Presentation on theme: "Intergenerational Communication in the Workplace"— Presentation transcript:
1 Intergenerational Communication in the Workplace “The real voyage of discovery consists not in seeking new landscapes but in having new eyes.”Marcel Proust
2 Workshop GoalsIncrease knowledge and understanding of the four generationsEnhance comprehension of how generational differences affect youPromote skills for effective intergenerational communicationExpand capacity to manage diverse working styles across the generations
3 Is the Generation Gap Back? Generational differences represent a critical new aspect to workplace diversity.How you view generational differences is based on your generational perspective.
5 The Four Generations The Traditionalists 1922–1943/46 The Boomers –1960/Generation X’ers /Millennials
6 The Traditionalists Born between 1922-1943/1946 are now years oldRepresent 25% of the work populationAlso known as the:veterans,seniors, traditionalists,silent generation
7 The Baby Boomers Born between 1943-1960/1946-1964* Now between the ages of 39 and 6072 million strongAlso known as: Boomers
8 The Generation X’ers Born between 1960-1980/1964-1980 Currently 23 – 43 years of age17 MillionAlso known as: X’ers, Baby Busters, Post-Boomers
9 The Generation Y’s or Millennials Born between 1980 and 2000Under 23 years of age68 Million StrongAlso known as the: Nexters, NintendoGeneration, Internet GenerationMost born mid 1980’sShare some characteristics of Gen XHave a consumer mentality re: educationGrew up with structured social interactions, i.e., daycare, camp, after school programsTechnically savvyValue instant communicationWant work to be “fun” and “meaningful.”
18 Millenials: Heroes ? Michael Jordan Princess Diana Mother Teresa Tiger WoodsLance Armstrong
19 Comparing the Generations TraditionalistBaby BoomersGeneration XersKey descriptorLoyalOptimisticSkepticalNotion of commandChain of commandChange of commandSelf-commandView of hierarchyPrefer top-down; militaryComfortable with top-downPrefer flatWhat they’re buildingA legacyA stellar, upward careerA portable careerJob changingCarries a stigmaPuts you behindIs necessaryMotivatorA job well doneMoney, title, promotionSelf fulfillment, freedom, funWorkplace flexibilityWho will do the work?The nerve of those Xers!I’ll go for the right lifestyle
20 Comparing the Generations TraditionalistsBaby BoomersGeneration XersWorking long hoursRequired, prudentWill get you ahead, money, bonusGet a life!ProductivityInputs and outputs matterInput matters mostOutput is all that mattersGive me more…EssentialsMoneyTimePerformance reviewsIf I’m not yelling at you, all is fine.Once a year; well-documented.Sorry to interrupt again, how am I doing?Work-FamilyWork matters most; wife at homeWork matters most; dual career or divorcedFamily matters; dual careerCareer pathsSlow and steadyLadderLatticeCareer paceProve yourself with loyalty; pay duesProve yourself with long hours; pay duesI want to know all my options now.
21 Generational Clash in the Workplace Worldwide economyRapid change in the workplaceDownsizing of companiesMergers, acquisitions, consolidationsElimination of middle managementLess union activity in companiesSeniority only one element of promotionTechnology
22 The Result: No job is safe, and no career assured. Causes employees to identify more with their generation and blame other generations for workplace problems and issues.The real generational workplace conflict is based on differences in values, ambitions, views, mindsets, and demographics.
23 Traditionalist Values Dedication/sacrificeLaw and orderStrong work ethicRisk averseRespect for authorityPatienceDelayed rewardDuty, honor, countryLoyalty to the organization
24 Traditionalists at Work AssetsStableDetail orientedThoroughLoyalHard workingLiabilitiesInept w/ambiguity and changeReluctant to buck the systemUncomfortable with conflictReticent when they disagree
25 Traditionalists: Training & Development DevelopingTechnologyDon’t stereotype as technophobesUse formality and orderDon’t rush itTrainingTake plenty of timeGive them the “big picture”Emphasize long-term goalsLet them share their experience
26 Messages that Motivate Traditionalists “Your experience is respected here.”“It’s important for the rest of us to hear what has, and hasn’t, worked in the past.”“Your perseverance is valued and will be rewarded.”
