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Managing Generational Differences in the Workplace Captain Joe Vargas 714-765-1923.

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Presentation on theme: "Managing Generational Differences in the Workplace Captain Joe Vargas 714-765-1923."— Presentation transcript:

1 Managing Generational Differences in the Workplace Captain Joe Vargas 714-765-1923

2 2 These New Kids! What’s Their Problem

3 Anaheim PD Age Distribution

4  1% GI Generation  3% Silent  38% Baby Boomer  39% Gen X  19% Millennial  Oldest Employee born in 1924  Youngest Officer born in 1986 Anaheim PD

5  Oldest Officer- Chief John Welter 1949  Youngest Officer- Ofc. Jared Dewald 1986  Oldest Employee Grace Fields- 1924

6  This generational stuff is just socially acceptable stereotyping…politically correct rationale offered for immature behavior  Catering to and coddling the inexperienced…another example of inmates running the asylum  When is someone going to ask me what I need?  Doesn’t everyone want the same thing anyway?  Even if this generational stuff were true, this is still planet earth and we know how our department needs to be run for it to be a success  Can we go back to work now?…these kids will either get with the program or they’ll leave just like they always have

7  I don’t get it ….my Captains are barely “technologically literate” yet they’re never open to suggestions on how to improve a process with technology. What’s up with this attitude ?  Don’t they want to go home at night ? They act as if I should want to work 60-70 hours a week year in and year out …I’m not afraid of hard work …but that’s not the only thing I want to do with my life.  Boomers tell me, “I’m older, have more experience and stop asking so many questions.” I want to tell them, “that’s right you are older …older than dirt and you don’t answer my questions either because you don’t know the answer why or you wish you’d asked the same question when you are my age and didn’t have the nerve.”

8  All Generations and Cultures have similarities  These similarities allow the Manager to adapt his/her Organization to the mixed needs of the employees  BUT... (c) 2005 JMS Associates The Basics

9  The behavior of the individual will probably NOT fall perfectly within the behavioral norm predicted by the theory  But, it will fall within a range of behaviors predicted by the theory (c) 2005 JMS Associates

10 What did your Dept. look like? (c) 2005 JMS Associates

11 What have been the changes we have seen in our careers?

12 Cultural Differences The exercise in frustration. (c) 2005 JMS Associates

13 Tattooed Arm of the Law Is Raising Image Questions By Stuart Pfeifer August 21, 2005 Michael Hartley got his first tattoo when he turned 18 and has been hooked on body ink ever since. He now has eight tattoos, including a shamrock on his right triceps and tropical flowers and bamboo shoots that wind down his left forearm. He has tattoos on each arm, his left leg, back and side. In a nation in which tattoos have become increasingly popular – a 2003 survey found one in six U.S. adults was inked – Hartley’s work would hardly raise an eyebrow. Except he’s a Los Angeles County sheriff’s deputy. (c) 2005 JMS Associates Tattoos

14 Have you ever had a tattoo? (c) 2005 JMS Associates

15 Dyed Your Hair Non-Traditional (c) 2005 JMS Associates

16 A Piercing Other Than Ear Lobe (c) 2005 JMS Associates

17 Agenda

18  Maintaining an effective Organization (c) 2005 JMS Associates The Goal:

19  Going from Good to Great  Maximizing our leadership effectiveness  Maximizing our employees skills  Learning the pitfalls and landmines.  Recognizing Generational Conflict

20 20 Future of the Workforce  The median age rising, youth labor force expected to grow more rapidly than the overall labor force  Older workers may be rehired to meet shortages of labor and expertise  Generational conflict may occur with age diversification of the labor force

21 21 Future of the Workforce  Continue to be more culturally diverse, ethnic group population increases  More women represented  By 2010 average worker retirement age will be mid - 70's  By 2011, first of the 77 million boomers reach age 65

22 22 Future of the Workforce  The new workforce will want a more flexible workplace and may prefer flexibility over higher salary  Employers need to find new ways to motivate the new work generation  Some analysts feel there will be an erosion of past work ethics.

