by example
Recognize effort
Reward outcome

37. Millennials: Training & Development
Focus on customer service and interpersonal skills
Model the behavior you want to see
Large teams with strong leadership
Training
Take plenty of time
Let them know what they do matters
Communicate expectations
Well written job descriptions
Clear performance expectations
Effective interview process
Structured, thorough orientation
Established training plan
Performance support systems (mentors, resources, feedback, on-going training, etc.)
Focus on the staff’s professional developmment whenever possible
Ask for input on policy and procedural decisions, this will allow the staff to create “buy in” to their positions
Help them to understand the “process” that goes into all decision making.

38. Messages that Motivate Millennials
“We provide equal opportunities here.”
“Your mentor is in his/her sixties.”
“You are making a positive difference to our company.”
“You handled that situation well.”
Clear expectations
Ask for input
Give responsibility
Increase personal interaction
Meaningful balanced feedback
Positive work environment
Lead by example
Recognize effort
Reward outcome
What doesn’t work
Threats, anger and other parental responses
Micro management
Isolation, ignoring
Belittling or minimizing contribution
Extending chance after chance after chance

39. Using the ACORN Approach
Accommodate employee differences.
Create workplace choices.
Operate from a flexible management style.
Respect competence and initiative.
Nourish retention.
Source: Generations At Work, Ron Zemke, Claire Raines, and Bob Filipczak

40. “It is axiomatic that we should all think of ourselves as being more sensitive than other people because, when we are insensitive in our dealings with others, we cannot be aware of it at the time: Conscious insensitivity is a self- contradiction.” - W.H. Auden