MANAGING GENERATIONAL DIFFERENCES IN SAME WORKPLACE: AN EMPIRICAL ANALYSIS

1. Dr. Manoj Kumar DashAsst. ProfessorInstitute of Technology and Science Mohan Nagar

2. Dr. Bijay Kumar PandaProfessorBerhampur UniversityOrissa

The Four Generations working together

WHY THIS STUDY IS IMPORTANT ? In recent year there has been a lot of discussion in management and

organization literature about the workforce diversity. One of the main issues that have been ignored by most of these studies is generation diversity at workplace.

Each generation has different work values, different perceptions of authority, and different views about what is important in life

If managers are not prepared for these differences in values, it can create conflict, poor performance and low morale in the workplace.

Fundamental value differences exist between individuals of different generations. Understanding these values helps us understand differences that may arise in the workplace.

we can strive to understand the mind-sets of different generations and how each group sees the world and the workplace inn the work environment.

As each new generation enters the workforce, conflicts are assumed, as each generation sets its tone and establishes boundaries, ground rules, and expectations.

As per the data available in 2009 for every two-experienced worker leaving the workplace there is every one inexperienced worker who arrives .

Objectives of the study Define the four generations and their workplace characteristics To Identify the common drivers and value systems of each

generation and how those drivers affect motivation and behavior in the workplace

To describe how each generation defines success and understand how the differences affect communication and relationships in the workplace

This exploratory study examined whether differences in personality and motivational drivers truly exist in the workplace across different generations

To determine the significant impact of personality factor in four different generation

To find out factors for motivating respect for what is important to each generation

ABOUT OUR WORK

This study focuses specifically on personality and motivation, and aims to explore whether personal preferences and motivational drivers differ across individuals from different generations in the Indian working population.

Using the Occupational Personality Questionnaire and the Motivation Questionnaire as measures of personality and motivational values respectively, the study examined cross-sectional differences in three groups of working participants: Baby Boomers, Gen X’s and Gen Y’s.

This further emphasizes the importance of managing individuals by focusing on individual differences rather than relying on generational stereotypes.

For the first time in history, 4 generations are working together in the same job market –

often in the same work place.

The Four Generations

They generally have :-1.Misunderstandings2.Miscommunication3.Harsh feelings.

Which leads to:-Dysfunctional employee supervisor relationship.Lack of productivity,Higher than normal turnover ratio.

Traditionalists (58+)Traditionalists (58+)What they bring to the team Superb interpersonal skills Good work ethic

Areas of Conflict May struggle with the diversity

of the workforce May struggle with technology

StrengthsDisciplinedExperiencedCommittedRespect authority

Challenges Change Meritocracy Technology

Key Word: Loyal

Believe that hard work and

dedication leads to reward.

Not self-promoting.

Value Logic and Discipline Don’t Like Change Want to Build a Legacy

Baby Boomers (39-57)Baby Boomers (39-57)

Key Word: Optimistic

ChallengesChallengesJudgmentalSelf-centeredControl/competition

StrengthsStrengthsResidual idealism“Can Do” attitudeSeek to please

Cultural FactorsCultural FactorsSelf awarenessPost-independence struggle.Indulgence/expectationsTelevision and marketingActivism

“Me” generation Competitive and hard-working, started the 60 hr work week Get the job done at any cost Seen as sacrificing personal life to achieve professional goals Money ,Title ,Recognition. Want to build a stellar career.

What they bring to the team

Driven and service-oriented

Good team players

Areas of Conflict Dealing with conflict Self-promoting

Influential People

Generation X (25-38) Possibly Most Misunderstood

Generation Need a balance between work and life -

Freedom Flexible and Motivated Want to Build a Portable Career

StrengthsStrengthsIndependentSelf reliantResults-orientedCreative/adaptable

ChallengesChallengesPeople/political savvyImpatientCynical

Cultural FactorsCultural FactorsEconomic recessionRise of personal computersDivorce & two-income familiesLatch-key kidsAIDS

Digest information rapidly Witnessed corporate downsizing and demise of lifetime employment. May not sacrifice personal life for a

company

What they bring to the teamWhat they bring to the team Open to receiving feedback Good at networking

Areas of ConflictAreas of Conflict Nomadic Parallel Processing

Influential People

Generation Y/Millenials (up to 22)

Key Word: Realistic

Critical cultural InfluencesCritical cultural InfluencesDot Com boomSeptember 11, 2001PeaceProsperity/opportunityGlobalizationInformation revolution

