1. Our Cross-Generational Workplace
Patricia Rossie-King
Director of Human Resources

2. Differences & Conflicts:
Values
Ambitions
Views about work ethic
Mind-set
Demographics

3. The Generations: The Veterans (Vets) The Baby Boomers (Boomers)
Generation Xers (GenX)
Generation Nexters (aka GenY, or Millennials)
1925 – 1945
1946 – 1962
1963 – 1980
1981 – 2002
Vets - Influences of WWII; approx 30 mil
Baby Boomers – largest generation in US history; approx 80 mil
GenX – approx 45 mil
Gen Nexters – 1st generation born into high-tech society; approx 75 mil

4. The Vets Core Values Law and order Intense patriotism
Respect for authority
Patience
Duty before pleasure
Loyalty
Personality
Prefer consistency & uniformity
Like things on a grander scale
Conformers
Logical & disciplined
Conservative spending
Memories & influences of WWII; Generation grew up with a military draft, tension of Cold War, & experienced long period of social stability and family unity. Over 40% of the men in this generation served in the military; believe in top-down control and centralized decision making; favor stricter laws longer jail terms; America’s triumph over hard times
Transportation less expensive & more available; grand epic movies (Gone with the Wind; The Bible)
“Be a regular guy”; “do the right thing”; early families; 94% of omen had 3+ children; clearly defined roles of sexes.
“Appropriate topics” of conversation; Silent frustration; based decisions on what worked in the past
Lay away; Buy American; Most brand-loyal of consumers

5. Boomers Core Values Sense of entitlement Optimism Team orientation
Personal gratification
Health and wellness
Endless youth
Work!
Personality
Believe in growth & expansion
Star of the show
Optimistic
Trend-setters
1st generation in almost 200 yrs to openly rebel against their government
So many of them, they had to cooperate, share texts and desks
Cherished by their parents who sacrificed and fought a war for the right to bear, raise, and indulge them
Wild West glorified on TV and matinees “Hop-a-long Cassidy”, Daniel Boone, Davy Crockett, Gunsmoke
Symbol and fruit of Vets’ victories; new hospitals, elementary school, and high schools; High-expectation of this generation
Infinite possibilities; The planet is theirs to shape
Started fads

6. GenX Core Values Diversity Independence Self-reliance
Desire for stability
Informality
Fun
Personality
Self-reliant
Seek sense of family
Non-traditional view about work
Prefer informality
Casual approach to authority
Skeptical
Technologically savvy
Attention-deprived; ½ parents divorced or 2 income families ->latch-key kids; had freedom yet wanted more attention
Create nuclear families at work or with friends
Their parents wanted to live to work and they want to work to live and have more balance in their lives; expect to 5pm, rarely work OT and no weekends.
As long as I get my work done, what does it matter how or when
Attracted to places of work that combine having fun with work
Unimpressed by authority; treat president like the maintenance worker or receptionist; “we all put our pants on one leg at a time”
Careful with loyalty & commitment; withhold optimism for fear things won’t work out
Technology “in their bones”’ microwave, VCR, video games

7. Nexters Core Values Optimism Civic duty Confidence Achievement
Sociability
Morality
Diversity
Personality
Optimistic about future
Realistic about present
Can-do attitude of Vets
Teamwork ethic of Boomers
Technological savvy of GenX
Educated
Busiest kids, football, karate, ballet, soccer
Aware of today’s dangers
Will be best-educated generation ever & need to keep up with rapidly changing technology

8. Internal Generational Status

9. Vets at Work Uncomfortable with technology; dislike voice-mail
Loyal; dependable
“Honest day’s work for honest day’s pay”
Not concerned with climbing corporate ladder
Attracted to security & stability
Conversation limited to work on hand and less on personal life.
Satisfied with doing the job well; usually less stressed at the job.
Went to work originally for big companies and government; Fill ranks of executives, senior officers, and board members.
Don’t believe in socializing with the boss; keep work and family life separate; it was irregular to talk about ee’s personal life at work

10. Vets at Work
As a Leader – Directive style. Expect them to take charge, delegate and make bulk of decisions.
As a Team Member – Vets work under strong leaders.
Managing a Vet – Earn their trust and respect their experience.
Decision making is simple, clear, and evident without a lot of people involved
They may apologize for an error, but without enthusiasm
GenXers appreciate a take-charge mgr who allows them to leave their work at work
Nexters attracted to this leadership style and may try to emulate it.
Vets go for baseball & football, which have big teams w/ highly specialized rules and roles for each member; Boomers for basketball & soccer where team is small and whoever has ball is in charge; Xers ten toward solitary sports like rock climbing & roller-blading.
Teams come apart when younger team leader does not enforce rules, policy and mutual agreements consistently.

11. Mentoring a Vet Use coach that is respected as a leader
Coach tactfully and respectfully
Establish rapport
Some Vets have hard time accepting coaching from younger colleagues.
Ask permission to coach; Discuss issue and get agreement on problem; Focus on long-term goals
Acknowledge their background and experience
“Your experience is respected here”
“It’s valuable to the rest of us to hear what has - and hasn’t – worked in the past”.

