Presentation is loading. Please wait.

Presentation is loading. Please wait.

Generational Differences in the Workplace: Fact or Fiction? Jennifer J. Deal, Ph.D. Center for Creative Leadership © Copyright Center for Creative Leadership.

Similar presentations


Presentation on theme: "Generational Differences in the Workplace: Fact or Fiction? Jennifer J. Deal, Ph.D. Center for Creative Leadership © Copyright Center for Creative Leadership."— Presentation transcript:

1 Generational Differences in the Workplace: Fact or Fiction? Jennifer J. Deal, Ph.D. Center for Creative Leadership © Copyright Center for Creative Leadership ® 2004

2

3

4

5

6 Outline Introduction –Center for Creative Leadership ® –The Study Myths about Generational Differences: Separating Fact from Fiction Conclusions © Copyright Center for Creative Leadership ® 2004

7 Leadership development is the cornerstone of organisational effectiveness. Our mission is to advance the understanding, practice and development of leadership for the benefit of society worldwide. Our role is to help individuals and organisations address leadership challenges effectively. © Copyright Center for Creative Leadership ® 2004

8 CCL ® Today Serves 21,000 individuals each year Clients include half of Fortune Global 100, as well as major government agencies, nonprofit organisations, and educational institutions Work extends to 20+ countries Campuses in: Greensboro, North Carolina Singapore Brussels, Belgium Colorado Springs, Colorado San Diego, California A network of 17 institutional associates around the world © Copyright Center for Creative Leadership ® 2004

9 Introduction: The Emerging Leaders Research Project The purpose of this project is to look for similarities and differences among generations in areas related to leadership, and to better understand the challenges of working across generations. © Copyright Center for Creative Leadership ® 2004

10 Values Desired leadership attributes Learning topics, venues, and behavior International experience Generational conflict Career challenges Retention strategies Attitudes towards management, the organisation, work, other generations, coaching, etc. Are people from different generations actually different in the following areas: © Copyright Center for Creative Leadership ® 2004

11 Sample Total of 3417 participants Company types –59% for-profits, 41% non-profits 57% female, 43% male 83% white, 13% non-white © Copyright Center for Creative Leadership ® 2004

12 Sample 83% born and living in the USA 8% born or living outside the USA 4% both born and living outside the USA –Countries included: Afghanistan · Argentina · Australia · Austria · Belarus · Belgium · Bolivia · Bulgaria · Canada · Chile · Colombia · Costa Rica · Croatia · Cuba · El Salvador · Fiji · Finland · France · Germany · Ghana · Greece · Honduras · Hong Kong · India · Indonesia · Iran · Iraq · Ireland · Israel · Italy · Jamaica · Japan · Jordan · Kenya · South Korea · Latvia · Liberia · Luxembourg · Mexico · Netherlands · New Zealand · Nicaragua · Nigeria · Pakistan · People's Republic of China · Peru · Philippines · Poland · Puerto Rico · Romania · Russia · Singapore · Slovakia · South Africa · Spain · Sri Lanka · Sweden · Switzerland · Taiwan · Thailand · Trinidad and Tobago · Turkey · Ukraine · United Kingdom · United States · Vietnam · Virgin Islands © Copyright Center for Creative Leadership ® 2004

13 Sample Level within the organisation: 17% from top/executive 21% from upper middle management 27% from middle management 24% from professional 8% from first level or hourly 3% no level identified. © Copyright Center for Creative Leadership ® 2004

14 Generations: 8% Silents (born ) 29% Early Boomers (born ) 30% Late Boomers (born ) 30% Early Xers (born ) 3% Late Xers (born ) Sample © Copyright Center for Creative Leadership ® 2004

15 Myth: A belief or set of beliefs, often unproven or false, that have accrued around a person, phenomenon, or institution. Random House Webster’s College Dictionary

16 Myths: Are these Fact or Fiction? 1.Older and younger people have different values. 2.Younger people are slackers – they aren’t working the hours older people are. 3.Older people aren’t as interested in learning on the job as younger people are. 4.Older people want training in broader issues such as strategy and leadership, while younger people want training in specific areas such as business skills. 5.Older and younger people are different in how they want to learn; younger people want to learn everything through the computer! 6.Older people are more loyal to organisations than are younger people. 7.There is so much conflict between older and younger people that they find it difficult to work together! 8.Younger people think that almost everything in organisations should be changed immediately, while older people think that nothing should be changed at all. 9.Younger people are always looking to leave. 10.To retain younger employees all you need to do is give them more money; older employees are easy to retain because they have everything they want. 11.Older employees trust their employers more than younger people do. 12. Older and younger people want different things in their leaders. © Copyright Center for Creative Leadership ® 2004

17 Older employees trust their employers more than younger people do. in other words: When asked whether they trust their organisations and bosses, do older and younger people say different things? Myth #11 © Copyright Center for Creative Leadership ® 2004

18 Fundamentally, the ability of an organisation to function relatively efficiently rests almost entirely on the willingness of employees, managers, and executives to trust each other – to trust both that the work will get done, and that the motives for the decisions are at worst benign. © Copyright Center for Creative Leadership ® 2004