StrengthsStrengthsMulti-taskersGlobalizedCommitment to missionCollaboration/teamworkTolerance of differences

ChallengesChallengesLofty expectationsSupervision curveTechnology demandingWork-Life balance

Cooperative, civic-minded and intellectually curious Meaningful work that

makes a difference in the world Value information and

technology

What they bring to the teamWhat they bring to the team Good at multi-tasking Appreciate diversity

Areas of ConflicAreas of Conflict Strong parental attachment Need more recognition

Influential People

Some facts

In North America, the letter "X" was first used by Paul Fussell in 1984 to denote a group of people who have pulled away from society, but it was popularised by David Coupland in 1991 .

The term "Baby Boomers" is used for people born after World War II. It appears more reasonable to assign the date of their birth anywhere from 1965 to 1980. Paul Fussell identifies them by their characteristics and attitudes and not by their date of birth.

In North America Xers are the "Why Generation." They question the established social norms.

In India they are the "Wannabe Generation." While appearing rebellious, they want the system to work to their advantage.

Population of India according to age

StatisticsGeneration

TypeNumber in workforce

Seniors/Veterans

22 million

Baby Boomers 48 million

Generation Xers, Twenty-something, Baby Busters

54 million

Millennials, Generation Y’s

75 million

Generational Snapshot of Workforce in India

21%

30%

41%

8%

Millenniums

Generation X

Baby Boomers

Traditionaliststs

Highest proportion of population below 35 years (70%) in India

7

23

35

35

>60

35-59

15-34

0-14

10

30

35

25

23

36

26

16

8

26

37

29

A “Young” population . . .

Highest proportion of population below 35 years (70%) in India……

. . .which means a bigger opportunity

365

240

73

3650-14

15-35

35-59

>60

2009

391

295

87

449

2012 E

Total Population in million

1,044

1,221

130 mn plus people get added to working population

Review of studies Howe, Strauss and Matson(2000), Huntly(2006), Samola and Sutton(2002),

Junkile(2007), Dash(2009a,2009b): They had explained the key differences exists in the work values and belief of employees from different generation.

Jogerson(2003): whether the combination of Baby Boomer, Gen-X and Gen-Y values likes and dislikes actually have the capacity to disturb common work place.

Tweenage(2000,2001,2002): difference of attitude among different generation in workplace

Barric et.al( 2002): Individual difference in personality and its affect on job performance.

Brown(1976):: Motivational drivers and actual performance. Samola and Sutton(2002): generational difference in personality Yu and Miller(2004): Motivational driver in the work place

In India only limited research has been carried out : Sharma et. al. (2002), Rao and Tripathy (2003), Dash and et.al (2009); Singh and et.al(2007)- Their main focus was to find out inter generational differences, values, objectives, conflict in inter generation workforce, Challenges to manage generation Y employees etc.

The research on generational difference in personality and the motivational drivers in the workforce is very limited in India

Focus of the study

Building on previous research into generational differences at work McCrindle & Hooper, 2006; Smola & Sutton, 2002, Dash et.al 2009b) and the broader research into generational differences in personality and motivational drivers (Twenge, 2000; Twenge, 2001a; Twenge, 2001b),

this study aims to examine whether differences in personality and motivational drivers exist across three generations of the Indian working population.

This will be based on cross-sectional data from an Indian sample. While a cross-sectional study does not allow a perfect model for examining whether differences (if any) are linked to age or generational differences, it is useful as an indication of whether there are differences in the three generations at work, as they currently exist.

In particular, two hypotheses were developed to determine whether the commonly-held beliefs of the three generations are supported by existing cross-sectional data:

Hypothesis of our study Hypothesis 1: There will be key differences in the personal preferences of Baby Boomers,

Gen X’s and Gen Y’s. Specifically, it is expected that: Baby Boomers will be more optimistic than Gen X’s; Gen X’s will be less affiliative than Baby Boomers and Gen Y’s; Baby Boomers and Gen Y’s will be more career-driven than Gen X’s.

Hypothesis 2: There are key differences in the motivational drivers of Baby Boomers, Gen

X’s and Gen Y’s. Specifically, it is expected that: Baby Boomers are likely to be more strongly motivated by job security than

Gen X’s and Gen Y’s; Baby Boomers and Gen Y’s will be more strongly motivated by having

responsibility and power within the organisation than Gen X’s; Gen X’s are likely to be less motivated than Baby Boomers and Gen Y’s by

work that requires their commitment beyond ‘normal’ working hours.

