Complete Compete Top 10 Teams Standings Top 5 Teams initial - - PowerPoint PPT Presentation

Complete Compete

Top 10 Teams Standings

Top 5 Teams – initial standings

Delegate Profiles

Ontario Coverage

25% 9% 12% 39% 15%

0% 5% 10% 15% 20% 25% 30% 35% 40% 45%

EASTERN ONTARIO WESTERN ONTARIO NORTHERN ONTARIO SOUTHERN ONTARIO GTA

Municipality Populations

0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%

Under 5000 5000 to 20000 20000 to 50000 50000 to 100000 100000 to 300000

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300000

Communicating, Coaching & Coping

Managing 5 Generations in the Workplace OMAA – October 2018

Our Speakers Today

Catharine Vickery HR Advisor “The Entering Generations” Bill Winegard Executive Director “The Exiting Generations”

Gen Z 1995 - Present Boomers 1946-1964 Gen Y 1982-1994 Gen X 1965-1981 Traditionalists 1930-1945

Generational Work(forest) Diversity

Purpose of This Session?

Share HR issues you may be experiencing in your workplaces that are related to multi-generations and diversity and discuss how you are making sure you have a thriving forest

Agenda

• Overview of the Generations
• Attracting, Inspiring and Retaining

the Younger Generations

• The Aging Brain and Implications for

the Workforce

• The Sandwiched Managers
• Table Discussions

Generational Overview

1991 – Present 1982 – 1990 (aka Gen Y) 1965 – 1981 1946 – 1964 1930 – 1945

Generational Overview of YOU

49% 51%

The Generational Divide

The Generational Divide

Attracting, Inspiring & Retaining the Younger Generations

Getting their Attention Digital presence/ Social media Less than 1 minute on job ads Use of Devices to apply Text & IMs Interviews Interviewing you About the experience and your purpose Video based/ Virtual Short

Attracting, Inspiring & Retaining the Younger Generations

Late-Career Employees

What a CAO Should Know

The Aging Brain in the Workplace:

Nuggets from Neuroscience

…First, the bad news…

The Aging Brain: Senses

Decreased Receptivity/Detection Decreased Comprehension

Don’t see/hear as well Don’t process/interpret as quickly

The Aging Brain: Memory

Worse Working/ Short-term Memory Inaccurate Long-Term Memory

Don’t recall/synthesize as quickly or accurately Rosy glow of the past

The Aging Brain: Intelligence

Decision-Making Speed/Accuracy Decreased Fluid Intelligence Decreased

The Aging Brain: Learning

New Information Working, ST Memory Decreased Processing Speeds, Reasoning Decreased

Don’t learn as fast

The Aging Brain: Hormones

• Less Consistent Sleep
• Different circadian rhythms
• Lower Stamina

The Aging Brain in the Workplace

…NOW, the better news…

Better, Older: Social, Interpersonal

Longer in the world = Higher emotional intelligence More interpersonal insight Better mirror neuron system

Better, Older: Cause & Effect

Better able to predict outcomes Better able to imagine consequences Mental categories and frameworks to interpret/adapt to new situations

Better, Older: Long term, Big Picture

Better at Long Term Planning Grasp of time horizon “Big Picture” Thinking Grasp experiences and viewpoints

Better, Older: Focus

Longer attention spans, more patience More attention to detail Less inclined to (and not as good at) multi-task, code-switch

Better, Older: Experience, Wisdom, Ambiguity

More practical experience and expertise More Judgment

Better at dealing with ambiguity

Better, Older:

Happier, More Optimistic

Negative memories decay first; “Good old days” left Extrapolation: happier past=brighter future Philosophical: have seen more things work out; less left to worry about

Older Brains at Work

Older Workers Good at Deep, Long Projects

• Older workers = best candidates to take on long projects

that require depth of consideration, detail, time horizon

• Conversely, projects requiring too many moving parts,

code-switching, constant multi-tasking are best for younger brains

Manage Work-Related Stress in Older Workers

• Stress = the biggest risk-factor for impairment of brain

centres for planning, reasoning, short-term memory

• Older workers need challenge, but “manageable”

