Adapted and Development by Dr Dallas L. Holmes, Extension Specialist Diversity and Civil Rights

Goals for this diversity discussion are to help Extension educators and leaders:

Understand and appreciate age diversity.

Learn practical ideas on how to attract, motivate, and keep great employees of all age groups in the Extension organization.

The labor force is at the lowest rate since the 1930’s and the US birth rate continues to decline.

By 2025, 1 in 5 workers will be over age 55. The slowing of the workforce translates to an estimated shortfall of 20 million workers over the next 20 years.

Adapted from: K. Tyler, Neckties to Nose Rings (2002)

Employers will need to recruit and embrace diversity in the workforce.

Companies must welcome retiree-age employees to remain on board and transfer skills.

Adapted from: K. Tyler, Neckties to Nose Rings (2002)

The fastest-growing occupations across developed nations are knowledge based, meaning the position requires formal education or advanced training.

Given that knowledge is a scare resource; Extension must capitalize on it by inviting and nurturing the best people.

Adapted from: K. Tyler, Neckties to Nose Rings (2002)

Never before has there been a workforce and workplace so diverse in race, gender, and ethnicity. (Zemke, et al., 2000)

We have four generations working side-by-side in the Extension organization for the first time in history.

All have unique experiences and attributes which influence their attitudes towards work.

Adapted from: Recognition Management Institute, 2000

A group of people defined by age boundaries Those who were born during a certain era

and share similar experiences growing up. They have common cultural or social characteristics and attitudes. Their values and attitudes, particularly about work-related topics, tend to be similar, based on their shared experiences during their formative years.

Adapted from: Recognition Management Institute, 2000

Psychologists, sociologists, and everyday managers have identified important differences between these generations in the way they approach work, work-life balance, employee loyalty, authority, and other important issues.

Notter Consulting, 2002

Some differences can be attributed to individual differences, such as levels of experience, levels of financial and family commitments, depth of personal development, political awareness, and emotional maturity.

Source: www.aukland.ac.nz/uoa/about/news/articles/2005/11/generational_differences.cfm

A lack of understanding across generations can have detrimental effects on communication and working relationships and undermine effective services.

Dittmann, Generational Differences at Work, June 2005

Researchers have divided today’s workforce into four generations:

Seniors, Veterans, Matures

1920-1944

Baby Boomers

1945-1960

Generation Xers, Twenty-somethings, Baby Busters

1961-1980

Millennials, Generation Y’s

1981-2000

Generation Type Number in USA workforce

Seniors/Veterans 42 million

Baby Boomers 76 million

Generation Xers, Twenty-somethings, Baby Busters

54 million

Millennials, Generation Y’sSource: Remson, Triangle Consulting (2006)

75 million

Great Depression- Sacrifice and hard times World War II Social Security Mandatory Industrialization Korean War

TV Civil Rights Movement Protests Rock and Roll Charismatic Leadership Baseball Heroes Larger than life politicians and Movie stars

Man on the Moon Challenger Explosion Aids Video Games Latchkey Upbringing Personal Computers Political Scandal – Tell all biographies Repentant Religious leaders

Internet- Technological integration Fall of Berlin Wall O. J. Simpson & Casey Anthony Trials Columbine and Norwegian Shootings September 11th Tragedy Iran and Afghanistan Wars- Global

perspectives Some economic prosperity- Market melt

downs

Veterens Boomers Gen-Xers Millennials

LoyalHonors/Respects authorityFollows OrdersFormalRewards laterPractical Personal SacrificeCivic Duty

LoyalOptimisticResponsible and DedicatedTeam playerWorkaholicPersonal gratificationThe “Me” GenerationMaterial Acquisition

Adaptable to changeTechno-literateSelf-startersGlobal mindsetInformalSkepticismSelf PreservationIndividualityThe “ Not Impressed” generation

Goal-orientedTechno-savvyCollaboration and Achievement importantOptimisticMoral mindsetSocial activismMore impatientEntrepreneurialIndividualityUniquenessMore independent

Prefers structureTechnology-challengedSet in waysDifficulty with change

Enjoys much recognitionElder care absencesSelf-gratification

SkepticalFeel others owe themMotivationChild care absences

Requires supervision and

supportSociable

Traditionalist 90 out of 100 children raised in a two-parent home.

Baby Boomer 75 out of 100 children reared in a “traditional” home.

‘

Generation X 3 out of 100 children reared in a “traditional” home.

Millennial “Traditional” home is nebulous term. Alternative lifestyles are openly acknowledged and tolerated.

Traditionalist

Work the hours needed to get the job done (farm model)

Baby Boomer

Average 55-hours work per week for 40-hours pay

‘

Generation X

Believes in 40-hours work for 40-hours pay

Millennials

Work the hours to get the job done. Set their own working hours “I get Saturdays off or I quit”

Traditionalist

Dedicated to doing a good job

Baby Boomers

Driven to do a good job

Generation X

Balance in home and work

Millennials

Determined to do a good job Work incorporated into home

Traditionalist   Hierarchy - Leadership   Respectful - AuthorityBaby Boomer  Consensus - Leadership  Love Hate - AuthorityGeneration X  Competence - Leadership  Unimpressed - AuthorityMillennials Teamwork – Leadership Respectful. but autonomous

Issues of:

RetentionRecruitmentProductivityEmployee SatisfactionCustomer Satisfaction

History Culture

◦ Values, Beliefs◦ Other…?

Beliefs Behavior Results

Employees of all generations have one thing in common. They need one good reason they should put their full faith in any one company.

Trust is common, no matter the age.

Adapted from: K. Tyler, Neckties to Nose Rings (2002)

Bridging Differences

Identify values

Assess value differences

Acknowledge implications

Change behaviors

Communicate needs

Build on commonalities

Accept differences

Tap into motivations

Manage Differences

Set clear goals

Share a common purpose

Expect mutual accountability

Give real recognition

Adapted from:

Recognition Management Institute, 2000

Find out what motivates them Find out what would cause them to leave

the organization Treat them as they want to be treated People work for people not a company Hire the best person for the job Equip people with the necessary skills

Adapted from: Recognition Management Institute, 2000

Make more time for orientation of new people

Communicate goals clearly Demonstrate respect for the lives of others

outside of the workplace

Adapted from: Recognition Management Institute, 2000

Recognition is personal. Find out preferences for type of recognition.

Recognition is about people and relationships, not things.

Learn to say and show “thank you” in many different ways.

Demonstrate that you trust people Making time for recognition is simply a

choice. Adapted from: Recognition Management Institute, 2000

Ask people how they learn best. When people ask for the tools to do their work,

give them the tools. Provide the latest technology as monies permit. Expect, plan for personal and professional

development. Communicate about how well they are doing and

where they can improve. Set goals and help with the plan to achieve them.

Adapted from: Recognition Management Institute, 2000

Dittmann, (June 2005). Generational Differences at Work.

Notter Consulting (2002). Generational Diversity in the Workplace.Tyler, K. (2002). Neckties to Nose Rings: Earning the trust of a Multi-Generational workforce:

www.businessleader.com/bl/aug02/necktiestonoserings.html

Remson, D. (2006). Thriving in the Multi-generational Workplace.Saunderson, R. (2000). Managing Generational Differences in theWorkplace, Recognition Management Institute.

Other SourcesDavid Remson’s, November 2006Brenda L. Romano, Managing Generations, International Builders Exchange

Executives.