12. Boomers at Work Driven & dedicated
Define themselves through their jobs
Work ethic = Worth ethic
Key factor in job choice is opportunity
Pursue learning at work
Hold the majority of high-paying jobs
Intense need to prove themselves
Account for 53% of all workers.
Achieve their identity by the work they perform
They labor to prove they were worthy of the expectations that were placed on them since birth
50-60 hour workweeks
“Thank God for Mondays”; very gung-ho about work

13. Boomers at Work
As a Leader – consensual management style; fair treatment; may lack understanding, listening, motivating & delegating skills.
As a Team Member – enjoys being on teams but a need to prove oneself
Managing a Boomer – personal approach and recognition
Concerned about creating a fair and level playing field for all;
Want participation and spirit in the workplace
May compromise what’s best for the team. Dislikes confrontation & not good with tackling problem directly.
If they can’t be the mgr, they prefer to work for someone who cares for them and treats them as equals; wants to be involved in decisions.

14. Mentoring a Boomer Coach tactfully Be nice
Find opportunities for agreement
Respect
Overly sensitive to feedback. If you’re blaming, they are not listening
Assure them they’re doing well, but could be achieving more.
Don’t call a Boomer “sir” ma’am”, “Mr.,” or “Ms.”
“You’re important to our success”
“We need you”

15. GenXers at Work Work is no guarantee of survival Need for flexibility
Informal work environment
Minimal supervision
Clear work-life balance
Multitasking; parallel-processing
Many go into technology
Work is just a job; Company can throw you out without warning
Love Casual Fridays; Ideal job – 8-5, free wkends, healthcare coverage & more than min wage
Non-traditional work ethic; “Slackers” label (Work = survival for Vets & =self-fulfillment for Boomers); Can accomplish a lot at work but still leave at 5pm
Can handle diverse information at the same time
Microsoft primarily populated by Xers

16. GenXers at Work
As a Leader – fair, competent, & straightforward, though brutally honest
As Team Member – drawn to teams that they choose but without strict rules; solitary efforts
Managing a GenXer – fun, educational, non-micromanaging atmosphere, with variety of projects
Don’t equate leadership with magic; take or given leadership role due to competency; it’s just a job
Not interested in office politics
Quest for sense of family draws them to teams w/out Boomer rules
Each project piece taken by separate teams, then get together periodically to check process; most work done alone with min supervision
Respect frankness & honesty as long as you don’t pretend a meaningless task is important.

17. Motivating a GenXer Give multiple projects with freedom to prioritize
Constructive feedback
Freedom and fun
Leading-edge technology
Overall employee incentives
Like to feel that they have a control over their work; more control = better work
Xers yearned for absentee parents’ attention so positive SINCERE feedback is important in retention
Allow them to have fun at work
Show that company is willing to invest in their work
Resent when others visibly get more perks at work (office politics)

18. Nexters at Work Believe in hard work and goal setting
Collective action
Optimistic
Trust centralized authority
Dedicated
Easily intimidated by difficult customers
Most comfortable in large corporations
Expect to work more than 40 hrs per week to achieve lifestyle they want.
Most similar to Vets
May need more supervision and structure

19. Managing Nexters Orientation
Toss pre-conceived notions of gender roles
Expand teams & appoint strong team leader
Be sensitive for potential conflict between GenXers and Nexters
Grow training department
Establish mentor programs
Create clear picture of work environment, expectations, and long-term goals
Gender roles will continue to blur
Nexters think Xers are pessimistic – “cheer up”; Xers think they are spoiled brats
Match young workers with seasoned people who they may resonate with.

20. Work-Life Balance Typical Boomer Typical GenXer
Family
Work
Family
Life
Life
Work
Typical Boomer Typical GenXer
“Live to Work” “Work to Live”
Live to Work vrs Work to Live!

21. Work-Life Balance Key focal point of intergenerational conflict
Respect people’s decisions
Work still needs to be done
Be open and specific about work hours
Pay attention to trends
Boomers want a balance but don’t want to ask for it; GenXers demand it without embarrassment
Don’t make someone feel guilty about leaving work to attend child’s game or missing it, working more hours, or working less hours
Be flexible but you can’t accommodate everyone’s needs and wants; still need to attend meetings and project deadlines
Be up front at the interview about the hours of the job.
Find out what people want and what we can accommodate

22. Two Keys of a Successful Intergenerational Workforce
Aggressive Communication
More listening and discussing
Address issues head-on
Validate different points of views
Difference Deployment
Tactical use of employees
Mix fresh perspective with wisdom of experience
Look at differences as strengths
Using ee’s with different backgrounds, experience, skills, and viewpoints
No single template of hiring people “just like us”

23. Accommodate employee differences Create workplace choices
A.C.O.R.N.
Accommodate employee differences
Create workplace choices
Operate from a sophisticated style
Respect competence and initiative
Nourish retention
5 operating ideas to grow “oak”-strong organization.
Learn about ee and work to meet their specific needs and serve them accordingly; don’t say” get with the times”; you need to use ”
Create a relaxed and informal environment; use element of humor; shape workplace around work being done and customer being served & people who work there.
Give the big picture, goals & measures and allow ee’s to do their work; give feedback, reward, and recognition where appropriate.
Assume the best of your people rather than the works; we all have great things to offer
Focus daily on retention; retaining ee’s = retaining our members; increase training, 1-to-1 coaching, interactive computer training; encourage regular lateral movement & expand assignments to develop a range of skills.

24. The End