23 23 The “problem” stems from:  Different Learning Preferences  Different Definitions of “respect”  Different Attention Spans  Different Languages  Different Values  Different Sex  Different Generation

24 24 The Current Workforce  Age differences (Multiple Generations)  Diverse ethnicity  More women in the workforce  At no time in American history have so many different generations with such diverse worldviews and work philosophies been expected to team up and work together.

25 First Boomer Reaches 65

26  What we witness and directly experience  America has changed frequently  Our generational values impact our career decisions, lifestyle preferences and social behavior

27  include the generation of the employee  the actual problem  your reaction  how it was resolved  how you might handle it differently (c) 2005 JMS Associates Describe your worst Gen X, Gen Y or Boomer employee experience

28 Traditionalists/Silents Born 1925 - 1945

29 Baby Boomer Schedules Born 1946 - 1964

30 Born 1965 - 1977

31 Born 1978 or After

32 At what point did you stop being Hip?

33 (c) 2005 JMS Associates 'Cuspers': Wedged between two generations Three such groups exist in today's work force: Traditionalist/baby boomer. Born around 1940 until 1945, members of this cusper group value the strong work ethic of the traditionalists. But some of these cuspers are also eager to challenge the status quo, a definite baby boomer trait. Baby boomer/generation Xer. Born between 1960 and 1965, these cuspers witnessed the success of their older baby boomer counterparts, but they themselves experienced the recession that plagued the early generation Xers. Computers didn't come into elementary and high schools until after they graduated. Generation Xer/millennial. Born from 1975 to 1980, these cuspers possess an interesting mix of generation X skepticism and millennial optimism. They're quite comfortable with technology.

34  the G.I. Generation: before 1930  the Silent Generation: 1931 – 1946  the Boom Generation: 1946 – 1964  Generation X: 1965 – 1978  Generation Y or the Bounce Boom: 1979 to 1994  Generation “I”: 1995 to present (c) 2005 JMS Associates The Generations

35  G.I. Generation and The Silent Generation: 50 million  Boomers: 76 million  Xers: 44 million  Yers: 78 million (c) 2005 JMS Associates Generational Populations

36  came of age during the Depression  served in the military  sharpest rise in schooling ever recorded  concerned with security & stability  G.I. Bill expanded home ownership and college education beyond previous generations  worked to ensure their children would not experience what they had (c) 2005 JMS Associates The G.I. Generation (Hero)

37  came of age too late to be war heroes and too early to be ‘free spirits”  suffered as children through depression and war  lifetime employment with one company  very hard working: risk averse  trusting of government  optimistic about the future  strongly held moral obligations (c) 2005 JMS Associates Silent Generation (Artist)

38 Baby Boomers (c) 2005 JMS Associates

39  currently in their late 20s to late 30s  very self-oriented, but they want to know what is in it for them  embraces the punk ethic D.I.Y. – Do It Yourself  present oriented – looking for immediate results  no lifetime employment  questions authority (c) 2005 JMS Associates Generation X (Nomad)

40  developed beliefs as part of post-war optimism  strong set of ideals and traditions  conspicuously entered “culture careers” (teaching, religion, journalism, marketing and the arts)  politically active  fairly socially liberal  very family oriented (c) 2005 JMS Associates Boom Generation (Prophet)

41  Gen Xers are the children of divorce ◦ 40% grew up in single family households  “Latchkey” children ◦ 12% of elementary and 30% of middle school children were “latchkeys” in the ’70s.  Introduction of cable TV – increased channels from 3 to 50. (c) 2005 JMS Associates Major Life Events: Events that Shaped Generation X

42  Loss of Heroes ◦ Watergate ◦ Reagan Assassination attempt ◦ Botched hostage rescue in Iran ◦ Jim Jones mass murder/suicide ◦ Murder of John Lennon  Heroes shown to have faults and to be lacking competence and virtue. (c) 2005 JMS Associates Major Life Events: Events that Shaped Generation X

43  Baby Bust period 1965 – 1975 ◦ 1975 lowest birth rate of any year in U.S.history  1 st generation in history to be controlled by ‘the pill’.  For the first time in history adults ranked a cars ahead of children as a necessity in obtaining the “Good Life”. (c) 2005 JMS Associates Major Life Events: Events that Shaped Generation X

