communicating across generations in the workplace - thrp 08-18-2017.pdfgenerations in the workplace...
TRANSCRIPT
Communicating Across Generations in the
Workplace
Generations in the Workplace
Some companies have five (or even six) generations in the workplace
• Traditionalists (born circa 1924‐1943; ages 93‐74)• Baby Boomers (born circa 1944‐1964; ages 73‐53)• Generation X (born circa 1965‐1975; ages 52‐42)• Generation Y (born circa 1976‐1985; ages 41‐32)• Millennials (born circa 1986‐1994; ages 31‐23)• Generation Z/iGen/Linksters (1995‐2005; ages 12‐22)
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Generations in the Workplace
The workplace is definitely changing.• In some ways it’s not happening as quickly as we thought it would.
– Many Baby Boomers are retiring, but many are not.
• In other ways it’s coming faster than planned.– Some Gen Xers are approaching early retirement.– Technology is coming faster than ever.
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Generations in the Workplace
Traditionalists2%
Baby Boomers25%
Generation X25%
Generation Y18%Millennials
29%
Generation Z 1%
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Source: Kristin Scroggin
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Impact in the Workplace
Recruiting and staffing are increasingly challenging
• Boomers were the largest segment of the workforce
• Millennials have now overtaken that segment (no longer Gen X)
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Impact in the WorkplaceLeadership is changing
• Long‐time employees are retiring or stepping out of leader roles
• Many newer employees are moving into management roles, often with less experience to guide them– Seasoned employees may experience tension due to discomfort reporting to someone younger
– Less‐experienced managers may be uncomfortable managing seasoned employees who have been doing the job longer
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Impact in the WorkplaceThere is more diversity in the workplace
• Age/generation• Race/ethnicity• Culture & heritage• Religion• Gender identity & sexual preference• Socioeconomics• Education (and where it was gained)• And so on…
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Impact in the Workplace
Multiple generations of employees are likely caring for multiple generations of family members
• A double‐decker “Sandwich Generation”• Everyone is often very connected
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Communication
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Considerations
Be mindful of your own biases• Assume nothing
– Saying that every Millennial is a “slacker” is like saying every Baby Boomer was a “hippie” – it simply isn’t true.
– Not every older employee is afraid of technology, and not every younger employee is a computer whiz.
• Ask questions– Encourage managers and supervisors to learn what
really motivates their employees as individuals.
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Considerations Understand YOUR workplace and YOUR team
• We don’t always know what’s fueling our reaction to something or someone (nor their reaction to us), but don’t assume it’s age.
• Our past influences impact how we perceive the present– Ex: People who started their career in a time of
abundance will see things differently than those who started during a time of recession
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Considerations Encourage teaching and learning
• One size does not fit all (nor one method)• Leverage knowledge
– “Institutional memory” • Leverage strengths
– Who is the best at a key task, and what/how can they support others?
– What strengths make someone the best in their overall job, and how can they share those skills?
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Considerations
Explore challenges• When experiencing communication difficulty, consider what might be fueling it.– Don’t assume it’s age‐related.– Evaluate the impact of personality: Would these
individuals have difficulty communicating even if they were the same generation?
– Address the issue and the approach, as needed.
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Considerations
Seek input• Invite individuals to articulate what’s important to them, regardless of generation– Helps employees to feel valued– Helps leaders consider how to roll out information even
while knowing that making everyone happy is very rare
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Finding Common Ground
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Common GroundAll generations have similar values
• “Family” is the value chosen most frequently by people of all generations.
• Other shared values:– Integrity ‒ Self‐respect– Achievement ‒ Wisdom– Love ‒ Balance– Competence ‒ Responsibility–Happiness
Source: Center for Creative Leadership
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Common GroundLoyalty and commitment are based on context, not generation
• Employees at higher levels work more hours than people in non‐leadership roles, regardless of age.
• Employees closer to retirement are more likely to finish out their career with an organization based on their own past investment.
• Younger employees are generally willing to invest what they believe the organization is willing to invest in them.
Source: Center for Creative Leadership
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Common Ground
No one really likes change• Reactions are based on what someone believesthey have to gain or lose as a result of the change.
Source: Center for Creative Leadership
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Common Ground
Everyone wants credible leadership• People of all generations and at all levels of employment want their leaders to listen well, to be encouraging, and to be trustworthy.
Source: Center for Creative Leadership
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Common Ground
Everyone wants respect• But… what respect “looks like” to each employee might be different from generation to generation, between different cultures, based on different experiences and perspectives, etc.
Source: Center for Creative Leadership
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Questions & (Some) Answers?
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Additional Resources
Harvard Business Reviewwww.hbr.org
Center for Creative Leadershipwww.ccl.org
DCH Employee Assistance Programwww.dchsystem.com/eap
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Thank you!Heather MacLeod, LICSW, CEAP, CCMDirector, DCH Employee Assistance Program
Telephone: 205‐759‐7890
Toll‐free: 1‐800‐840‐0750
Website: www.dchsystem.com/eap