Working in a Multi-Generational Workforce Presented by: Desiree - - PowerPoint PPT Presentation

Working in a Multi-Generational Workforce

Presented by: Desiree Davis MA, CGACI, EAP Counselor

Your Employee Assistance Program Provider

Objectives

• Review the values and work related preferences of the different

generations.

• Identify generational differences that may cause conflicts at work.
• Identify similar values among the generations.
• Discuss strategies to manage some of the top challenges and conflicts.

Things to Remember Before Beginning

This information contains generalizations only and are not meant to be stereotypes. Individuals vary widely in their personal preferences and experiences, especially those who fall on the cusp

• f two generations.

Even experts don’t always agree on the defining line (or year) of generations. The true key to understanding the generations in your workplace is through COMMUNICATION!

What Have You Noticed?

• Examples of positive and

negative generational differences in the workplace?

Generations

• Traditionalists – Legacy, chain-of-command, loyalty, “A job well

done is its own reward”

• Boomers – Career, recognition, ownership, “Live to work,”

“Supermoms”

• Gen-Xers – Skeptical, portable, flexible, telecommuting, “Work

to live”

• Millennials – Special, pressured, achieving, goals-oriented,

finding meaning in their work… ”

What have you noticed?

• Examples of generational

differences in the workplace?

• Positive or negative

The Mature Workers

Pre-1945

• Value hard work, good attitude, discipline, attendance, practical

knowledge, sacrifice, loyalty to the company and respect for authority.

• May be mechanically, but not necessarily technologically savvy.
• Focus on quality/pride in work.
• Motivated by job security.
• See money as their livelihood.
• Play by the rules.
• Need respect and structure.

The Baby Boomers

1946 - 1964

• Value success and building a stellar career

because work is a big part of personal ID.

• Seek self-improvement and personal

gratification.

• May prefer to work in teams.
• Motivated by the experience of personal

growth and by status symbols, i.e. impressive title, nice office, money, etc.

• Have high expectations and are used to putting

in long hours.

• See commitment, dedication, hard work, loyal

to a company as main factors in advancement.

Generation X

1965 - 1976

(or 1965 - 1981 depending on the research)

• Has an entrepreneurial spirit and seeks meaningful

work and to be on the cutting edge.

• Appreciates the quality of life and a work/life

balance.

• Is technologically savvy.
• Values self-reliance and time, and is motivated

by time-off.

• Believes productivity (not seniority) should be

determinant for success.

• Loyal to a manager not the company.
• Sees money more as a means to and end.

Generation Y

1977 - 1994

• Prefers diversity, informality, flexibility and is

technologically adept.

• Compartmentalizes work and life.
• Wants to be involved in the decision making.
• Focuses on contribution.
• Is also motivated by time-off.
• Values individuality and is not focused on outward appearances.
• Does not believe loyalty to a company is important.
• Seeks meaningful work and staying challenged.

Millennial International

About Millennials (GEN Y)

• The first Mils (born 1982) graduated from college in

2004

• Mils are the largest generation in U.S. history
• Mils have high expectations for salaries, benefits,

security

• By 2015, about 30 million Mils will have entered

the workforce

Generation Z?

• Generation Z is innately reliant on technology.
• Generation Z is hyper-connected.
• Generation Z is increasingly “in the moment.”
• Generation Z = mobile.

The Dark Side of the Workforce

• Traditionalists – Putting legacy before flexibility

(“We’ve always done it this way.”)

• Boomers – Letting their careers control their

lives

• Gen-Xers – Impatient and not always good team

players

• Mils – High expectations and low tolerances

“When generations fail to communicate, it can reduce profits, increase the cost of recruitment, hiring, staff retention, affect morale, and lead to grievances and complaints.”

Quiz!

Which Generation Am I?

Generational Differences That May Cause Conflicts

Mature Workers

• may prefer face to

face or phone communication.

• are more accepting
• f work spilling over

into home life.

Younger Workers

• are more connected to

electronic communication devices, however,

• dislike work-related

disturbances at home.

Generational Differences That May Cause Conflicts

Mature Workers

• are more likely to

believe in the “pay your dues” philosophy.

• respect the “chain of

command”.

