our cross-generational workplace
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Our Cross-Generational Workplace. Patricia Rossie-King Director of Human Resources. Differences & Conflicts:. Values Ambitions Views about work ethic Mind-set Demographics. The Veterans (Vets) The Baby Boomers (Boomers) Generation Xers (GenX) - PowerPoint PPT PresentationTRANSCRIPT
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Our Cross-Generational Workplace
Patricia Rossie-KingDirector of Human Resources
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Differences & Conflicts:
Values Ambitions Views about work ethic Mind-set Demographics
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The Generations:
The Veterans (Vets)
The Baby Boomers (Boomers)
Generation Xers (GenX)
Generation Nexters (aka GenY, Gen@, or Millennials)
1925 – 1945
1946 – 1962
1963 – 1980
1981 – 2002
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The Vets
Core Values Law and order Intense patriotism Respect for authority Patience Duty before pleasure Loyalty
Personality Prefer consistency &
uniformity Like things on a
grander scale Conformers Logical & disciplined Conservative
spending
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Boomers
Core Values Sense of entitlement Optimism Team orientation Personal gratification Health and wellness Endless youth Work!
Personality Believe in growth &
expansion Star of the show Optimistic Trend-setters
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GenX
Core Values Diversity Independence Self-reliance Desire for stability Informality Fun
Personality Self-reliant Seek sense of family Non-traditional view
about work Prefer informality Casual approach to
authority Skeptical Technologically savvy
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Nexters
Core Values Optimism Civic duty Confidence Achievement Sociability Morality Diversity
Personality Optimistic about future Realistic about present Can-do attitude of Vets Teamwork ethic of
Boomers Technological savvy of
GenX Educated
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Internal Generational Status
0
5
10
15
20
25
Nexters1981-2002
GenX1963-1980
Boomers1946-1962
Vets1925-1945
Sr MgmtDirectorsFront-Line SpvrExemptNon-Exempt
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Vets at Work
Uncomfortable with technology; dislike voice-mail
Loyal; dependable “Honest day’s work for honest day’s pay” Not concerned with climbing corporate
ladder Attracted to security & stability Conversation limited to work on hand and
less on personal life.
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Vets at Work
As a Leader – Directive style. Expect them to take charge, delegate and make bulk of decisions.
As a Team Member – Vets work under strong leaders.
Managing a Vet – Earn their trust and respect their experience.
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Mentoring a Vet
1. Use coach that is respected as a leader
2. Coach tactfully and respectfully
3. Establish rapport
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Boomers at Work
Driven & dedicated Define themselves through their jobs Work ethic = Worth ethic Key factor in job choice is opportunity Pursue learning at work Hold the majority of high-paying jobs Intense need to prove themselves
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Boomers at Work
As a Leader – consensual management style; fair treatment; may lack understanding, listening, motivating & delegating skills.
As a Team Member – enjoys being on teams but a need to prove oneself
Managing a Boomer – personal approach and recognition
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Mentoring a Boomer
1. Coach tactfully
2. Be nice
3. Find opportunities for agreement
4. Respect
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GenXers at Work
Work is no guarantee of survival Need for flexibility Informal work environment Minimal supervision Clear work-life balance Multitasking; parallel-processing Many go into technology
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GenXers at Work
As a Leader – fair, competent, & straightforward, though brutally honest
As Team Member – drawn to teams that they choose but without strict rules; solitary efforts
Managing a GenXer – fun, educational, non-micromanaging atmosphere, with variety of projects
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Motivating a GenXer
1. Give multiple projects with freedom to prioritize
2. Constructive feedback
3. Freedom and fun
4. Leading-edge technology
5. Overall employee incentives
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Nexters at Work
Believe in hard work and goal setting Collective action Optimistic Trust centralized authority Dedicated Easily intimidated by difficult customers Most comfortable in large corporations
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Managing Nexters
1. Orientation
2. Toss pre-conceived notions of gender roles
3. Expand teams & appoint strong team leader
4. Be sensitive for potential conflict between GenXers and Nexters
5. Grow training department
6. Establish mentor programs
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Work-Life Balance
Typical Boomer Typical GenXer “Live to Work” “Work to Live”
Life
FamilyWork
Work
Life
Family
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Work-Life Balance
Key focal point of intergenerational conflict
Respect people’s decisions Work still needs to be done Be open and specific about work hours Pay attention to trends
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Two Keys of a Successful Intergenerational Workforce
Aggressive Communication
More listening and discussing
Address issues head-on
Validate different points of views
Difference Deployment Tactical use of
employees Mix fresh perspective
with wisdom of experience
Look at differences as strengths
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A.C.O.R.N.
Accommodate employee differences
Create workplace choices
Operate from a sophisticated style
Respect competence and initiative
Nourish retention
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The End