Reaching Across Multiple Generations. The Challenge Four generations with very different...
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Leading and Motivating a Multigenerational Workforce Reaching Across Multiple Generations
Reaching Across Multiple Generations. The Challenge Four generations with very different backgrounds, work practices, and motivations all working together
The Challenge Four generations with very different backgrounds,
work practices, and motivations all working together at the same
time A lack of understanding in these generational differences
contributes to conflict within working relationships, lowers
productivity, and increases turnover According to research, more
than 60 percent of employers are experiencing intergenerational
conflict
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Perspective Older generations become frustrated by seemingly
aloof, arrogant, and initiative lacking younger generation Younger
generations become frustrated with entrenched hierarchal structures
Leaders of both become frustrated with conflict and struggle with
bringing everyone together
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Defining Generations What defines a generation? A group of
people that are programmed at the same time in history What
distinguishes a generation? Formative years determine what is good,
bad, right, wrong, stylish and unstylish Share a common set of
formative events and trends headlines, heroes, music and mood,
parenting style, and education system This initial programming may
adjust as individuals grow, but generally will not drastically
change the generations world view
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Defining Generations Builders or Silent Generation 68+ Baby
Boomers Between 50 and 68 Gen Xers Between 34 and 49 Generation Y
or Millennials Under 34
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Workplace Generational Profile Generation Percentage of
Workforce 200520102014 Builders8%4%2% Baby Boomers47%41%32.5%
Generation X35%34%33% Millennials10%21%32.5% Generated based on
data provided by the US Bureau of Labor Statistics
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Your Thoughts? Builders or Silent Generation 68+ Baby Boomers
Between 50 and 68 Gen Xers Between 34 and 49 Generation Y or
Millennials Under 34
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Your Thoughts Builders (69+) Others ThinkThey Think
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Your Thoughts Boomers (51-68) Others ThinkThey Think
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Your Thoughts Gen Xers (35-50) Others ThinkThey Think
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Your Thoughts Millennials (34-) Others ThinkThey Think
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Builders Who They Are Born prior to 1946 AKA: Silent Generation
and Greatest Generation Their formative years: World War II was the
single most important event of their childhood Strong nuclear and
extended families Parents practiced discipline and strictness Grew
up in the wake of worldwide economic depression Strong commitment
to families, soldiers, country, and community Radio was the primary
technology of the time
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Builders How They Think Guiding Principles Believe in the value
of hard work, loyalty and sacrifice Make do or do without
Sacrifice, duty, and honor Respect rules and authority (and expect
it to be given) Accustomed to command and control style of
leadership Like to be acknowledged for their depth of knowledge and
a job well done Wary of technology and prefer formal means of
communication (memos, phone calls, etc.) Conservative in dress and
language
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Builders Perceptions Rigid Judgmental Wary Distant Set in their
ways
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Baby Boomers Who They Are Born between 1946 and 1964 AKA:
Vietnam Generation, Me Generation Their formative years: Birth
control pills introduced Space exploration begins Civil rights and
womens lib movements Vietnam War Woodstock First to be graded on
works well with others Television was the primary technology of
their time Many are caring for both their parents and their
children 8 out of 10 plan to continue to work in at least a part
time role well past the traditional retirement age
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Baby Boomers How They Think Guiding Principles Career-focused,
workaholics Conscious of status defined by their career and
achievements Wary of authority, but respect hierarchy Prefer a
consensual leadership style Optimistic, value personal growth and
social involvement Accommodating to technology but prefer formal
communication and in-person meetings Respond well to coaching and
look for learning opportunities
Generation X Who They Are Born between 1965 and 1980 AKA: Baby
Busters, Thirteenth Generation Their formative years: Challenger
Disaster Fall of the Berlin Wall AIDS epidemic Reagan/Bush
Administration MTV Grew up as the personal computer evolved (Tandy
and Apple) Work-hard, play-hard mentality Significant increase in
parental divorce rate, they learned to thrive in the midst of chaos
and change
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Generation X How They Think Guiding Principles Expect quick
recognition and rewards Dont count on anything Constant search of
ways to grow Self-reliant (first latchkey kids) Pragmatic Value fun
and informality Prefer a collaborative leadership style Work/life
balance is a core motivator Technologically engaged and prefer
informal, rapid communication Like to be openly recognized and
prefer rewards they can use in their off-hours
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Generation X Perceptions Cynical Ungrateful Disloyal Overly
casual Not team players
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Millennials Who They Are Born between 1980 and 2000 AKA:
Generation Y, NeXt Generation Their formative years: Products of a
child-focused society School violence increases (Columbine)
Oklahoma City bombing Clinton-Lewinsky affair 9/11 and the Iraq War
Hurricane Katrina Raised with the internet Just now finding their
place in the workplace Fastest growing generation in the work
force
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Millennials How They Think Guiding Principles Everyone is
special Expect to be viewed as peers and desire to work in teams
Casual work style Confident, assertive, and achievement oriented
Prefer self-leadership and believe that learning is a two-way
conversation View work as a means to an end Community servant
Prefer communication in real time Technology is a natural part of
their personal and work lives Like to be rewarded with autonomy,
opportunity, and flexibility
Generational Key BuildersBoomersGen XMillennials I
needRespectStatusFeedback/ Autonomy Structure/ To Contribute
Reward/ Motivation Acknowledge expertise Symbols of achievement/
promotion Professional development/ flexibility Flexibility/ Growth
AttitudeGet the job done Lets get together and talk about it Ill do
my part, you do yours I can, I will Just let me Work
EthicSacrificeDrivenBalanceIntegration Communication Style Formal/