Younger Workers

• may be impatient with

traditional

• rganizational

hierarchy.

• are more likely to

believe everybody should have access to everybody else.

Generational Differences That May Cause Conflicts

Mature Workers

• may have a work style

that aligns with their value of consistency, loyalty, and (respecting) not challenging authority.

Younger Workers

• may have a work style

that aligns with their preference for flexibility, innovation,

• penness and choices.

Upside-down Management

1 in 5 older workers may have significant problems with their younger bosses, especially if the younger boss lacks understanding and appreciation of the mature workers’ experience, priorities, preferences and life skills.

Generational Differences That May Cause Conflicts

Your Organizational Culture

• What are some examples of what your company

does to effectively address generational conflicts at work?

• What can you do on an individual level to address

generational differences in your work-team?

The Good News Among the Differences

• Research shows a diverse mix in generations among

senior management teams corresponds to superior corporate performance.

• Workplaces are becoming more flexible,

accommodating and fair to workers with diverse values and priorities.

Similar Values Among the Generations at Work -Bridging the Gap

Similar Values Among the Generations

• All age groups are wanting more flexible hours or fewer hours (for

different reasons.)

• Studies show Boomers and Xers view job satisfaction, organizational

commitment and perceived job opportunity similarly.

• All age groups want timely and constructive feedback.
• All workers tend to want projects or leadership positions that tap

into their talent, opportunities to enhance their skills, well- managed activities, and meetings that do not waste time

• All age groups are becoming increasingly concerned with work/life

balance.

• All workers want a sense of community with others that make their

involvement meaningful and enjoyable.

• What do you think are some similar

values?

• How can you discover your co-workers’

values?

• How can you “bridge the gap” between

generations?

Similar Values Among the Generations

• Mentoring
• Listening
• Flexibility
• Adaptability

Improving the System

Questions?

References

Figures represent percentages of total population, gathered from the U.S. Census 2000 “Acting Your Age,” Sales & Marketing Management; Sep2004, Vol. 156, Issue 9, p89-90. “Older Employees in the Workforce,” an article based on a study, National Study of the Changing Workforce, prepared by the Families and Work Institute for the American Business Collaboration. Farren, Caela. “How to Eliminate the Generation Gap in Today’s Work Teams.” Employee Benefit News; June 1999, Vol. 13, Issue 7, p34, 4p. “Generational Differences in Your Workplace.” New Zealand Business, Feb 2005 Sujdak, Edward Joseph, Nova Southeastern U., US, Dissertation Abstracts International Section A: Humanities & Social Sciences. Vol. 63 (8-A), Mar 2003, 2940. “Cultivating New Leadership,” Association Management, January 2000

Green, Kelly, “Bye-Bye Boomers?,” Wall Street Journal, Tuesday, September 20, 2005, B1 Cufaude, Jeffrey. “The Future Face of the Workforce,” Association Management, December 1999, Vol. 51, Issue 13, pF-1, 2p. Corbo, Sally Ann. “The X-er Files,” Hospitals & Health Networks. Chicago: Apr 5, 1997. Vol. 71, Issue 7; gp. 58, 2pgs Generations & Gender in the Workplace, a National Study of the Changing Workforce, prepared by the Families and Work Institute for the American Business Collaboration. Forman, PJ, and Carlin, Lynn, “The Age of Change: Multiple Generations in the Workforce,” www.globallead.com/WeConnect/Oct05/ageofchange.html Zemke, R, Raines, C., Filipczak, R., “Generations at Work: Managing the Clash of Veterans, Boomers, Xers, and Nexters in Your Workplace.” Amacom: New York. 2000

References

University of Oregon

Employee Assistance Program (EAP)

Summary of Services:

• Intake / Assessment
• Up to five (5) visits per incident, per year
• E-Support
• Crisis Counseling
• Home Ownership Program
• Work / Family / Life
• Identity Theft Services
• Legal Consultations
• Financial Coaching
• FREE Simple Will Kit
• Cascade Personal Advantage

Thank You for Attending!

If you have any questions or would like additional information regarding services through your Employee Assistance Program please contact us at:

800.433.2320 Text 503.980.1777

www.cascadecenters.com