Recruiting, Retaining, and Recruiting, Retaining, and Engaging theEngaging the

MultigenerationalMultigenerational WorkforceWorkforce

Judy Delany, M.S., MPH, MT(ASCP)Judy Delany, M.S., MPH, MT(ASCP)Director, Training Services DivisionDirector, Training Services Division

Office of Workforce and Career DevelopmentOffice of Workforce and Career Development

Changes in the WorkforceChanges in the Workforce

Older people remain in workforceOlder people remain in workforceBaby Boomers are reaching middle ageBaby Boomers are reaching middle ageReduced birth rate of the 1960s and Reduced birth rate of the 1960s and ‘‘70s70sExpansion of women in the workplaceExpansion of women in the workplaceIncreasing ethnic populationIncreasing ethnic populationFewer fullFewer full--time, fulltime, full--benefits jobsbenefits jobsJob categories eliminatedJob categories eliminated

The Birth Rate: Boom, Bust and EchoThe Birth Rate: Boom, Bust and Echo

The Louder EchoThe Louder Echo

The Demographic RevolutionThe Demographic Revolution

Digital Immigrants – The Net Generation

Web 2.0

The Net Generation

The Social Revolution

The Economic Revolution

The Recruitment GameThe Recruitment Game

Develop accurate and effective Develop accurate and effective employment brandingemployment branding

Define the cultureDefine the cultureDiversify your outreachDiversify your outreachDesign a comprehensive onDesign a comprehensive on--boarding boarding programprogramTry Try ““BoomerangBoomerang”” recruitmentrecruitmentUnderstand workforce demographicsUnderstand workforce demographics

The Retention GameThe Retention Game

Revolving Revolving –– door employmentdoor employmentNeverNever--ending recruitment at all levelsending recruitment at all levelsCost of replacement Cost of replacement –– 100100--250% salary250% salary

Major ShiftsMajor Shifts

Boss

Production

Customer

Boss

Managers

Workers

Customers

Production

Boss

Boss

Workers

Managers

Value imprintingValue imprinting

Historical and political eventsHistorical and political eventsMood of the countryMood of the countryEconomic environmentEconomic environment

Major Generational Differences Major Generational Differences in the Workplacein the Workplace

Work ethicWork ethicTechnical competence,Technical competence,Company loyaltyCompany loyaltyPeople skillsPeople skills

History of the USHistory of the US

19401940’’s : Ds : D--Day, Pearl Harbor, HiroshimaDay, Pearl Harbor, Hiroshima19501950’’s : Korean War, Rock & Roll, s : Korean War, Rock & Roll,

Polio VaccinePolio Vaccine19601960’’s : JFK, Vietnam, Moon Landing, Woodstock, s : JFK, Vietnam, Moon Landing, Woodstock,

Civil RightsCivil Rights19701970’’s : Watergate, First PCs, Womens : Watergate, First PCs, Women’’s Rights s Rights 19801980’’s : Challenger, Berlin Wall Fell, Reagans : Challenger, Berlin Wall Fell, Reagan19901990’’s : OKC Bombing, Clinton Scandals, Desert Storms : OKC Bombing, Clinton Scandals, Desert Storm20002000’’s : s : 9/119/11, Iraqi War, Mars Rover, Iraqi War, Mars Rover

Generations at work at CDCGenerations at work at CDC

Generations by Birth DatesGenerations by Birth Dates

GI (1901 GI (1901 –– 1922)1922)

Veterans/Veterans/SilentsSilents (1922 (1922 –– 1946)1946)

Veteran/Sandwich group (1930 Veteran/Sandwich group (1930 --1943)1943)

Baby Boomer (1946 Baby Boomer (1946 –– 1960)1960)

Generation X (1961 Generation X (1961 –– 1981)1981)

Gen Y/Gen Y/MillenialsMillenials (1981 (1981 –– 2000)2000)

Futurist (2000 Futurist (2000 ---- ?)?)

Veteran Generation Veteran Generation (1922 (1922 –– 1946)1946)

Traditional, loyalTraditional, loyalInvented bureaucracyInvented bureaucracyconformityconformityHardHard--workingworkingLaw and orderLaw and orderRespect for authorityRespect for authorityDuty before pleasureDuty before pleasure

Veteran Sandwich Group (1930Veteran Sandwich Group (1930--1946) 1946)

““HelpmateHelpmate”” generationgenerationServed in Korean WarServed in Korean WarNever had their own PresidentNever had their own PresidentGeneration without a causeGeneration without a causeKnew hardshipKnew hardshipMcCarthy eraMcCarthy eraInfluenced by having to be Influenced by having to be ““seen and not heardseen and not heard””Sought job security from large corporationsSought job security from large corporations