Methodology of the study

Area: NCR Region Sample Size: 230 Questionnaire: Personality attribute and

Motivational Factor Techniques: Factor Analysis, ANNOVA,

Multiple regression analysis Organization: Banking, Insurance, Education

and BPO Industry Software: SYSTAT and GRETAL

Measures-1:Occupational Personality Questionnaire

The present study looked specifically at the following scales, as these personality styles are believed to be most relevant to the comparison of generations:

Achieving: the degree to which a person perceives themselves as ambitious and career-centred and the

degree to which they prefer to work to demanding goals and targets; Affiliative: the degree to which a person enjoys others’ company, prefers to be around people, and tends

to miss the company of others; Optimistic: the degree to which a person sees themselves as having an optimistic view of the future and

the degree to which they expect things to turn out well and looks to the positive aspects of a situation;

Variety Seeking: the degree to which a person enjoys doing non-routine work; Independent Minded: the degree to which a person tends to have their own opinions and views, independent of the

group consensus; Conscientious: the degree to which a person completes tasks in a timely manner and sees things through to

completion.

Measures-2: Motivation Questionnaire The present study looked specifically at the following scales, as these motivational

drivers are believed to be most relevant to the comparison of generations: Power: the extent to which a person is motivated by opportunities for exercising authority,

taking responsibility, negotiating and being in a position to influence others; Immersion: the extent to which a person is motivated by work that requires commitment beyond

‘normal’ working hours; Ease and security: the extent to which a person is motivated by contextual factors, such as a pleasant

working conditions and job security; Progression: the extent to which a person is motivated by having good promotion prospects; Personal growth: the extent to which a person is motivated by opportunities for further training and

development and the acquisition of new skills; Affiliation: the extent to which a person is motivated by opportunities for interaction with other

people in their work.

Traditional Boomers Gen-X Generation--Y

LoyalHonors/Respects authorityFollows OrdersFormalRewards laterPracticalSacrifice

LoyalOptimisticResponsible and DedicatedTeam playerWorkaholic

Adaptable to changeTechno-literateSelf-startersGlobal mindsetInformal

Goal-orientedTechno-savvyCollaboration and Achievement importantOptimisticMoral mindsetSocial activism

Prefers structureTechnology-challengedSet in waysDifficulty with change

Enjoys much recognitionElder care absencesSelf-gratification

SkepticalFeel others owe themMotivationChild care absences

Requires supervision and

supportSociable

Summary of Work Characteristics

Traditionalists Boomers Xers Millennials

Practical

Always at work

Optimistic

Want recognition

Skeptical Hopeful and optimistic

Patient, loyal and hardworking

Difficulty with change

Teamwork and cooperation

Do not accept change

Self-reliant and techno literate

Adaptable to change

Meaningful Work

Moral mindset

Social activism

Respectful of authority

Ambitious

Physical health

Risk-taking Value diversity and change

Rule followers

Rewards later

Prefer Structure

Workaholic –”Thank God Its’ Monday”

Balance work and life

Technology savvy

Immediate responsibility

Demographic Profile of Sample Survey

Sl.No Generation Male Female Total

1 Traditionalist 12.37% 10.26% 11.76%

2 Baby boomer 25.77% 17.94% 23.52%

3 Generation-X 30.92% 33.33% 31.6%

4 Generation-Y 30.92% 38.46% 33.08%

5 Total 71.32% 28.68% 230 (100%)

Generation mix sample study institution/organization wise(%)

sl no Organisation Traditionalist Baby boomerGeneration-

XGeneration-

Y

1 Pvt. Banking 10.53 21.05 28.95 39.47

2Educational

Inst. 12.00 24.00 40.00 24.00

3 BPO sector 7.14 21.43 35.71 35.71

4Insurance

Company 10.34 20.69 34.48 34.48

5 Others 25.00 37.50 12.50 25.00

6 Total 11.76 23.53 31.62 33.09

Generational Factoids 65% of respondents agreed that generation gaps make it hard to get things done at

work 24% of Traditionalists, 30% of Baby Boomers and over 60% of Xers said they

feel their generation is viewed negatively Only 14% of survey respondents choose Generation X as the generation most

comfortable managing and this included Xers themselves One-third indicated that they were often offended by someone from another

generation at work When asked who they are most loyal to at work, Xers put co-workers first, their boss

or project next, and the organization last 40% of Xers said having a mentor directly influenced their decision to stay at their

current job. Millennial ranked “personal safety as their Main workplace issue. 29% of the Traditionalists agreed that a person should build their career with one

employer, compared to 14% for Boomers and 11% of Xers When asked “Which generation is the best at finding work-life balance?”, all

generations picked Generation X Millenniums indicated that flexible workplace and opportunity for promotion was

more important than salary

Views OF FOUR GENERATION ( FOCUS GROUP STUDY)

