Recognize, Reward and Engage Your Multi-Generational Workforce€¦ · Don’t micro-manage. Reproduction or distribution is strictly prohibited without the written consent of Aline

Recognize, Reward and Engage Your Multi-Generational WorkforcePresented by Aline Ayoub

Diversity is asking someone to the party. Inclusion is asking them to dance .Verna Myers

Reproduction or distribution is strictly prohibited without the written consent of Aline Ayoub HR Consulting 2

Learning Objectives

• Understand who they are

• Gain insight on maximizing generational strengths

• The transformational leadership

• Striking the right balance to win


Demographics

Traditionalists Baby Boomers Gen X Millennials Gen Z

Date of Birth /Age

1928-194591-74

1946-196473-55

1965-197954-40

1980-199539-24

199623

2017


1% 25% 31% 34% 9%

56% 43%

2025

8% 28% 33% 31%

64%

Negative Stereotypes

‣ Baby boomers are perceived by youngerworkers as difficult to train andstubbornly set in their ways

‣ Millennials are perceived by oldergenerations as lazy, entitled, tech obsessed and over eager


Work-Life Balance

‣ Older workers measure hard workby the number of hours spent at their desk

‣ Gen Y expects a healthy work-lifebalance

‣ Millennials are looking for a lifeoutside of work


The New Normal


Baby Boomers –Hippies – The “ME” Generation


• Suburban generation

• Crave for personal growth

• Competitive

• Influential

• Team oriented

• Idealistic

• Open to change

• Look for respect

Gen Xers –The latchkey kids Generation


• Pragmatic

• Skeptical of leadership

• Quick to disengage if feelingslighted

• Are motivated by bonus

• Value meeting personal objectives

• Value training and mentoring

• Self-reliant and practical

Millennials – Gen Y


• We’re told ‘good job’ and ‘you’re so smart’by Baby Boomers parents

• Intensive parenting

• Extra curricular activities

• Individualistic / tend to seek approval

• Global-centric

• Tech-savvy / instant communication

Millennials – Gen Y


• Eager / great at multi-tasking

• Motivated by meeting personal objectives

• Expect to be consulted on matters (big or small)

• Value teamwork and innovation

• Highly educated

• Performance driven

• Stressed by their personal finances

Gen Z


• Technology is an integral part oftheir lives

• High sense of loyalty

• Think about economical future

• Better multi-taskers

• Global minded / connected /sophisticated

Gen Z


• Entrepreneurs

• Individualistic

• Value physical workplace

• Environmentally friendly

Inter-Generational Attitude Towards Work

Baby Boomers Managing Boomers Gen X Managing Gen X

Live to work Give them a challenging job

Work to live Provide flexible working arrangements

Work hard Make them feel their hard work is paying off

Work out of loyalty to people not companies

Do what you said you will do

Value work over family Stress the importance on the successof the organization and their success

Created work-life balance concept

Provide a fun workplace

Put processes ahead of results

Give them a chance to provide input

Want to do things their way

Don’t micro-manage


Inter-Generational Attitude Towards Work

Millennials Managing Millennials Gen Z Managing Gen Z

Live then work Foster a fun working environment

Ready to work Provide different working arrangements

Question everything -Explain how the job will help their career-Work on goals together

Desire to take success into their own hands

Provide instant access to the information they need

See work-life balance as a birthright

-Provide opportunities to meet personal objectives-Negotiate rather than dictate

High sense of loyalty-Role hopping vs jobhopping

Invest on training in interpersonal and communication skills

Engaged when working with people smart, socialand committed

-Provide straight talk-Make the job interesting and challenging-Place them on task force

Constantly available Provide information at their fingertips at all times


Inter-Generational Communication Styles

Baby Boomers Managing Boomers Gen X Managing Gen X

Personal contacts - Calls- One-on-ones

Direct and work-relatedSeparate work and life

- Emails- Voicemails


Keep it briefUse technology

Texts, tweets andinstant messages

Value personal interactionsValue technology

-Huddle meetings-Brainstorming-Tweets, text


Inter-Generational Recognition and Rewards

Baby Boomers Gen X Millennials Gen Z

‣ Deliver recognition in the moment‣ Make sure it’s done in the context of the larger company goals‣ Be authentic (not automatic)‣ Make your employees feel valued as individuals


Inter-Generational Rewards and Recognition Styles

Boomers Managing Boomers Gen X Managing Gen X

Desire respect - Face-to-face- Newsletters

Immediate gratification Consistently, via emails.More abstract: - Flexible hours- Professional

development


Clear expectations and getting involved

- Frequently, via emails and text.- Career development

Strong desire for managers to listen to their ideas and value their opinions

-Pay for developmental programs-Provide early career connections


The Transformational Leadership


• Require a voice

• Desire to participate in company decision-making

• Be intensely involved in any form of organizational change


Tomorrow’s/Today Employees


• Develop strong interpersonal skills to foster relationships with employees

• Help employees accept rather than reject other generations

• Create a respectful, open and inclusiveenvironment where workers of all ages and cultural backgrounds can share who they are without fear of being judged, “fixed,” or changed

• Remain open to new ideas and provide constant feedback



• Leaders have to become more flexibleand develop a wider repertoire ofskills and strategies in working with diverse groups of people

• Incorporate the best elements of differentgenerations


• As your more established and experienced workers head toward retirement,

• develop strategies to ensure knowledge transfer

• Give each generation the right form of management, compensation, training and technology to

• best retain top performers and maximize productivity

• Strike the right work-life balance and the contribution digital social medias make to our lives


Getting Ready

• Develop mentoring programs to create knowledge sharing

Consider various mentoring models:

• one-on-one sessions;• group programs;• senior leadership discussion panels; • “speed mentoring” program where employees sit across from company

experts to ask questions


Getting Ready

No matter what method you choose, making mentoring a part of the employment life cycle will ensure that the company’s history and knowledge

continues from one generation to the next


• Diverse Skill Sets

• Technology know how

• Knowledge sharing

• Increase retention

• Agility

• Competitiveness

Engage Your Multigenerational Workforce 26

Benefits of a Multi-Generational Workforce

Take Away


Organizations must think about their workplace as

an Ecosystem of spaces

thatallow people to

Have choice and control of whereAnd

How they work

Recognize, Reward and Engage Your Multi-generational Workforce

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Recognize, Reward and Engage Your Multi-Generational Workforce€¦ · Don’t micro-manage. Reproduction or distribution is strictly prohibited without the written consent of Aline