44  +54% have completed or enrolled in more than one year of college  +8% contribute to a retirement plan  +40% invest in mutual funds  56% have volunteered (c) 2005 JMS Associates Gen X Facts and Figures

45  GenXers are active, in spite of the low voting rates, ◦ 17% of GenXers contributed to a political campaign in 1996 – over one-half of those who voted! ◦ 42% had called a politician in the past year ◦ But, they have little faith that politicians will actually be able to help, so they prefer to do things themselves (c) 2005 JMS Associates Political Actions & Contradictions

46  Contrary to the stereotype of Generation X as being “slackers”, 80% of all Americans trying to start their own business are Gen Xers  They would prefer to be entrepreneurs – even within someone else’s organization (c) 2005 JMS Associates Gen X Facts and Figures

47  like experimenting  thrive on chaos  embrace diversity  healthy skepticism, cynicism  want creativity and control  feel they carry the burden of the mistakes of prior generations (c) 2005 JMS Associates Generation X Characteristics

48  lowest voting rate of any generation ◦ 1996 – less than one-third of GenXers voted ◦ 1996 – 67% of the G.I. and Silent Generations voted ◦ 2000 – 36.1 % of 18 – 24 year olds (Gen Y) registered to vote voted* ◦ 2000 - about 60 of registered voters voted* * US Census Bureau Reports (c) 2005 JMS Associates Gen X Politics

49 Generational Expectations of Career Planning Traditionalists My dedication and service have been rewarded. Boomers It’s about time? I’ve paid my dues. Generation X What do you mean I can’t be promoted yet? I have delivered the results for which you asked. Generation Y What’s my next career move? I’ve been here for 12 months and haven’t been promoted yet.

50  Generation X’s eldest members have no memory of John Kennedy’s assassination  Generation Y’s eldest members have no memory of the Challenger explosion. (c) 2005 JMS Associates The “Dividing Line” Generation X to Generation Y


52 (c) 2005 JMS Associates


54  these children were the first re-cast as the focus of adult political issues  no lifetime employment  very materialistic, selfish, disrespectful  very technologically literate  very aware of the world around them  lack good role models  trying to grow up too fast (c) 2005 JMS Associates Generation Y – “The Bounce Boom”

55  97% own a computer  94% own a cell phone  76% use Instant Messaging.  15% of IM users are logged on 24 hours a day/7 days a week  34% use websites as their primary source of news  28% own a blog and 44% read blogs  49% download music using peer-to-peer file sharing  75% of college students have a Facebook account [16]  60% own some type of portable music and/or video device such as an iPod.

56  Reemergence of “Wanted Children” ◦ “Baby on Board” ◦ Minivan ◦ Most watched-over generation in history... Children with schedules that almost always have adult supervision. (c) 2005 JMS Associates Major Life Events: Events that are Shaping Generation Y

57  Era of Protected Child ◦ 1982 “Tylenol” scare create a panic over ‘trick-or- treating’... This effect remains. ◦ Sexual abuse hysteria began shortly after “Tylenol” ◦ In the early ’80s the well-being of children dominated the national debate. (c) 2005 JMS Associates Major Life Events: Events that are Shaping Generation Y




61 High expectations of self: They aim to work faster and better than other workers. High expectations of employers: They want fair and direct managers who are highly engaged in their professional development. Ongoing learning: They seek out creative challenges and view colleagues as vast resources from whom to gain knowledge. Immediate responsibility: They want to make an important impact on Day 1. Goal-oriented: They want small goals with tight deadlines so they can build up ownership of tasks. Source: Bruce Tulgan of Rainmaker Thinking About Gen Y Workers (c) 2005 JMS Associates

62  Cooperative Team Players  Accept authority  Rule Followers  Optimists  Independent  Have a problem with non-structured time (c) 2005 JMS Associates Generation Y Characteristics

63  They want to: ◦ Provide work that really matters ◦ Balance clearly delegated assignments with freedom and flexibility ◦ Be offered increasing responsibility as a reward for accomplishments ◦ Spend time getting to know staff members and their capabilities (c) 2005 JMS Associates Generation Y – Expectations

