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ALIGNING A MULT-GENERATIONAL WORKFORCE WITH YOUR AGENCY’S GOALS

Presented by: Cathy Peterson, MA

Human Services Resource and Training Company

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DISCLAIMER

One Size Does Not Fit All!!

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OBJECTIVES Increase knowledge and understanding

of the four generations. Enhance comprehension of how

generational differences affect the workplace.

Expand the capacity to manage diverse working styles across the generations.

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What is a generation?

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What is a generation? A grouping of people typically by

birth years, that are defined by the historical and sociological experiences they have shared.

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WHY DISCUSS THE WORKFORCE?

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Why Discuss the Workforce? Create and maintain a high

performance workforce Four distinct age-based cohorts

coexist in the workplace Dramatic shift in the workplace

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Workforce Statistics Workforce will grow more diverse:• 37% increase for Asians• 36% Increase for Latinos• 17% increase for African

Americans• 6% Increase for Caucasians

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Workforce Statistics 50% of the workforce is age 40 and

younger

The fastest growing segment of employees are aged 27 and younger.

Over the next 10 years, Another 10 million will enter the workforce.

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Should Standards Change for Each Generation? Every employee should be held to the

standard outlined for his/her job. No adaptations should be made that

compromises the integrity of the organization or diminishes the effectiveness of the organization to carry out its mission.

All employees should comply with policies and procedures set forth by the organization.

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Workforce Silent ( 1922-1945) Baby Boomers (1946-1954) Generation Jones (1955-1965) Generation X (1965-1977) Nexters (1978-2000)

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Who’s in Your Workforce?

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5

10

15

20

25

30

35

40

45

50

Percent

Gamers

Boomers

Veterans

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EventsGeneration

Icons Technology

TV First Sex

Silent Joe DiMaggio

LP’s Payton Place

Honeymoon

Boomers Joe Namath

8 Tracks/ tape cassette

Dallas Backseat

Gen X Michael Jordan

CD’s Melrose Place

Online

Nexters Lebron James

IPods The OC Define Sex

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Defining Events- Silent Great Depression World War II Cold War

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Characteristics Work ethic= commitment,

responsibility, conformity Between heroes of WW2 and youthful

rebellions of the 1960’s. Suffocated children of the Great

Depression Strong loyalty to the organization Don’t rock the boat

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Core Values Dedication Sacrifice Hard Work Conformity Respect for authority Patience Delay reward Duty before pleasure

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Workstyle Quickly rose to the top and

became the superiors of the great mass of baby boomers

Work ethic is based on commitment, Conformity

Not likely to rock the boat

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Liabilities and Assets to the workplace Liabilities Do not speak up when

frustrated or see fault with superiors

Lack technological skills and reluctant to use them

Can be closed minded about any challenges to authority or patriotism.

Assets Willing to wait for the

big payoff Can be relied on to

complete a task assigned.

Extremely thorough High adherence to

code of honor and ethics.

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Heroes Eleanor Roosevelt President Franklin D. Roosevelt Babe Ruth Jackie Robinson Joe DiMaggio

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Employee- Silent Make up approximately 5% of the workforce. Loyal– often found to have worked for only one

employer. Very comfortable with a top-down

management style May be motivated by a job well done. Believe in “paying your dues” Prefer a formal relationship with their manager Expect to arrive on time to work, work hard

and in return receive steady paycheck and job security

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Defining Events- Baby Boomers Vietnam War Woodstock Women Rights Watergate Civil Rights Movement Birth of Television Deaths of President Kennedy, Robert

Kennedy, Dr. Martin Luther King Jr.

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Characteristics Invented the 60-hour work week Passionately concerned about

participation and spirit in the workplace Bringing heart and humanity to the

workplace. Focus on team-based work Strong loyalty to an organization Driven Sacrificed career for children or vice

versa

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Core Values Optimism Team Orientation Personal Gratification Health and Wellness Growth Work Involvement

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Workstyle

Attitude toward work- a career Independent Work long hours Struggles with work-life balance Overachievers

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Liabilities and Assets in the Workplace

Liabilities Can be hung up on

lines of supervision Can be indirect in

their communication Require clearly define

schedules and procedures

Assets Loyal to the

organization Willing to work hard

in order to achieve success

Enjoy input of teams Genuinely care about

co-workers

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Heroes Gandhi Martin Luther King Jr. Mother Theresa John and Jacqueline Kennedy Bobby Kennedy

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Employee- Baby Boomers Currently 45% of the workplace. Willing to work long hours Expect others to work long hours Work is a high priority Innovative and challenges the rules Pay attention to relationship building Value Teamwork Prefer structured work style that

includes regular communication.