Sl no CHARACTERISTICS TRADITIONALIST BABY BOOMER GENERATION X GENERATION-Y

1 Privacy High Moderate Situation No

2 Hard work Moderate High High Very high

3 Rules and regulation Very high believed High believed Not required Very low believed

4 Team work Very high believed High believed Depends situation High believed

5 Loyalty Very high loyal High loyal Moderate No loyal to the org.

6 Development Org. Dev Org dev Personal dev than org. Org. Development

7 Information Not shared Not shared Shared with situation Shared high

8 Communication Paper work Comb. Electronics media Electronics media

9 Goal Org. Dev Org dev Personal dev than org. Individual growth

10 How they work Team Team Team Indidiviual

11 Why they work Position Power and position Power and money Money

12 Objectives Recognisation Stability Money and power Money

13 Change Want stable Stability Depends situation Change frequently

14 Feedback No feedback Believe feed back Never believe feed back They want their feedback

15 Retention Recognisation Recognisation Award Award and thanks

16 Attitude Optimistic Optimistic Pessimistic Pessimistic

17 Work Focus on single work Target oriented Variety work to perform Variety work to perform

Factors variables Factor

loading Reliability

coefficients

Eigen Valu

es% of variation

explained

Achieving

I like to work with target and goals 0.8683

0.7148 3.8541 18.18

I complete the job in time 0.8104

I work for profit making for the orginsation 0.7523

I work for promotion and salary hike 0.7888

I like to take responsibility 0.7156

Affillliative

I prefer to work around people 0.9027

0.7944 3.3019 16.07

I enjoy with my collogues 0.8533

I shared my thought with my collogues 0.7396

I like to interact with my collogues in workplace 0.7161

I believed team work in work place 0.6754

Optimistic

I think positive in all situation 0.8608

0.8931 2.4542 13.14

I expect the things to turnout well 0.7911

I think I will promote through my hard work 0.6994

I believed promotion will be active through hard work 0.6911

Variety seeking

I enjoy non routine work 0.6743

0.7543 2.0654 10.45

I prefer new ways of working 0.6543

being required I will work several work in particular time 0.5643

Independent minded

I am always believe my own opinion and views 0.6543

0.6712 1.6742 8.65

I make decision without consultation 0.6321

I want work independently 0.5432

Consciousness

I complete take in time 0.7543

0.6438 1.0214 5.34

I see things through competition 0.6543

I like stable career 0.5432

I like to part of training and development 0.4321

Cronbanch's reliability coefficient: 0.8753

Results of generational differences in personality

OPQ32 Scale F Mean Boomers (SD)

Mean Gen X Mean Gen Y

(SD) (SD)

Achieving 111.07** 15.33 (4.09) 17.54 (4.04) 17.77 (4.07)

Affiliative 17.46** 11.83 (4.11) 12.09 (4.16) 13.21 (4.33)

Conscientious 4.62** 18.43 (3.75) 18.17 (3.83) 18.73 (3.75)

Independent Minded 2.91 10.74 (3.70) 10.68 (3.94) 11.17 (4.12)

Optimistic 20.52** 16.35 (4.25) 15.59 (4.19) 14.91 (4.10)

Variety Seeking 1.86 12.60 (4.07) 12.81 (4.36) 12.44 (4.26)