64 ◦ Provide ongoing training and learning opportunities ◦ Establish mentoring relationships ◦ Create a comfortable, low-stress environment ◦ Allow some flexibility in scheduling ◦ Focus on work, but be personable and have a sense of humor (c) 2005 JMS Associates Generation Y – Expectations (con’t)

65 ◦ Balance the roles of “boss” and “team player” ◦ Treat Yers as colleagues, not as interns or ‘young adults’ ◦ Be respectful, and call forth respect in return ◦ Consistently provide constructive feedback ◦ Reward Yers when they’ve done a good job (c) 2005 JMS Associates Generation Y – Expectations (con’t)

66  First generation to really use “e-learning”  2002 – 2.2 million on-line college courses.  What are the training impacts? (c) 2005 JMS Associates Learning and Generation Y

67  28% believe that a person could still be a good officer... Even with a felony conviction  20% of those surveyed believe that it is occasionally appropriate for a police officer to lie Source: “The Intergenerational Classroom in Law Enforcement Training” The Law Enforcement Trainer, ASLET, May/June 2002 (c) 2005 JMS Associates GenX, GenY and Ethics

68  between 1990 and 2005 nearly one in three college grads are expected to take a job that doesn’t require a college degree – up from one in ten in the 1960’s  male college enrollment has dropped so much that in 2002, 56% of all U.S. students receiving BAs were women  this is the first generation in U.S. history that has a distinct possibility of having a poorer standard of living than their parents (c) 2005 JMS Associates Jobs, Schooling & Economics

69  Benefits, Benefits, Benefits  examples of corporate America’s offers to skilled candidates: ◦ flexible work schedules ◦ cars (BMW sports coupes in one case) ◦ free computing (Ford/UAW – all UAW workers get a top-line computer and $5/mo internet access) (c) 2005 JMS Associates Recruiting GenX and Y

70  Training, Training, Training (49% of businesses are increasing training as a strategy to recruit & retain GenXers – HR News)  examples of corporate America’s offers to skilled candidates: ◦ foreign languages ◦ latest computer programs ◦ reimbursement for continuing education ◦ university degrees (c) 2005 JMS Associates Recruiting GenX and Y

71  The Manager: ◦ doesn’t think through his/her reasons for giving the feedback before giving it. ◦ addresses too many issues at once ◦ over-emphasized unimportant details and matters of preference ◦ focused on “what happened” in stead of “what needs to happen next” ◦ fails to make sure the feedback was understood (c) 2005 JMS Associates

72  Information  Position  Technology  Multitasking Social Bases of Power (c) 2005 JMS Associates

73  For the over-parented, over-supervised, over-scheduled employee it makes sense.

74  What were my leaders like?  What am I like?

75  Age Cohorts have always been lead by those leaders of the previous generations who communicate with them the best.

76 Those who ruled the earth at one time are now extinct.

77  More emphasis on life balance  Shorter employment tenures  Shorter development cycles  Greater leaps in levels of responsibility  Emphasis on technology for decision- making  Less emphasis on protocol  Perfunctory communication  Less willingness to sacrifice for the organization  A more detached style in business relationships  An embrace of globalization The Impact of Today’s Emerging Leaders

78  Emphasis on Life Balance  Shorter tenures  Embrace Diversity  Emphasis on Technology in Decision Making  Less Protocol  Different Communication Styles

79 Creativity is an area in which younger people have a tremendous advantage, since they have an enduring habit of always questioning past wisdom and authority. They say to themselves there must be a better way. Ninety-nine times out of a hundred, they discover that the existing, traditional way is the best. But it is that one percent that counts. That is how progress is made. Bill Hewlett, Co-founder Hewlett-Packard Corporation

80  “Boomer companies attempt to have fun, but almost everything fun has to be planned because they feel it will be too “disruptive”. Fun is disruptive – that’s the point!” Auren Hoffman, Owner, (c) 2005 JMS Associates

81  “Then there are other industries, and where they fall on the productivity ladder. Government might be a safe place to work, but it is rarely fun and this ranks low on the productivity cycles.” Auren Hoffman, Owner, (c) 2005 JMS Associates NEW WORKPLACE RECOMMENDATIONS

