Transcript Understanding the Multi-generational Workplace

Adapted and Development by
Dr Dallas L. Holmes,
Extension Specialist Diversity and Civil
Rights
Goals for this diversity discussion are to help
Extension educators and leaders:
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Understand and appreciate age diversity.
Learn practical ideas on how to attract,
motivate, and keep great employees of all age
groups in the Extension organization.
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The labor force is at the lowest rate since the
1930’s and the US birth rate continues to
decline.
By 2025, 1 in 5 workers will be over age 55.
The slowing of the workforce translates to an
estimated shortfall of 20 million workers over
the next 20 years.
Adapted from: K. Tyler, Neckties to Nose Rings (2002)
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Employers will need to recruit and embrace
diversity in the workforce.
Companies must welcome retiree-age
employees to remain on board and transfer
skills.
Adapted from: K. Tyler, Neckties to Nose Rings (2002)
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The fastest-growing occupations across
developed nations are knowledge based,
meaning the position requires formal
education or advanced training.
Given that knowledge is a scare resource;
Extension must capitalize on it by inviting
and nurturing the best people.
Adapted from: K. Tyler, Neckties to Nose Rings (2002)
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Never before has there been a workforce and
workplace so diverse in race, gender, and
ethnicity. (Zemke, et al., 2000)
We have four generations working side-byside in the Extension organization for the first
time in history.
All have unique experiences and attributes
which influence their attitudes towards work.

Adapted from: Recognition Management Institute, 2000
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A group of people defined by age boundaries
Those who were born during a certain era and
share similar experiences growing up. They
have common cultural or social
characteristics and attitudes. Their values and
attitudes, particularly about work-related
topics, tend to be similar, based on their
shared experiences during their formative
years.
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Adapted from: Recognition Management Institute, 2000
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Psychologists, sociologists, and everyday
managers have identified important
differences between these generations in the
way they approach work, work-life balance,
employee loyalty, authority, and other
important issues.
Notter Consulting, 2002
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Some differences can be attributed to
individual differences, such as levels of
experience, levels of financial and family
commitments, depth of personal
development, political awareness, and
emotional maturity.
Source: www.aukland.ac.nz/uoa/about/news/articles/2005/11/generational_differences.cfm
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A lack of understanding across generations
can have detrimental effects on
communication and working relationships
and undermine effective services.
Dittmann, Generational Differences at Work, June 2005
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Researchers have
divided today’s
workforce into four
generations:
Seniors,
Veterans,
Matures
1920-1944
Baby
Boomers
1945-1960
Generation
Xers,
Twentysomethings,
Baby
Busters
1961-1980
Millennials,
Generation
Y’s
1981-2000
Generation Type
Number in USA
workforce
Seniors/Veterans
42 million
Baby Boomers
76 million
Generation Xers, Twentysomethings, Baby Busters
54 million
Millennials, Generation Y’s
75 million
Source: Remson, Triangle Consulting (2006)
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Great Depression- Sacrifice and hard times
World War II
Social Security Mandatory
Industrialization
Korean War
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TV
Civil Rights Movement
Protests
Rock and Roll
Charismatic Leadership
Baseball Heroes
Larger than life politicians and Movie stars
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Man on the Moon
Challenger Explosion
Aids
Video Games
Latchkey Upbringing
Personal Computers
Political Scandal – Tell all biographies
Repentant Religious leaders
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Internet- Technological integration
Fall of Berlin Wall
O. J. Simpson & Casey Anthony Trials
Columbine and Norwegian Shootings
September 11th Tragedy
Iran and Afghanistan Wars- Global
perspectives
Some economic prosperity- Market melt
downs
Veterens
Boomers
Gen-Xers
Millennials
Loyal
Loyal
Adaptable to
Goal-oriented
Honors/Respects
Optimistic
Techno-savvy
authority
Follows Orders
Formal
Rewards later
Practical
 Personal
Sacrifice
Civic Duty
Responsible and
Dedicated
Team player
Workaholic
Personal
gratification
The “Me”
Generation
Material
Acquisition
change
Techno-literate
Self-starters
Global mindset
Informal
Skepticism
Self Preservation
Individuality
The “ Not
Impressed”
generation
Prefers structure
Enjoys much
Skeptical
Requires
Technology-
recognition
Elder care
absences
Self-gratification
Feel others owe
supervision and
support
Sociable
challenged
Set in ways
Difficulty with
change
them
Motivation
Child care
absences
Collaboration
and Achievement
important
Optimistic
Moral mindset
Social activism
More impatient
Entrepreneurial
Individuality
Uniqueness
More
independent
Traditionalist Baby Boomer Generation X Millennial
75 out of 100
90 out of 100
children reared
children raised in a
in a two-parent “traditional”
home.