** p < .01

df (between groups) = 2

df (within groups) = 35.32

Mean differences and effect sizes for generational differences in personality

OPQ32 Scale Generations Mean Difference d

Achieving Gen Y > Baby Boomer 2.44* 0.6

Achieving Gen X > Baby Boomer 2.21* 0.54

Affiliative Gen Y > Gen X 1.118* 0.27

Affiliative Gen Y > Baby Boomer 1.381* 0.33

Conscientious Gen Y > Gen X .561* 0.15

Optimistic Baby Boomer > Gen X .758* 0.18

* Significant at the .05 level

Traditionalist

Model-1 Parameter T-Value P-Value R-Square

achiving 4.67 3.16 0.01

0.89

Affilatting 6.89 4.13 0.01

consciousness 4.13 2.86 0.05

constant 0.6532 2.01 0.03

Baby Boomer

Model-1 Parameter T-Value P-Value R-Square

achiving 2.45 2.13 0

0.76

variety of seeking 3.89 2.78 0

Affilatting 6.21 3.18 0.03

consciousness 5.35 4.51 0.02

constant 0.7865 3.89 0.05

Generation-X

Model-1 Parameter T-Value P-Value R-Square

Optimistic 5.78 2.67 0.01

0.81

variety of seeking 8.92 3.16 0.03

independent minded 3.14 3.19 0

constant 0.4392 2.01 0.012

Generation-Y

Model-1 Parameter T-Value P-Value R-Square

Optimistic 4.12 3.12 0

0.79

variety of seeking 7.31 2.04 0

constant 0.8539 2.01 0.02

Factors variables Factor

loading Reliability coefficients

Eigen Values

% of variation explained

Power

I like to exercising authority 0.8763

0.8452 3.7823 21.36

I like to take responsibility where I will empowered to make my decision 0.7653

I will negotiate in my work for power 0.6742

I think position can influence to others 0.6137

I like to work where independent decision I can take 0.5691

Immersion

I committed beyond normal working hours 0.9027

0.6547 3.1641 15.76I emphasized on teamwork 0.8533

Ease and Security

I am happy to work in better working condition 0.7643

0.7659 2.7654 11.53

I will work that organization where job security is high 0.6542

I am happy company policy regarding leave policy 0.5893

I am happy to wok my boss who can evaluate my job timely 0.5321

Personal Growth

I am happy the training and development facility of the organization 0.7564

0.6875 2.001 10.45

I am happy that our company provides regular feedback of my work 0.6542

being required I will work several work in particular time 0.5674

Affiliation

I am happy to work with my collogues 0.7653

0.6298 1.6543 7.17

My collogues never involved in politics 0.6542

my collogues are always cooperate during my work 0.7853

Progression

promotion policy of our company is properly functioning 0.7865

0.6543 1.002 4.59

I think I have a very good future in my company 0.6921

each year my salary automatically increases according to my performance 0.5231

I have very good chance to improve my personality in my company 0.5261

Cronbanch's reliability coefficient: 0.8895

Results of generational differences in motivational drivers

MQ Scale F Mean Boomers(SD) Mean Gen X Mean Gen Y

(SD) (SD)

Affiliation 3.28* 31.28 (3.35) 31.42 (2.10) 32.68 (3.37)

Ease and Security 0.27 27.37 (4.36) 27.23 (5.07) 27.34 (6.23)

Immersion 0.84 21.89 (2.81) 21.34 (3.85) 21.82 (3.94)

Personal Growth 0.32 33.18 (2.89) 33.11 (2.76) 33.23 (4.57)

Power 14.89** 32.31 (3.19) 31.20 (3.52) 29.00 (3.58)

Progression 5.40** 32.84 (2.77) 33.83 (3.41) 34.50 (3.12)

* p < .05

** p < .01

df (between groups) = 2

df (within groups) = 291

Mean differences and effect sizes for generational differences on MQ scales

MQ Scale Generations Mean Difference d

Affiliation Gen Y and Baby Boomers 1.400* 0.42

Progression Gen Y and Baby Boomers 1.644* 0.57

Progression Gen X and Baby Boomers 0.992* 0.32

Power Gen X and Gen Y 2.200* 0.62

Power Baby Boomers and Gen Y 3.309* 1

Power Baby Boomers and Gen X 1.109* 0.33

* Significant at the .05 level

What drives the “Net Gen-ers”?

Important criteria for young employees when selecting employer

0 5 10 15 20 25 30

Pay

Interacting withpublic

Flexibility to do jobown way

Flexible hours

Fulfilling

Graduate

Non-Graduate

2 2.2 2.4 2.6 2.8 3 3.2 3.4 3.6 3.8

Prestige

Industry Sector

Organisation Values / Mission

Equal Opportunities Policy

Location

International Opportunities

Salary and Benefits

Culture / Environment

Training and Development

Job Type / Function

Career Progression

Job “Likes” by educational attainment

Compelling Proposition

Talent Management

Keeping the Promises

Main reason for selecting these sectors for work preference(Multiple response allowed)

12

18

25

34

59

65

80

22

8

36

17

56

45

73

80%70%60%50%40%30%20%10%0%

All Countries

Already have contacts

Sector’s commitment to the environment

Fun industry to be part of

India

More interesting work

Better opportunities to make money

Good corporate social responsibility reputation

Fits best with my major or degree

What is motivating Industry/Sector choices of the new graduates?