19 Trust © Copyright Center for Creative Leadership ® 2004

20 I trust my current boss. © Copyright Center for Creative Leadership ® 2004

21 I trust my organisation to keep its promises. © Copyright Center for Creative Leadership ® 2004

22 I trust my current boss. © Copyright Center for Creative Leadership ® 2004

23 I trust my organisation to keep its promises. © Copyright Center for Creative Leadership ® 2004

24 I trust my current boss. © Copyright Center for Creative Leadership ® 2004

25 I trust my organisation to keep its promises. © Copyright Center for Creative Leadership ® 2004

26 So what can you do? As an organisation As a leader © Copyright Center for Creative Leadership ® 2004

27 Performance Management © Copyright Center for Creative Leadership ® 2004

28 People get ahead because of how they perform. © Copyright Center for Creative Leadership ® 2004

29 People get ahead because of their skill at office politics. © Copyright Center for Creative Leadership ® 2004

30 People get ahead because of how they perform. © Copyright Center for Creative Leadership ® 2004

31 People get ahead because of their skill at office politics. © Copyright Center for Creative Leadership ® 2004

32 So what can you do? What the organisation can do What the leaders can do © Copyright Center for Creative Leadership ® 2004

33 Overall: Leadership Attributes Chosen in Top Five Most Frequently 45% Credible 41% Trusted 40% Farsighted 29% Listens Well 26% Dependable N=412 © Copyright Center for Creative Leadership ® 2004

34 Silents ( ) Early Boomers ( ) Late Boomers ( ) Early Xers ( ) Late Xers ( ) Farsighted Candid and Honest Credible Trusted EnergeticEnergetic Listens Well Experienced Credible Trusted Farsighted Dependable Experienced Candid and Honest Farsighted Credible Trusted Experienced Dependable Credible Listens Well Dependable Trusted A Good CoachA Good Coach TrustingTrusting Credible Trusted Listens Well Farsighted Dependable Found most frequently in top 5 by generation N=32N=106N=127N=120N=11 Leadership Attributes Chosen in Top Five Most Frequently © Copyright Center for Creative Leadership ® 2004

35 Interestingly... Found most frequently in top 5 by level in the organisation Top/ Executive Upper-Middle Management ManagementProfessional Farsighted Credible Trusted OptimisticOptimistic Experienced Trusted Credible Farsighted Experienced Listens Well Credible Farsighted Trusted Dependable Listens Well Credible Farsighted Trusted Listens Well Dependable N=68 N=98 N=107N=81 © Copyright Center for Creative Leadership ® 2004

36 Found most frequently in top 5 by for-profit/non-profit status For-ProfitNon-Profit Farsighted Credible Listens Well Experienced Dependable Perceptive Credible Trusted Farsighted Dependable Listens Well N=295 N=101 and... © Copyright Center for Creative Leadership ® 2004

37 Found most frequently in top 5 by men and women MenWomen Credible Farsighted Trusted Dependable Listens Well Trusted Credible Farsighted Listens Well Dependable N=190 N=206 and... © Copyright Center for Creative Leadership ® 2004

38 Conclusions The trust employees have for their bosses and their organisations is important – it is directly related to whether they want to stay with the organisation. Part of the reason people don’t trust their organisations is because they don’t believe they’re being told the truth. Organisations can help with this issue by having very explicit – and accurate – performance plans. Leaders can help by being what their people want them to be – credible, farsighted, and trustworthy. © Copyright Center for Creative Leadership ® 2004

39 Myth 11: Older employees trust their employers more than younger people do. Fiction Fundamentally, people of all generations trust (or distrust) their bosses and their organisations about the same amount. Trust in organisations (or the lack thereof) is not a result of generational differences. Generational Differences - Fact or Fiction? © Copyright Center for Creative Leadership ® 2004

40 In case you're worried about what's going to become of the younger generation, it's going to grow up and start worrying about the younger generation. Roger Allen

41 An Invitation to Participate in Emerging Leaders: Phase III Asia, Australia, and New Zealand When? August, 2004 Who? Both individuals and organisations are welcome to participate What is involved? Completion of a confidential e-research questionnaire (allow minutes) © Copyright Center for Creative Leadership ® 2004

42 What are the benefits of participation? –Individually Complimentary access to feedback reports and e-guidebooks: A Values Development Activity A Leadership Development Activity A Benefits Development Activity A Learning Tactics Inventory –Organisationally Complimentary access to an organisation specific Leadership Report which summarises, by generation and organisational level, the Top 10 attributes employees report that they want in their leaders. © Copyright Center for Creative Leadership ® 2004 An Invitation to Participate in Emerging Leaders: Phase III Asia, Australia, and New Zealand

43 Note: for an organisation report, more than 250 employees are required to participate in the Leadership Sort and the company must request a company name and password to ensure that its employees are identified. In addition, CCL will keep you informed of the progress of the research and any articles that are published, at © Copyright Center for Creative Leadership ® 2004 An Invitation to Participate in Emerging Leaders: Phase III Asia, Australia, and New Zealand

44 To participate immediately as an individual, please go to Organisation Name: Research Participant – Australia Organisation Password: Australia © Copyright Center for Creative Leadership ® 2004

45 For more information, or to enquire about participation, please send an to: © Copyright Center for Creative Leadership ® 2004

46 Other Results: The myths aren’t all true. There are striking similarities among the generations. Younger people don’t all want to learn on computers. Employees of different ages leave for different reasons. Everyone – regardless of age – wants to learn. Everyone – regardless of age – wants on the job development. You’re more likely to retain good employees of all ages if you develop them. © Copyright Center for Creative Leadership ® 2004


Download ppt "Generational Differences in the Workplace: Fact or Fiction? Jennifer J. Deal, Ph.D. Center for Creative Leadership © Copyright Center for Creative Leadership."

Similar presentations


Ads by Google