Tips for Working with VeteransTips for Working with Veterans……

““WhyWhy”” not necessary component not necessary component Use human relations skillsUse human relations skillsTechnologyTechnology--driven communication is a driven communication is a ““nono--nono””Emphasize experience as an assetEmphasize experience as an assetProve necessity for changeProve necessity for changeMay need more time for orientationMay need more time for orientationRespect their costRespect their cost--conscious mindsetconscious mindsetConsider for partConsider for part--time or project employmenttime or project employment

Baby Boomer Generation Baby Boomer Generation (1946(1946--1960)1960)

Individualistic, selfIndividualistic, self--absorbedabsorbed

Independent, distrust authority, judgmentalIndependent, distrust authority, judgmental

WellWell--educated, sophisticated, optimisticeducated, sophisticated, optimistic

Role in society to force changeRole in society to force change

SoulSoul--searchers, moralistic worldviewsearchers, moralistic worldview

Seek securitySeek security

Baby Boomer (1946Baby Boomer (1946--1960) Values1960) Values

TeamworkTeamworkPersonal gratification from workPersonal gratification from workInvolvementInvolvementHealth & WellnessHealth & WellnessOptimismOptimismLeadership Leadership Personal relationshipsPersonal relationships

Tips for Working with BoomersTips for Working with Boomers……

Leverage willingness to work hardLeverage willingness to work hardThrive on public recognitionThrive on public recognitionNeed opportunity to voice recommendations Need opportunity to voice recommendations for improvements for improvements Steer toward results not processSteer toward results not processFocus on challenges and the Focus on challenges and the ““near futurenear future””Negotiate the need for changeNegotiate the need for change

Management Tips for Boomer ManagersManagement Tips for Boomer Managers

Learn to relaxLearn to relaxAdjust your management styleAdjust your management styleListen to new ideasListen to new ideasLearn effective technologic communicationLearn effective technologic communicationHire managers attuned to the new generationsHire managers attuned to the new generations

Incentives for retention of boomersIncentives for retention of boomers

Enjoyable workEnjoyable workNew Challenge (sunset career)New Challenge (sunset career)Balance Balance –– Part time workPart time workNo incentiveNo incentive

Generation X (1961Generation X (1961--1981) 1981)

RiskRisk--takers, creativetakers, creativeQuick, shortQuick, short--term rewardsterm rewardsEmbrace change, highly flexibleEmbrace change, highly flexibleQuestion authorityQuestion authoritySeek balance Seek balance SelfSelf--reliantreliantUnorganizedUnorganizedTechnologically adeptTechnologically adept

Generation X (1961Generation X (1961--81) Values81) Values

Electronic InformationElectronic InformationDiversityDiversityIndividualismIndividualismPragmatismPragmatismPersonal RelationshipsPersonal RelationshipsLeisure TimeLeisure Time

Tips for Working with Tips for Working with XersXers……

Enjoy working aloneEnjoy working aloneHate microHate micro--managementmanagementNeed access to technologyNeed access to technologyGood Good brainstormersbrainstormersEmphasize shortEmphasize short--term, not longterm, not long--termtermNeed Need ““funfun”” workplaceworkplace

Management Tips for Gen X ManagersManagement Tips for Gen X Managers

Be more patient with poor Be more patient with poor performersperformersRely on more experienced Rely on more experienced personnel for advicepersonnel for adviceAdjust management styleAdjust management styleTake time to get to know Take time to get to know your employees and be your employees and be friendlyfriendly

MillenialsMillenials (1982(1982--2003) 2003)

Busy, Busy, overplannedoverplanned lives as childrenlives as childrenStress, constant change, energeticStress, constant change, energetic““InternetInternet”” generationgenerationAchievers, confidentAchievers, confidentCivicCivic--minded, patrioticminded, patrioticDiversity, sociabilityDiversity, sociabilityNew New ““media darlingsmedia darlings””

Tips for Working with Tips for Working with MillennialsMillennials……

Enjoy volunteer effortsEnjoy volunteer effortsTake advantage of their technological Take advantage of their technological capabilitiescapabilitiesGood with older mentorsGood with older mentorsPotential conflict with XPotential conflict with X--ersersNeed practical feedbackNeed practical feedbackFinancial incentives importantFinancial incentives important

WHY is This So IMPORTANT???WHY is This So IMPORTANT???

Workforce shortage in all fieldsWorkforce shortage in all fields

By 2010, 17% of workforce will By 2010, 17% of workforce will be 55 or olderbe 55 or older

By 2012, 10,000 Americans will turn 65 every dayBy 2012, 10,000 Americans will turn 65 every day

By 2015, oneBy 2015, one--half the number of people will be in half the number of people will be in the workforce to fill the the workforce to fill the ““middle managementmiddle management”” or or ““experiencedexperienced”” positionspositions

Public Health WORKFORCE Public Health WORKFORCE

Average age of PH workforce is 47 yrAverage age of PH workforce is 47 yr20 % Public Health workforce eligible to 20 % Public Health workforce eligible to retire in 3 years/50% by 2012.retire in 3 years/50% by 2012.25% of the CDC workforce will be 25% of the CDC workforce will be eligible to retire in 5 yearseligible to retire in 5 years (CDC 2007 data)(CDC 2007 data)

