generation workforce Alex Holly, Head of HR, WECA What is WECA - - PowerPoint PPT Presentation

Recruiting and retaining a mixed- generation workforce

Alex Holly, Head of HR, WECA

What is WECA and what do we do?

• The West of England Combined Authority was formed in 2017

and a new Regional Mayor was elected

• We cover Bristol, Bath and North East Somerset and South

Gloucestershire and work closely with the councils

• We promote the region and bring in investment for projects

that will help people who live here and the businesses that are based here

• We work with a range of partners across the region to

improve jobs, skills, housing and transport

Tim Bowles Mayor of the West of England Patricia Greer CEO of the West of England Combined Authority

The Generations – definitions and some (negative) stereotypes

• ‘Baby boomers’ (post WW2 to mid 1960s)

➢ “out of touch”, “resistant to change”

• ‘Generation X’ (mid 1960s to early 1980s)

➢ “cynical”, “not team players”, “can’t make a decision”

• ‘Generation Y’ or ‘Millennials’ (early 1980s to 2000)

➢ “entitled”, “lazy”, “need constant reassurance”

• ‘Generation Z’ (2000+)

➢ ?

Boomers – what shaped us?

• Grew up in a time of huge opportunity and change.
• Rapid and unprecedented economic growth.
• The first generation to have significant disposable income – could buy

houses, cars, holidays

• Hold 80% of the UK’s wealth, despite

making up 30% of the population.

• But some grew up through significant

political and social change – Vietnam, Civil Rights movement

Boomers – how we work, what we value

• The leaders: Generally in their 50s and 60s, they will have

climbed the ladder: many of the senior people in your

• rganisation will be boomers
• Tend to be loyal: more than 50% have been with the same

employer for more than 10 years.

• Tend to value status and security
• Tend to value more traditional

structures, respect authority and hard work

• Tend not to need regular feedback:

“I assume I’m doing a good job unless someone tells me otherwise”

Gen X – what shaped us?

• Grew up surrounded by unemployment, strikes and

uncertainty: the ‘boom’ was over. Job security was prized but not expected.

• Thatcherism (and Reaganism in the US) shaped social

attitudes and sharpened divisions

• Computers in the workplace were

becoming commonplace; technology was starting to shape their outlook

• First generation to experience a

globalised world, first generation for whom a TV in every home was normal

Gen X – how we work, what we value

• Less loyal to companies, more loyal to people and work

environment

• Tend to be diplomats: bridging the gap between ‘boomers’

and ‘millennials’.

• Pragmatic and resilient
• Many will be leaders in your organisation

now

• Hard working, but desire more flexibility

Gen Y / Millennials – what shaped us?

• Technology, social media – and instant feedback
• Iraq War, 9/11, Climate Change, Global Banking Crisis
• Opportunities are limited, many do not expect to own a house
• World of contract work, zero

hour arrangements, ‘working for ‘exposure’ - security is a myth to Gen Y

• Issues of social conscience

became widely known and shared

Gen Y – how we work, what we value

• Social value and purpose is very important – more than any generation

before them, they want to work for an organisation that has a positive societal impact

• Tend to be less loyal to one employer - over 50% have been with a company

for < 3 years. Loyalty is instead to people or causes

• People oriented, ambitious, but not ‘born leaders’ - tend to see leadership

as collaborative rather than authoritative

• Willing to work long hours, but – crucially

– want a choice about when to do this.

• Tend to value regular, informal feedback
• Lateral moves are seen as positively as

upward moves

Gen Z – brief summary

• Just turning 18 – and entering your workplace!
• Apprenticeships, entry level jobs – now, graduate jobs – 2-3

years’ time

• Research is limited at this stage, but similar to millennials –

except: ➢ No ‘Gen Z’ will have ever known a time without smartphones and the internet ➢ Seem to be even more ‘socially conscious’ than millennials – 60% say they ‘want to have an impact on the world’, versus 40% of millennials

The Generations – Some (positive) Flipsides

• ‘Baby boomers’

➢ Confident mentors; independent; strong leaders; loyal

• ‘Generation X’ (mid 1960s to early 1980s)

➢ Ready for new challenges; confident mentors; untapped leadership potential

• ‘Generation Y’ or ‘Millennials’ (early 1980s to 2000)

➢ Tech savvy; interested in ethics, personal growth; need less financial reward

What does this mean for your business?

• Boomers and Gen X are the most likely to be the leaders in your
• rganisation, but..
• Millennials are now the largest group in the workplace, followed by Gen

X and then Boomers

• By 2020, Millennials are forecast to make up 50 % of your workforce
• Traditional structures and ways of working are changing, and we need to

plan for this

• Gen Z, as ‘Digital Natives’, will further shift the landscape

What are some of the conflicts?

• If most of your leaders are boomers or Gen X, they are likely to be the
• nes setting the culture – and this may not be compatible with Gen Y
• Whether some of the stereotypes are true doesn’t necessarily matter:

some of the older members of your workforce will hold these views about the younger members, and vice versa

• Gen X are frequently ignored, as research tends to focus on Boomers vs

Millennials – but these will be your leaders

• Traditional hierarchies structures and ways of working will become even

less appealing – but you need to strike a balance

What are some of the leadership solutions?

• Different drivers thrive on different leadership styles
• Balance your leadership team – recruit and develop based on

potential, and the skills your organisation needs

• Build in different ways to give feedback outside of formal

structures

• Review your reward toolkit - you need a balance of financial

and intrinsic rewards

• Start moving your organisation towards a more flexible way of

working, where it’s possible to do so – and not just for Gen Y . Gen X are likely to have children, and Boomers are likely to be thinking about flexible retirement or reduced hours. Help them stay, and don’t lose their experience.

What are some of the HR solutions?

• Create opportunities for lateral moves – secondments, extra projects
• Develop your recruitment strategy on the idea that people may not

stay with your organisation for a long time – and that’s ok

• Make sure your workforce and succession plan takes account of

changing demographics and changing expectations

• Get ‘boomers’ / Gen X to mentor Millennials - focus on what

generations can learn from each other

• Encourage collaboration and flexibility of working styles alongside

traditional structures, and reinforce these through your policy approach

• Recruitment campaigns need to focus on some of what Millennials

want – what social value does your business offer? What flexibility?

Some caveats

• While this is based on research, many of the conclusions are

general – and it’s important to treat everyone as an individual.

• There will be large variations in attitudes and approaches

within generations (personality types, learning styles, etc) – some Boomers love technology; some Millennials are already leaders.

• Apply the same approach as you would to recruiting and

managing any diverse workforce

• Remember that every generation was once the newest – and

this conversation will continue to evolve as further evidence becomes available.

Questions?

Sources and further reading

• ‘Gen up’ – CIPD / Penna Research paper
• ‘Management techniques for bringing out the best in generation Y’ –

CIO.com

• ‘Managing a multi-generational workforce’ – Guidant Group white

paper

• ‘The future of workplace relations’ – ACAS discussion paper series
• ‘Projections of the UK labour force to 2020’ - ONS