Leading in a Multi-Generational Organization March 15, 2018 Todays - - PowerPoint PPT Presentation
Maryland Association of Healthcare Executives presents: Leading in a Multi-Generational Organization March 15, 2018 Todays Expert Panel Diane Nicholas Director of Client Management NHS Solutions, Inc. Kelly Corbi Sr. Vice President
Kelly Corbi
LifeBridge Health
Diane Nicholas
Director of Client Management NHS Solutions, Inc.
Roby Hunt
Vice President, Human Resources MedStar Medical Group & MedStar National Rehabilitation Network
Moderator: Staci Hodge, PA-C
2nd Year Student, MHA Johns Hopkins Bloomberg School of Public Health
Introduction of the panel Overview of the current generations and challenges
with each generation
Panel discussion Q&A
Presented by: Diane Nicholas Director of Client Management NHS Solutions, Inc.
Baby boomers Gen X Millenials Born between 1946 and 1964 Born between 1965 and 1980 Born between 1981 and 1996 Current age between 54 and 72 Current age between 38 and 53 Current age between 22 and 37
37% of the workforce PROS: Members of Gen Y are believed to be the
most tech-savvy (78% of respondents agree) who know how to use social media to leverage
younger workers are also regarded as being the most "enthusiastic" (68% of respondents agree) about their jobs.
CONS: Gen Y-ers scored the lowest on being a
"team player" (45%), "hardworking" (39%) and "a productive part of my organization" (58%).
PERKS: More Gen Y respondents wanted to know
when and how they can get a promotion (13%) compared to Gen X-ers (5%) and Boomers (4%).
35% of the workforce
PROS: Most of the respondents in the study (70%) believed that Gen X are the most effective managers compared to managers from the Boomer (25%) or Gen Y (5%) generation. Members of Gen X scored the highest when it comes to being a "revenue generator" (58% of respondents agree), possessing traits of "adaptability" (49% of respondents agree), "problem- solving" (57% of respondents agree) and "collaboration" (53% of respondents agree).
CONS: Gen X-ers scored the lowest compared to other generations when it comes to displaying executive presence (28%) and being cost effective (34%).
PERKS: Gen X respondents ranked workplace flexibility as the most important perk (21%) and are more likely to walk away from their current job if flexibility isn't available (38% versus 33% of Gen Y and 25% of Boomers).
27% of the workforce PROS: Baby Boomers ranked the highest when it
comes to being a productive part of their
"hardworking" (73% of respondents agree), a "team player" (56% of respondents agree), and mentoring
CONS: On the other hand, Boomers ranked the
lowest when it comes to being adaptable (10%) and collaborative.
PERKS: Not surprisingly, Boomers (28%) identified
benefits, such as health care and retirement, as the most important perk compared to Gen X (19%) and Gen Y (147%).
stereotype.
general trends in how the generations are perceived.
and we can risk alienating others by assuming they fit all characteristics of a generational stereotype.
Kelly Corbi SVP & Chief Integration Officer, LifeBridge Health
Labor Shortage Skills Gap Changes in Composition of
Workforce
Increase in number of working
women
“Graying” of workforce Many Generations in one place Impact of current economic
landscape
TOPIC BOOMERS GENERATION X GENERATION Y Loyalty to Employer I could work my way to the top! I’ll work if I have to. Jobs are a dime a dozen. Training Tell me WHAT to do. Show me HOW to do it. WHY do I need to learn this? Respecting Elders Is automatic. Is polite. Just because they’re
Change Dislike Accept “Agent” Demand “Expect” Communication Via Parent’s Phone Via Personal Phone Cell/e-mail/chat rooms Technology Ignorant Comfortable Masters Government Is there dishonesty? There is dishonesty! Is there honesty?
