our changing workforce
DESCRIPTION
How four different generations plus recent immigrants have changed the Health Care WorkforceTRANSCRIPT
Ken Eska
Account Executive
Workforce Intelligence For Your Business
Joe Markert
Director Professional Services
www.datamaticsinc.com
How four different generations plus recent immigrants have changed the workforce
Joe MarkertDirector Professional Services
Datamatics Management Services, Inc.
Trends Four generations in today’s workforce
By 2018, over 20% of the workforce will have been born outside the USA. (Per National Census data)
23 official languages in NYC for licenses and taxes (Per NY city government)
More text messages each day than the entire global population
New technology erodes current business practices every 2 years
Why the Concern? Hiring Challenges
Increased employee turnover
Communication problems
Low employee morale
Low employee motivation
Generational Influences Americans are living longer & working longer
than any other time in our nation’s history
1st time we have four generations in the workplace
Events & conditions each generation has experienced determine how they view the world
Each generation has a “personality” based on values, beliefs, attitudes & experiences
Clash points between generations based on “personality” affect the work enviornment
1966
1961
1967
The Adventures of Ozzie and Harriet 1954
Father Knows Best 1955
This world no longer exists.
Current * 25% of today’s employees have been in their job
for less than one year
50% of today’s employee have been in their job for less than 5 years
Management needs to track demographic trends and the needs of different employee groups
Heath Care attempts to attract and retain a diverse set of employees
Today’s Reality
Defying Gravity
Brothers & Sisters
Homer Simpson
Batman - Dark Knight
American Choppper
Two and a Half Men
Modern Family
Impact on the Workplace Reduced profitability and loss of valuable
employees
Higher payroll and training costs
Poor customer/ patient service
Derailed careers
Wasted human potential
Health problems due to stress – leads to higher insurance costs
Added Complexity As if our workplaces are not complex enough:
Turnover rates are increasing – as are recruiting costs
Customers demand more – for less – and are litigious
Under prepared employees (2007 $109 billion on workplace learning per ASTD)
Now comes a multi-generational workforce and recent immigrants each with their own values, standards, behaviors and goals.
Who Are They (Generations)? Silent Generation, Traditionalists 1930 – 1945 (75MM)
Disciplined, loyal, high work ethic, chain of command (Joe DiMaggio, Bob Hope – WW II, Bay of Pigs)
Baby Boomers 1946 – 1964 (80 MM)
Stay home Mom’s, competitive, goals, “me” ( Dr. MKL, JFK,
Leave it to Beaver – Vietnam war, civil rights, TV in every home)
Generation X 1965 – 1980 (46MM)
Divorce, working Moms, RIF, independent, fun (Cyndi
Lauper, Bill Clinton, PC’s, AIDS, cell phones, MADD, video games)
Millenniums, “Why’s” 1981 on (76MM)
Multi task, life balance, technical (Prince William, Chelsea
Clinton, war on drugs, 911, Columbine HS, “special”, “collaborate”)
Milleniums – a closer look Special & sheltered
Over confident
Team oriented
Close to their parents
Pressured to achieve
Focus on social life before work life
Only knows multi-task
Computers and technology are a way of life
Doing is more important than knowing
Expects rewards, recognition, feedback & structure
IMPACT ON THE WORK PLACETraditionalists/ Silent Baby Boomers Generation X Millennial
Career Goals Build a legacy Build a stellar career Build a “portable” career Build parallel careers – work
and social
Reward systems Satisfaction with a job well
done
Money, title, recognition,
status
Freedom to make own
decisions
Work that has meaning
Defining work/ life balance The company should
support me and my career
Help me balance everyone
else and find meaning for
myself
Give me balance now – not
later in my career
Work is not the goal – need
flexibility now so I can
balance all my activities
Defining Retirement Rewards for my years of
service
Retool – learn new skills so I
can continue to contribute
Renew – reinvent self – take
on a new job or part time
position
Recycle – use my skills in a
new setting – do not intend
to “drop out”
IMPACT: Fewer professional & management level employees are
entering the workforce making it harder to recruit the best & brightest
The Math does not Add Up We are facing a talent war for trained workers;
BUT ----
Traditionalists: leaving the workforce
Boomers: soon eligible to retire – leaving a “gap”
Generation X: half the size of Boomers
Millennials: too young & inexpereinced
Impact: fewer workers with required skills
Impact: recruiting and retention of best and brightest becomes critical for organization success
Who Are They? (Immigrants) Five states now list “white” as a minority
population
Fastest growing immigrant population:
#1 Hispanic(opportunity & education, 20% of the NJ workforce)
#2 Asian(focus on education and opportunity)
#3 Indian/ Pakistani (well educated & motivated)
Education and “upward mobility” is primary drive
Key “Universal” Values Family 72%
Integrity 65%
Achievement 48%
Love 48%
Happiness 46%
Balance 39%
Responsibility 38%
Every Employee Wants
Respect:
Different generations of peoples define it differently
Questions to management by younger workers do not necessarily demonstrate disrespect
The Effect in Health Care Different employee education and cultural
experiences
Older workers (in 2008 56% of all workers are +40; yet immigrants average age was under 35)
Views on “primary” wage earner varies by generation
Job satisfaction varies by generation and immigrant goals
Clear work standards linked to recognition motivates all employees
New methods of recruiting
The Need Task not time has become increasingly
important as a measure of productivity for younger workers – regardless of where they were born.