82  When work becomes play you never have to work a day in your life.

83  fast-track yourself ◦ learn as if there’s no tomorrow (Life long learning) ◦ don’t be afraid to take chances  go ahead and make mistakes  push yourself to innovate  ask if you can put your name on it when you’re done  the moment you feel yourself burning out, use the position as a stepping stone to a new opportunity (c) 2005 JMS Associates NEW WORKPLACE RECOMMENDATIONS

84  reinvent your role on an ongoing basis ◦ look for multiple customers – do not be content to work for one boss ◦ juggle multiple responsibilities – do not settle for a narrow set of tasks ◦ work in several skill areas at once – do not let yourself be pigeonholed ◦ be on friendly terms with everyone – do not join a clique (c) 2005 JMS Associates NEW WORKPLACE RECOMMENDATIONS

85  train them continuously – help them train for another job  help them understand goals and responsibilities  give them the ‘right’ kind of feedback: F.A.S.T. – NO 6-month or yearly evaluations  reward them with empowerment and responsibility – give them responsibility for specific projects, them let them perform (c) 2005 JMS Associates NEW WORKPLACE RECOMMENDATIONS

86  establish rapport – bridge the gap by sharing memories of world shaping events and your own early career experiences  build trust – open channels of communication, don’t hide information  flextime – implement flexible work schedules, including telecommuting (c) 2005 JMS Associates NEW WORKPLACE RECOMMENDATIONS

87  There is such a thing as having too much fun, though. If you finger paint and have nap- time every day like in nursery school, your productivity might go down a bit, but you still might be more productive than if you are working for the government or a Fortune 500 company. Auren Hoffman, Owner, (Bold Italics added) (c) 2005 JMS Associates

88  “Most Boomer-led companies have yet to incorporate fun into their culture (and probably never will) and are therefore suffering from productivity and ingenuity losses.” Auren Hoffman, Owner, (c) 2005 JMS Associates

89  pay for performance – don’t reward the ones just getting by  measure performance – focus on output, not on hours worked  discipline – focus on what is right, not who is right (c) 2005 JMS Associates And... A few more

90  Personal life premium – don’t begrudge personal lives and don’t resent personal time lost in the past... INCLUDING YOUR OWN! (c) 2005 JMS Associates And finally,


92  Frequent  Accurate  Specific  Timely (c) 2005 JMS Associates F.A.S.T. Feedback – Gen X evaluating guideline

93  Every instance of feedback is also an opportunity to delegate – it becomes coaching instead of disciplining (c) 2005 JMS Associates Step one - Turn evaluation into action

94  Know exactly what tangible results you want to accomplish by giving this particular person particular feedback for particular time. (c) 2005 JMS Associates Step two – Clarify your exact purpose for giving feedback

95  Take feedback from evaluation to action by delegating specific ‘next steps’. Assign concrete goals and deadlines with clear parameters – concrete action steps. (c) 2005 JMS Associates Step three – assign concrete actions

96  Make certain that the person you are giving feedback understands exactly what you expect in the way of ‘next steps’. Ask the person to share with you his or her understanding of the goals, deadlines, and parameters. (c) 2005 JMS Associates Step four – Get some feedback on your feedback

97  The manager: ◦ hasn’t thought through his or her reasons for giving feedback before giving it. ◦ addresses too many issues at once ◦ overemphasizes unimportant details and matters of preference (c) 2005 JMS Associates Causes for GenX feedback failure

98 ◦ focuses on “what happened instead of “what needs to happen next” ◦ fails to make certain that the feedback has been understood (c) 2005 JMS Associates Causes for GenX feedback failure (con’t)

99 (c) 2005 JMS Associates “The problem with most departments is they keep trying to hire us. We (Baby Boomers) don’t exist anymore. If you don’t like what you see out there…get over it. These are our kids that’s how we raised them.” Karen Amendola Police Foundation

100  Select In Rather than Out  Relevant Marketing  Opportunity for Interaction  True Understanding of Job Needs  Qualifications

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