*ASTHO- State Public Health Employee Shortage Report: A Civil Service Recruitment and Retention Crisis, 2007

Generational Representation as Percentage Generational Representation as Percentage of Workforce of Workforce

0

10

20

30

40

50

60

Percentage of Workforce

Millennials Gen X Boomers Silent

CDC Workforce HHS WorkforceFed Workforce U.S. Workforce*

* 2007 data from “Meet the Millennials” presentation by the Government Executives Network on 2/19/2008

(1977-1998) (1965-1968) (1946-1964) (1933-1945)

EMPLOYEE RETENTIONEMPLOYEE RETENTION

1999 Wall Street Journal survey 1999 Wall Street Journal survey —— Top Top Reasons People Leave Their JobsReasons People Leave Their Jobs——

Disrespect Disrespect Lack of challengeLack of challengePoor communicationPoor communicationUnclear expectationsUnclear expectationsLittle or no involvement in decisionLittle or no involvement in decision--makingmaking

Salary increase???Salary increase???

Career Security Career Security VSVS

Job SecurityJob Security

XersXers and and MillenialsMillenials will have more jobs in will have more jobs in their lifetimes than previous generationstheir lifetimes than previous generationsMore opportunitiesMore opportunitiesBuilding personal resumeBuilding personal resumeSkeptical of all institutionsSkeptical of all institutions

*

Expectations of the new workforceExpectations of the new workforce

Balance and synergyBalance and synergyWork as a noble causeWork as a noble causePersonal growth and developmentPersonal growth and developmentPartnershipPartnershipCommunity at workCommunity at workTrustTrust

Balance and SynergyBalance and Synergy

Extreme flextimeExtreme flextimeA balanced A balanced ““dietdiet””Responding to the shift toward balanceResponding to the shift toward balanceRoots of the balance revolutionRoots of the balance revolutionMore than timeMore than timeAssessing your company for balanceAssessing your company for balance

Work as a Noble CauseWork as a Noble Cause

Mission statements inspire loyaltyMission statements inspire loyaltyDemonstrating the connectionDemonstrating the connectionNew corporate citizenNew corporate citizenAltruism on company timeAltruism on company timeValues driven companiesValues driven companiesAssessing your company for noble causeAssessing your company for noble cause

Personal Growth and Development Personal Growth and Development

Learning new skillsLearning new skillsTraining as a philosophyTraining as a philosophyHelping people manage careersHelping people manage careersDiscovering oneself at workDiscovering oneself at workPromoting growth or pay the pricePromoting growth or pay the priceAssessing your company for developmentAssessing your company for development

PartnershipPartnership

Communication above rankCommunication above rankOpen booksOpen booksPerformancePerformance--based paybased payPractices of partnering leadersPractices of partnering leadersVigilance and attention to symbolismVigilance and attention to symbolismAssessing your company for partnershipAssessing your company for partnership

Community at WorkCommunity at Work

Creating a place where people feel Creating a place where people feel connectedconnectedBuilding community across rankBuilding community across rankMaking fun a priorityMaking fun a priorityCommunity canCommunity can’’t be left to chancet be left to chanceAssessing your company for communityAssessing your company for community

TrustTrust

Aftermath of downsizingAftermath of downsizingNewNew--style loyaltystyle loyaltyIngredients of trustIngredients of trustAssessing your company for trustAssessing your company for trust

Retention Strategies for Retention Strategies for MillenialsMillenials

Make the workplace a FUN place to workMake the workplace a FUN place to workEncourage bonding of workers (family Encourage bonding of workers (family environment)environment)Extremely flexible work schedulesExtremely flexible work schedulesFrequent changes in work assignments Frequent changes in work assignments Mentoring and coachingMentoring and coaching

What is the difference in the new What is the difference in the new generations at work?generations at work?

“I don’t think the new generations are really that different. I think they are just as committed and dedicated as my generation. All people really want is a chance to be successful and make a contribution.”

Dr. Gerald Cooper

EVERYONE NEEDSEVERYONE NEEDS----

Balance in work/home lifeBalance in work/home lifeRespectRespectRewardsRewards

““Each generation brings a clean slate into Each generation brings a clean slate into the world. But the world itself is not a the world. But the world itself is not a

clean slate, and what happened before clean slate, and what happened before needs to be learned and remembered.needs to be learned and remembered.””

The New Yorker, The New Yorker, April, 1985April, 1985

Thanks to Thanks to LinetteLinette GranenGranen, MT(ASCP) , MT(ASCP) CLDirCLDir (NCA)(NCA)

National Laboratory Training NetworkNational Laboratory Training Network Communications/Marketing ManagerCommunications/Marketing Manager

for assistance with this presentationfor assistance with this presentation