Findings

The findings of the present study in combination with the findings of Appelbaum et al. (2004) suggest a greater orientation of younger employees to seek advancement in their careers .

relative to Gen X and Gen Y, Baby Boomers are coming to the end of their working lives and therefore career progression is likely to be less of a priority and less of a motivator than younger generation employees who are at the beginning of their career.

The hypothesis that this difference may be more related to age rather than birth cohort differences is further supported by previous research on age differences on the OPQ32 (Bartram, et al., 2006), which found similar age differences in the scale related to achievement focus

The achievement focus of Gen X’s and Gen Y’s compared to Baby Boomers is likely be to further highlighted by the fact that Gen X’s and Y’s are comfortable with technology.

On the other hand, Gen Y’s are likely to be at a stage in life when social networks are particularly important, being fairly young. Being at the lower end of the hierarchy, networking with others and building up contacts within the organisation may also be particularly valued.

Finding-2

Interestingly, Gen Y’s have reported themselves to be the least optimistic of the three generational cohorts. It may be that this generation has witnessed past generations (e.g. their parents and grandparents) fail or not meet their goals, and therefore are more cautious and worried about their own future. Perhaps they are more aware that things can and sometimes do go wrong, particularly due to the fact that the lives of Gen Y’s are media-saturated. These factors may all contribute to Gen Y taking a more pragmatic view of life than previous generations.

The largest effect size was observed on the motivational driver related to power, with Gen X and Baby Boomer employees more likely to be motivated by power and the ability to influence and exercise authority over others, as compared to Gen Y

Along the same lines, Gen Y’s also tended to be more motivated by career progression and advancement than the other generation cohorts

In contrast to what was expected, no differences were found between the generations in the degree to which job security acted as a motivation driver.

It was also expected that there would be differences between the generations in the degree to which commitment beyond ‘normal’ working hours acted as a de-motivator.

Policy implication

However, based on the results observed, two patterns do emerge that may be worth taking note of. First, the pattern of results suggests that managers may need to be prepared to manage a group of increasingly negative and possibly cynical employees, with each generation reporting themselves as less optimistic than the previous generation.

This study indicating a greater externalisation of locus of control in younger people. Secondly, when managing a younger generation of employees, it may also be worth ensuring that their preferences for a cooperative and affiliative workplace are met. Irrespective of whether it relates to generational or age differences, the need to provide younger workers with challenges remains important.

one outcome of this research is to emphasize the importance for managers and HR professionals to attend to individual differences, irrespective of generations.

GENERATIONAL CLASH POINTS

Friction points come from many directions when all four generations share the same work space.

Expectations

Policies/procedures

Work style

Work ethic

Motivation

Rewards

Balance

Language/culture

Expectations for the work environment: Being valued and engaged Appreciate open communication and feedback Value diversity and globalization Flexible, informal, decentralized work environments Like team atmospheres Measured on results, not time spent on the job Follow leaders based on credibility Not necessarily afraid of losing their job Like to learn by hands-on opportunities Openly talk about career paths and options Desire the workplace to be fun

WORKING WITH TRADITIONALISTS

Appreciate and respect their experience.

Provide structure and organization.

Use them as mentors.

Provide flexible work options to retain them.

Structure technology training carefully.

Human interface.

Tokens that reward their experience and indicate their status.

WORKING WITH BABY-BOOMERS

Recognition/reward/credit

Opportunity to work in teams.

Work to build consensus; gather their input.

Opportunities for professional and personal development.

Capture their experience.

Provide “soft” benefits

WORKING WITH GENERATION X

Allow autonomy

FAST feedback

Opportunities for continued learning and development.

Notion of non-linear retention.

Open communication, information flow.

Flexible benefits.

Access to decision-makers.

Challenge, fun, excitement.

WORKING WITH Generation-Y

Provide structure and guidance.

Provide feedback often.

Provide positive reinforcement often.

Ask for their input.

Team orientation/collaborative work projects.

Updated technology.

Emphasize projects, not time.

Challenge and increasing responsibility.

Clear mission, policies, and values.

Thank You……..

Any Question?