home.
‘
3 out of 100
children reared
in a
“traditional”
home.
“Traditional”
home
is nebulous
term.
Alternative
lifestyles are
openly
acknowledged
and
tolerated.
Traditionalist Baby Boomer Generation X Millennials
Work the
hours needed
to get the job
done
(farm model)
Average 55hours work
per week for
40-hours pay
‘
Believes in 40- Work the
hours work hours to get
for 40-hours the job done.
Set their own
pay
working
hours
“I get
Saturdays off
or I quit”
Traditionalist Baby Boomers Generation X Millennials
Dedicated
to doing a
good job
Driven
to do a
good job
Balance
in home
and work
Determined
to do a good
job
Work
incorporated
into home
Traditionalist
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Hierarchy - Leadership
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Respectful - Authority
Baby Boomer
 Consensus - Leadership
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Love Hate - Authority
Generation X
 Competence - Leadership
 Unimpressed - Authority
Millennials
 Teamwork – Leadership
 Respectful. but autonomous
Issues of:
Retention
Recruitment
Productivity
Employee Satisfaction
Customer Satisfaction
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History
Culture
◦ Values, Beliefs
◦ Other…?
Beliefs
Behavior
Results
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Employees of all generations have one thing
in common. They need one good reason they
should put their full faith in any one
company.
Trust is common, no matter the age.
Adapted from: K. Tyler, Neckties to Nose Rings (2002)
Bridging Differences
Identify values
Assess value differences
Acknowledge implications
Change behaviors
Communicate needs
Build on commonalities
Accept differences
Tap into motivations
Manage Differences
Set clear goals
Share a common purpose
Expect mutual accountability
Give real recognition
Adapted from:
Recognition Management Institute, 2000
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Find out what motivates them
Find out what would cause them to leave the
organization
Treat them as they want to be treated
People work for people not a company
Hire the best person for the job
Equip people with the necessary skills
Adapted from: Recognition Management Institute, 2000
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Make more time for orientation of new people
Communicate goals clearly
Demonstrate respect for the lives of others
outside of the workplace
Adapted from: Recognition Management Institute, 2000
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Recognition is personal. Find out preferences
for type of recognition.
Recognition is about people and
relationships, not things.
Learn to say and show “thank you” in many
different ways.
Demonstrate that you trust people
Making time for recognition is simply a
choice.
Adapted from: Recognition Management Institute, 2000
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Ask people how they learn best.
When people ask for the tools to do their work,
give them the tools.
Provide the latest technology as monies permit.
Expect, plan for personal and professional
development.
Communicate about how well they are doing and
where they can improve.
Set goals and help with the plan to achieve them.
Adapted from: Recognition Management Institute, 2000
Dittmann, (June 2005). Generational Differences at Work.
Notter Consulting (2002). Generational Diversity in the Workplace.
Tyler, K. (2002). Neckties to Nose Rings: Earning the trust of a MultiGenerational workforce:
www.businessleader.com/bl/aug02/necktiestonoserings.html
Remson, D. (2006). Thriving in the Multi-generational Workplace.
Saunderson, R. (2000). Managing Generational Differences in the
Workplace, Recognition Management Institute.
Other Sources
David Remson’s, November 2006
Brenda L. Romano, Managing Generations, International Builders Exchange
Executives.