Management methods and approaches need to change to reflect this need.
Most 40+ Health Care Professionals do not plan for or can easily adopt to changing trends in employee motivation and retention.
Most non-professionals are seeking steady/ ongoing employment
Recruiting Success Depends On Who’s the backup for Derek Jeter?
Survival without a defined backup
Military set-up
Future needs today
In Health care, 80% of learning comes from experience (Chief Learning Officer, October 2009)
The average Generation Y worker spends 20% of their day on non-business activities. Is this OK? (Bloomberg)
Implications for Recruiting: Knowing what’s important to different age
cohorts and immigrant group
Communicating with applicants using the appropriate channel
Interview techniques that capture & keep, not capture and release
Watch your own ratings – survey
Turn around times
Recruit with the Right Message vary the message for each target group (no one
size fits all)
Identify the group you want to recruit 1st.
Understand what’s important to that group – then focus your recruiting message
If funds are limited – create a message with something for everyone
Define and communicate “stay factors”
Financial
Opportunity
Loyalty
How the US Army has changed its recruiting Traditionalists: “Uncle Sam Needs You”
Baby Boomers: “Join the People Who have Joined the Army”
Generation X: “Be all that You can Be”
Millennials: “The Power of One” and “She’s not just my daughter, she’s my Hero”
Key: there is no one size fits all recruiting message. Need to ID the generation you want to recruit
To Keep Your Best People Make each job unique with interface to clients and
management.
“Narrow recruiting” through the use of referrals and realistic job previews.
Script the 1st 30 days with assigned mentors or supervisors who act as coaches.
Feedback that gives both the employee and management the opportunity to remove barriers to “getting the job done”.
Build Trust with employee empowerment to determine how to accomplish an assignment.
What “keeps” each generation in your employment? Traditionalist: Loyalty to clients & the organization –
No news is good news
Boomers: Making a difference – Document / document
Generation X: Autonomy & flexibility - Show me the money
Millennials: Task not time, recognition – I want it now
Universal Management Traits that Work Respect experience & use it
Don’t focus on being talked “down to”
Constantly “learn”
Rely on the skills of others
Your way and their way are different – learn to compromise
Use your employees
1.
Other Retention Strategies Draft a retention policy
Exit Interviews:
Worth it?
Who should conduct them?
Now what?
Too littke, too late?
Feedback:
Format and structure?
Frequency?
Who takes action?
Implications for Managers Respect experience and incorporate it
Don’t try too hard to know it all – but give credit to those who do
Don’t assume their way is like yours
Use employees – don’t abuse employees
The three S’s
Setting
Style
Substance
New Rules of Communication Every generation and group has its own
language – stay in yours
The “wrong” words can get in the way: I love you dude.
Flexibility is “in”
Give people the benefit of the doubt – especially via electronic communication
Respect each other
Quick Test #1 Change in health care
organizations may be predictable or unpredictable. Which of the following is a predictable force for organizational change?
1. Economic downturn
2. Changes in consumer preferences
3. Increased competition
4. Political crisis
5. Not sure
Quick Test #1 Change in health care
organizations may be predictable or unpredictable. Which of the following is a predictable force for organizational change?
1. Economic downturn
2. Changes in consumer preferences
3. Increased competition
4. Political crisis
5. Not sure
Because most competitors “telegraph” their intentions
well in advance of their market activities, potential
competition and thus changes to your organization in
response to competition can be a predictable force for
change.
Quick Test #2 What percentage of
health care industry managers are excellent regarding competence for leading change ?
1. 100%
2. 75%
3. 40%
4. 20%
5. 05%
Quick Test #2
In general, ability to lead change requires being
comfortable with ambiguity, flexible in decisions and strong
leaders
What percentage of health care industry managers are excellent regarding competence for leading change ?
1. 100%
2. 75%
3. 40%
4. 20%
5. 05%
Conclusion
Traditionalists Boomers Millennials
Workforce Intelligence For Your Business
800-673-0366
330 New Brunswick Avenue, Fords, NJ
www.datamaticsinc.com