Be transparent, personal, and overly social
Who They Are To Reach Them
demand
friends/strangers more than authority figures
information from multiple media sources/touch points
represent their ideals
(platforms)
content
without phones)
high school)
Writ Write Me Call Me Email Me Text Me
Baby Boomers
Puts you behind
Gen-Y
Part of my daily routine
Traditionalists
Carries a stigma
Gen-X
Is necessary
Baby Boomers
Taught to make their boss “look good”
Traditionalists
Respect for authority was based on military model (age, tenure, rank)
Gen-Y
Expect boss to be a coach/mentor like parents (but not a friend)
Gen-X
Respect for boss is not assumed…it’s earned
Baby Boomers
Prefer voice and email, with diplomatic tone Gen-Y
Prefer texting and IM-ing, but will settle for email
Traditionalists
Prefer face-to-face communication or handwritten notes; respectful, more formal style
Gen-X
Prefer straightforward, informal communication
Baby Boomers
Still follow annual reviews’ team based management
Traditionalists
Instituted annual reviews, “silence is golden” feedback
Gen-Y
Expect continual coaching/mentoring
Gen-X
Straightforward feedback; not as good a delegating
Traditionalists Plaque, gold watch for years of service Baby Boomers Title, status, public recognition Gen-X/Gen-Y Customized rewards for performance, not tenure - Frequent praise - Trust with more responsibility - Time off - Gift cards
Traditionalists Your experience is an asset. We see you in our future. We’re interested in what has/hasn’t worked in the past
Gen-Y You will be treated with respect here. We’re
your goals and achievements. Baby Boomers You can make a big contribution here. We’re team players. We care about people.
Gen-X People who work here have a life beyond work. You can build a terrific resume here.
The Xers:
Casual work attire Offices, not cubicles Make work fun Freedom in decision
making
Frequent feedback Non-traditional
rewards
The Ys:
work
and get recognition
Gen-Y
Job doesn’t meet
expectations
Job is boring, repetitive,
not challenging or chance for development Baby Boomers
Burnout Didn’t feel they
could make a contribution
Traditionalists
Physical reasons Inconsistent
enforcement of policies & procedures Gen-X
Can’t get ahead without becoming a
manager.
High stress Opportunities with other firms,
especially if it strengthens their resumes
VP Human Resources MedStar Medical Group MedStar National Rehabilitation Network
We are about to stereo-type most people (and healthcare providers) in the world into four distinct buckets…
Think mobile. Think social. Promote innovation. Promote work-life
balance/flexibility.
Promote continued professional
growth (with mentorship).
Communicate frequently – keep
them informed on where they stand.
Build your reputation in areas they
care about—promote PURPOSE.
Perpetuate the stereotype Ignore social media Communicate the way it’s always
been done
Talk about what’s great about you
—explain how what’s great about you can benefit them and their purpose
Force them to communicate in
“traditional” methods
Ignore your employment brand
EMR
unique view on how they like to be acknowledged or rewarded.
thought behind their recognition strategies and understand the motivational advantages that generation-specific compensation can provide.
Learning preferences vary and so should educational and training programs.
Traditionalist and Boomers may prefer classic
PowerPoint presentations and lectures.
Gen Xers and Millennials may respond more favorably
to online presentations, webinars, and games. It is important that organizations provide a variety of learning avenues that can help achieve maximum effectiveness and engagement.
Recruiting strategies and succession plans must be
multi-generational.
As Traditionalist and Baby Boomers edge into
retirement, Gen X and Y leaders must be in place and ready to step up into new responsibilities.
It is far more cost-effective and generally less risky to
look internally for future leaders than recruiting outside the organization.
Like all cultural divides, proper education is effective in
breaking down presumptions and biases.
It starts at the top with executive leaders who are genuinely
sensitive to the distinct values, skills and experiences inherent in each generation.
By understanding these generational distinctions leadership
can focus on the positive attributes each group brings to the organization, share these attributes with the different generations and correct misperceptions through engagement and interaction.
Executive leaders are responsible for making sure their
associates are exposed to generational education and
Employees will likely be surprised by what they will learn
from one another.
One-on-one meetings, group coaching sessions and
mentoring programs are also particularly useful for discussing and bridging generational issues.
May 17, 2018