Download - Working Across Generations in the Workplace
Working Across Generations
in the WorkplaceMarla Rybowiak
Director of Operations
The Employer Group
Agenda
Generations in the Workplace
Millennials in the Workforce
Working Across Generations
Generations in the Workplace
Traditionalists(1928-1945)
Baby Boomers(1946-1964)
Generation X (1965-1980)
Millennials (1981-1996)
Life Experiences Great Depression, WW2, post-war boom
Civil Rights, Viet Nam, inflation
Technologyboom, decliningpopulation growth
Globalism, theinternet, GreatRecession
Personality Traits Conformers“Silent”Follow rules
OptimisticInvolvedSuccess
SkepticalInformalFun
RealisticConfidentSocial
Education Experience
Education – a dream
Education – a birthright
Education - a path
Education - an incredible expense
Communication Experience
Face-to-face Phones E-mail Social media
Generations in the Workplace
Traditionalists(1928-1945)
Baby Boomers (1946-1964)
Generation X (1965-1980)
Millennials (1981-1996)
Workplace View
Punch the Clock Workaholic Get paid to get the job done
“Gig” – work to live
Skill-Building View
On-the-job training Work ethic and face time more important than skill
Get as much skill as possible; skills trump work ethic
Training is important; motivated by learning
Workplace View on Respect for Authority
Seniority and tenure Experience and time Skeptical/testing Testing/needed to grow
Trust authority and systems
Less trustworthy of authority
Anti-authority Wants authority’s attention
Work/life balance
Work hard to maintain job security
Imbalanced – fear they will lose ranking if they aren’t here.
Clearer balance Very important –Work/life/community/ self development
Generations in the Workplace
Traditionalists(1928-1945)
Baby Boomers (1946-1964)
Generation X (1965-1980)
Millennials (1981-1996)
Work Style Conformists Team Players Entrepreneurs Personal Achievers
Entitlement Seniority Experience Merit Contribution
Business Focus Quality Long hours Productivity Contribution
Work Ethic Dedicated Driven Balanced – worker smarter, not more
Ambitious – work to live
Focus Task Relationship and results
Task and results Collaboration
Technology Adapted Acquired Assimilated Integral
Why Millennials Are Important in the Workforce
Millennials make up more than a 1/3 of the U.S. workplace.
Only 25% of Boomers in U.S. are still working.
Developed countries will have less workers in the near future.
U.S. businesses have a need to be more technically savvy.
Most diverse and educated generation to date.
What Are
Millennials
Looking for in
the Workplace?
Financial stability
Flexibility
Collaboration
Transparency
Flexibility
Values Alignment
Financial Stability
2018: $1.5 trillion in US student debt1
Money over benefits
Paid time off over game rooms
Pay reflective of what they’ve been told or read about
$80,000 salary to “feel happy”2
86% said they’d take a pay cut to work in an organization that was aligned with their values.3
1Forbes
2Ameritrade
3LinkedIn
Flexibility
ENSURE A WORK/LIFE BALANCE – ASK THEM THEIR DEFINITION
GIVE THEM A CHANCE TO WORK ON SOMETHING OTHER THAN THEIR JOB
SUPPORT THEIR DESIRE TO TRAVEL AND EXPLORE THE WORLD
COMPRESSED WORKWEEKS
STAGGERING START AND END TIMES
TELECOMMUTING
Collaboration
Create a collaborative, comfortable and creative environment.
Let them have input into the use of technologies.
Challenge them to develop new processes and strategies.
Provide mentorships – experienced staff mentoring less experienced, and vice versa.
Ask them for their viewpoints/advice.
Keep them informed.
Transparency
Ensure your communication is accurate and clear.
Set performance and growth expectations.
Provide regular and detailed feedback.
Reward high performance.
Close the gender gap.
Values Alignment
Share mission, vision values throughout the employment lifecycle.
Build pride in the organization.
Showcase your corporate social responsibility values.
Walk the talk.
Losing Millennials
Don’t be surprised.
Being content with status quo
Focusing on long-term welfare benefits over short-term flexibility
Tolerating secrecy or poor communication
Accepting management by rules
Not involving them in technology decisions
Not collaborating/listening to their ideas
Working Effectively
Across Generations
Recognize unconscious bias.
Focus on results rather than preconceptions.
Recognize different generations need:
Different leadership
Styles of management
Rewards and recognition
Tools and resources
See and treat people as individuals.
Questions?