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Defining Events- Gen X Collapse of Communism Missing children on Milk Cartons Computers in Classroom Recession Persian Gulf War Rodney King Incident The Challenger

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Characteristics Grew up quickly with increased divorce rates,

violence and low expectations Entering workforce approached downsizing

and recession Ambitious and independent May appear to be less driven General mistrust of politics and Government Bore the brunt of personal sacrifice

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Workstyle Internet Savvy Embrace risk and prefer free agency Jump from job to job are unwilling to

conform to organizational demands. Adopted the philosophy there are no

guarantees Want to be immediately valued for their

skills. Require more coaching and feedback

than previous generations

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Core Values Diversity Thinking Globally Balance Fun Informality Self-reliance Techno-literacy

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Heroes Aren’t influenced by “real”

heroes… Every time a hero emerged, skeletons from the closet surfaced

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Liabilities and AssetsLiabilities Give needy

employees less attention than they require

Show impatience with poor performers.

They don’t give respect just based on titles

Assets Hold a strong work

ethic Bring a fresh

perspective Have a less need to

be liked

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Gen X Comprise 40% of the nation’s employees Typically have little trust in the system Freedom is important. Credited with bringing work-life balance

to the workplace. First generation of free agents Impatient with meetings. Value honesty and respect over authority. Are masters of multi-tasking

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Workstyle Raised in the comfort of the

internet Pragmatic and hardworking Want to be paid volunteers Want to join an organization

because they want to Work on their own terms

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Characteristics Baby on Board Beneficiaries of hands-off

parenting Coddled and confident Technologically savvy Strong volunteerism Inclusive They like their parents

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Core Values Optimism Civic Duty Confidence Achievement Sociability Morality Street Smart Diversity

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Liabilities and AssetsLiabilities Distaste for menial

work Lack of skills for

dealing with difficult people

Impatience

Assets Multitasking Goal Orientation Positive attitude Collaboration

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Heroes Bill Gates NYC Firefighters The American Women’s Soccer

Team

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Employee- Nexters Comprised 10% of the workforce. Prefer a casual relationship with

supervisor Wanting to make a difference and

knowing their work has value. Adaptable and open Comfortable about diversity Expect to be treated as equals

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What are the Commonalities?

Everyone wants to succeed. Everyone wants to feel valued. People want to be kept in the know

about matters that concern them. Communication

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Activate Careers Encourage employees to talk freely

and open about their career aspirations.

Provide feedback Schedule career discussions with

all team members Help build skills Provide feedback

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Change the Organization to Prevent Job Stress Ensure that the workload is in line with

worker’s capabilities and resources. Design jobs to provide meaning,

stimulation, and opportunities for workers to use their skills.

Clearly define worker’s roles and responsibilities.

Provide opportunities for social interaction among workers.

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How can you provide social interaction among staff?

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Managing Multigenerational Employees Provide employees with opportunities to

introduce new ideas. Strive to be flexible. Offer flexible ways

for employees to learn. Understand that younger generations

do not relate to what may be perceived as workaholics.

Appeal to the need for self-reliance and meaning in their work.

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Work/Life Balance Agency Benefits Studies on work/life balance programs have

reported such benefits as:o Attracts new employeeso Helps retain staffo Builds diversity in skills and personnelo Improves moraleo Reduces sickness and absenteeismo Encourages employees to show more initiative

and teamworko Decreases stress and burnout

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Work/Life Examples On-site childcare centers An eldercare information and referral program An employee healthcare center Wellness programs ATM’s in your building Reduce prices for soda, juice, and bottled

water Emergency Childcare Assistance Seasonal childcare programs Onsite seminars and workshops ( nutrition,

stress, smoking, Etc.)

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Aligning the Generations Understand your workforce. Build and maintain a balanced

workforce. See how each generation fits into

your current mission and goals and find ways to bring out the best in them.

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Conclusion Seek to understand each generation. Develop generational sensitive styles. Develop the ability to flex a

communication style to accommodate each group.

Use the differences to enhance the work of the entire team.