Protocol Formal/ Process Informal/ Pragmatic Casual/ Immediate
Management Favorites Directive, logical, fair Democratic, warm,
caring Direct, informal, results-oriented Educational, positive,
collaborative Management Nightmares Touchy feely, indecisive
Bureaucratic, close-minded Micromanagers, Flashy, Fake Cynical,
inconsistent
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Traditional Interactions Separation by rank and status Oldest
employees fill executive positions Middle-aged employees fill
mid-management positions Youngest workers battle in the trenches
Limited interaction across multiple generations
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The Changing Landscape Rank and status are no longer defined by
a persons age Builders may report to GenXers Millennials pitching
ideas to Baby Boomers Each of these four generations is now working
side by side to solve problems, make decisions, design products,
manage projects, and serve customers
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Benefits In The Workplace Attract and retain talent of all ages
Increase flexibility Gain and reflect a greater market share
because its members reflect a multigenerational market Decisions
are stronger because they are broad-based with multiple
perspectives Increase innovation and creativity Meet the needs of a
diverse public and relate more effectively
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Recruitment Generational profiles influence how people perceive
opportunities Be the place or the organization that people want to
be because they know they will find a fit What does your company do
to highlight benefits and showcase their generational profile to
potential employees?
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Recruitment Values that make a place attractive to each
generation GenerationDesired Value BuildersHow does current status
relate to past accomplishment? How does the organization value
those that built it? BoomersWhat is the potential for high level
positions, status, and impact? Gen XersHow does what you stand for
make an impact on me? Are the awards real or just media fodder?
MillennialsDoes the organization take a broader view of social and
environmental issues?
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Recruitment What does your company do to highlight benefits and
showcase their generational profile to potential employees? What
can A&WMA do to appeal to multiple generations?
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Work Style Tapping into generational work styles can increase
retention and generate higher performance Learning a little bit
about how each generation gets the job done and make the entire
team more effective
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Work Style Work styles for each generation GenerationDesired
Value BuildersWant to get the job done, and offer considerable
wealth of knowledge BoomersWant to meet, collaborate, discuss, and
create a plan Gen XersPragmatic and dont like to waste time
MillennialsWant to contribute as equals
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Work Style What does your company do to structure multi-
generational teams and create high performance teams? What can
A&WMA provide to our members to satisfy these different
demands?
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Face Time Each generation views and values face-time (the time
they spend in the office) differently How does your company adjust
face-time expectations to meet multi-generational needs?
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Face Time Face time expectations for each generation
GenerationDesired Value BuildersWork happens in the office
BoomersGrew up in an environment that put a strong emphasis on face
time, but try to accommodate alternative ideas Gen XersThey are
willing to work, but want to be measured by their outcomes, not the
length of time they spend in the office MillennialsWork can be done
anytime anywhere
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Face Time How does your company adjust face-time expectations
to meet multi-generational needs? What opportunities can A&WMA
provide to satisfy face-time expectations of each generation?
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Organizational Change Generational profiles influence how
people react to changes in policies and procedures
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Organizational Change Approach to organizational change for
each generation GenerationDesired Value BuildersMay be slow to
change and are less likely to speak up BoomersExpect to be involved
in the process and know how it will affect them Gen XersWant to
know what difference it will make MillennialsChange is no big deal,
but have a reason for making it
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Organizational Change How does your company frame policy and
organizational changes to garner the greatest buy-in? What is the
best way for A&WMA to present organizational changes to our
members?
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Relationships Generational profiles significantly impact the
way in which people relate with fellow employees, clients, and
vendors
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Relationships Relationship variations for each generation
GenerationDesired Value BuildersIs the message polite, formal and
clearly laid out? BoomersDo you make the connection to how your
service will directly benefit them and solicit their ideas? Gen
XersAre you direct and do you have additional resources for them to
check? MillennialsAre you informal and collaborative?
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Relationships What sort of interpersonal relationships do you
see in your office? How does your company support the need for
these different types of communication? How can A&WMA meet our
members needs and expectations for communication?
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Relating This to A&WMA A&WMA currently has
approximately 5,000 members, representing each of these generations
Students and young professionals (Millennials) comprise
approximately 15% of the organization Emeritus (Builders and early
Boomers) comprise slightly less than 10 percent of the organization
A&WMA leadership is made up of a diverse mix of these
generations, with the largest percentage in the Baby Boomer and
Generation X groups
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Using This Knowledge for A&WMA Create professional
development opportunities for each generation Create diverse
programming that serves the needs of multiple generations Programs
that appeal to younger generation and offer entry-level detail on
hot topics Programs that appeal to older generations and provide
more in- depth examination of issues Create networking events that
take into account the needs of each generation Promote
multi-generational interactions (mentee/mentor programs) Provide
opportunities for formal and casual interaction Find ways to engage
each of our members in our mission
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Questions/Comments Michele E. Gehring Coterie Environmental
[email protected] 610-406-2215