Older Brains at Work

Positive Older Workers

• Management, HR, team-leading roles are good for older

brains that have a pro-social agenda and a positive outlook

Roles that need patience , empathy, perspicacity

Counselling, Mediation, Arbitration Strategic planning, overview, objectivity

Older Workers Great with Ambiguity

• Projects requiring tolerance for ambiguity are perfect for
• lder workers who’ve ‘been there, done it, and have the

cognitive templates to prove it’

Older Brains at Work

Good roles for Older Workers

• In group contexts
• where management responsibility is high and tactical

delivery requirements are low, ambiguity is possible, and projects likely to have pro-social/societal relevance

Older Workers Should Modify Working Style/Hours

• Good work-life balance is even more critical as you age
• Provide opportunity for responsibility-sharing,

mentoring with others in the workforce

• Modify working hours to reflect older workers’

physical realities

Older Brains at Work

Emotional Stability, Productivity Decrease Depression, Anxiety

• Those who feels a sense of productivity and progress

experience less depression, anxiety, psychiatric pathology

Social Inclusion is Critical for Older People

• Social isolation is the single biggest risk factor for

depression, anxiety and suicide (especially in men), increasingly as they age

Societal Contribution

• A sense of contribution, group involvement, societal

betterment etc. is critical for people as they age.

Should I Stay or Should I Go?

GO FLEXIBILITY Want more control

• ver my time and tasks

Should I Stay or Should I Go?

GO FEELING GOOD Start doing those things I’ve dreamed of doing, while I still can

Should I Stay or Should I Go?

GO NOT AS GOOD AS I ONCE WAS I know I don’t have the same stamina, resilience, quickness. Possibly failing health.

Should I Stay or Should I Go?

GO LEAVING ON A HIGH NOTE Leaving like Lemieux, not Hanging on like Howe

Should I Stay or Should I Go?

GO NEW HORIZONS BEAM BRIGHTLY The full-time fishing, the Rolling Stones tribute band, the new career on the dark side (i.e., consulting)

Should I Stay or Should I Go?

GO NO MORE MOUNTAINS TO MOVE Achieved what I set out to achieve; Gave it 110 %

Should I Stay or Should I Go?

GO FAMILY

Should I Stay or Should I Go?

STAY MORE MONEY MATTERS Started late – I need more years Expecting promotion Need health benefits

Should I Stay or Should I Go?

STAY IDENTITY Who will I be when I’m not who I am now?

Should I Stay or Should I Go?

STAY THE OUTLOOK IS CLOUDY I can picture the here and now, but not the there and then

Should I Stay or Should I Go?

STAY AS GOOD ONCE AS I EVER WAS Before I go, I have/want

• ne more big challenge,
• ne more opportunity,
• ne more mountain to climb

Should I Stay or Should I Go?

STAY THE PEOPLE I’ll miss the colleagues and friends I have had for many years

The Sandwiched Managers…

The Sandwiched Managers…

• Balance frustrations between generations
• Handle churn of the younger generations
• Promote acceptance of diversity
• Navigate need for adequate feedback
• Value the near-retirees to the end
• Manage thoughts of:

“If I’m here working, you should be too”

TEAM ASSIGNMENT

Table Discussion (the next 20/30 min) Information collected today will be compiled along with the pre Workshop survey results. Score some Team points Happy Hour!!

Instructions:

• Appoint one person as the note taker – point form is fine – collect thoughts on

blank template Discuss:

• Whether you think these items are an issue or you are not seeing them as

issues?

• If not an issue, why not?
• Ideas and Strategies you have used or are planning on using to address some of

the topics in the Cloud

• Share experiences based on size of municipality, rural vs. urban, etc.
• Float around the Cloud to all four (4) quadrants to explore strategies
• Bill & Catharine to float between the tables

Closing Thoughts on Generations

Table Report-outs

Will be done on a rapid fire, random draw, basis for the last 20 minutes of Happy Hour