27 Boomer Values Optimism Team work Personal gratification Health and wellnessPromotion and recognitionYouthWorkVolunteerism
28 Boomers at Work Assets Service oriented Driven Willing to “go the extra mile”Good at relationshipsWant to pleaseGood team playersLiabilitiesNot naturally “budget minded”Uncomfortable with conflictReluctant to go against peersPut process ahead of resultsSensitive to feedbackJudgmental of those who see things differently
29 Boomers: Training & Development Focus on the near futureFocus on challengesFocus on their roleDevelopmentMeetings and team team buildingProvide develop-mental experiencesUse business books and training tapes
30 Messages that Motivate Boomers “You are important to our success.“We recognize your unique and important contribution to our team.”What is your vision for this project?”“You are valued.”
31 Gen X Values Diversity Thinking globally Balance in life Computer literacyPersonal developmentFunInformalityIndependenceInitiative
32 Gen X’ers at Work Assets Liabilities Adaptable Impatient Techno-literateIndependentNot intimidated by authorityCreativeLiabilitiesImpatientPoor people skillsInexperiencedCynical
33 Gen X’ers: Training & Development Electronic supportKeep materials brief – bullets/checklistsHelp them train for another jobTrainingFocus on balanceOffer them access to many different kinds of informationProvide resource lists
34 Messages that Motivate Gen X’ers “Do it your way.”“We’ve got the latest computer technology.”“There aren’t a lot of rules here.”“We’re not very corporate.”
36 Millennials at Work Assets Loyalty Optimism Tolerant Multi-tasking Fast-thinkingTechnological savvyLiabilitiesNeed for supervision and structureInexperience, particularly with handling different people issuesService levels are lowRank order of job attributes in order of personal importance:Fun work environmentSchedule flexibilityMoneyProfessional developmentReponsibilityRewardsTheir youthful, energetic perspectivesTheir intellect, wit and creativityTheir ability, when focused, to get things doneYou have the opportunity to mentor and develop new professionals and the chance to “stay in touch” with another generationChallengesLack of reliabilityPunctualityScheduling conflictsLack of motivationLack of responsibilityInsensitivity towards othersCan be “unteachable.”What frustrates them –My boss doesn’t really know meMy boss doesn’t interact with me very oftenMy boss doesn’t provide me with a good “model” to pattern after; or with clear expectations; or with meaningful workMy boss doesn’t take time to train meMy boss doesn’t know or reward, what I doMy boss is inconsistentMy boss is insensitive to my roleClear expectationsAsk for inputGive responsibilityIncrast personal interactionMeaningul balanced feedbackPositive work environmentLead by exampleRecognize effortReward outcome
37 Millennials: Training & Development Focus on customer service and interpersonal skillsModel the behavior you want to seeLarge teams with strong leadershipTrainingTake plenty of timeLet them know what they do mattersCommunicate expectationsWell written job descriptionsClear performance expectationsEffective interview processStructured, thorough orientationEstablished training planPerformance support systems (mentors, resources, feedback, on-going training, etc.)Focus on the staff’s professional developmment whenever possibleAsk for input on policy and procedural decisions, this will allow the staff to create “buy in” to their positionsHelp them to understand the “process” that goes into all decision making.
38 Messages that Motivate Millennials “We provide equal opportunities here.”“Your mentor is in his/her sixties.”“You are making a positive difference to our company.”“You handled that situation well.”Clear expectationsAsk for inputGive responsibilityIncrease personal interactionMeaningful balanced feedbackPositive work environmentLead by exampleRecognize effortReward outcomeWhat doesn’t workThreats, anger and other parental responsesMicro managementIsolation, ignoringBelittling or minimizing contributionExtending chance after chance after chance
39 Using the ACORN Approach Accommodate employee differences.Create workplace choices.Operate from a flexible management style.Respect competence and initiative.Nourish retention.Source: Generations At Work, Ron Zemke, Claire Raines, and Bob Filipczak
40 “It is axiomatic that we should all think of ourselves as being more sensitive than other people because, when we are insensitive in our dealings with others, we cannot be aware of it at the time: Conscious insensitivity is a self- contradiction.” - W.H. Auden
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