Managing the Generations at Work AARP Employer Training

change The Changing Landscape of Work For the first time in modern history, workplace demographics now span four generations. This presents both challenges and opportunities!

education Learning Objectives  List the characteristics of different generations  Understand career stages  Identify best practices for managing various generations at work By the end of this session you will be able to:

What is a Generation?  A group of people defined by age boundaries They share the history of the times. Their values and attitudes tend to be similar.

What is a Generation Gap? Generational differences in cultural norms

Generations!  World War II/Traditionalists: Before 1945  Boomers: 1946 – 1964  Gen X: 1965 – 1980  Gen Y: 1980 on

The Business Case for Addressing Intergenerational Dynamics Building an “age-responsive” workplace supports real communication & understanding across all ages – Randstad USA 2008 World of Work Survey The transfer of knowledge between retiring generations of veteran workers and newer entrants to the workforce is becoming increasingly more important.

The Business Case for Addressing Intergenerational Dynamics Businesses that focus on intergenerational dynamics see an impact on the bottom line through: – Leading a Multigenerational Workforce, AARP  Corporate Culture  Recruitment  Employee Engagement  Retention  Customer Services

More than a third (42 percent) of all employees say they have experienced intergenerational conflict in the workplace. The Business Case for Addressing Intergenerational Dynamics Multi-generational teams make members feel like they all have important contributions to make. – Kelly Global Workforce Index August 2009

Root Causes of Conflict  Work ethic  Technology  Perspective  View of Authority  Communication  Leadership

Generation “Workplace Needs” Guess what? People generally want the same things:  To be respected  To be recognized for a job well done  To be coached  To be consulted  To be connected They just want them delivered in different packages!

Generational Demographics: 2006 and 2011

WWII Generation/Traditionalists

 Events Great Depression Pearl Harbor Jackie Robinson joins major league Korean War  Compelling Messages Stay in line/respect the rules Sacrifice Be heroic Work Motto: Hard Work, no option!  Parenting Schedules Conformity Discipline Obedience

WWII Generation/Traditionalists  Words that Motivate “Your experience is respected here.”  Rewards that Motivate Tangible symbols of loyalty, commitment and service  Management Actions that Motivate Connect their actions to overall good of organization  Communication Style Linear, logical, respectful  Turn Offs Profanity, slang, poor grammar, disrespect

Baby Boomers

 Events Civil Rights Sexual Revolution Space Travel Woodstock  Compelling Messages Be anything you want to be Change the world Work well with others Personal growth Work Motto: Work, Work, Work. It’s what we are about.  Parenting Throw Away Schedule Love & Nurture Pamper & Cherish Stay-at-home moms

Baby Boomers  Words that Motivate “We need you. You can make a difference.”  Rewards that Motivate Personal appreciation, promotion, recognition, status symbols  Management Actions that Motivate Managers get them involved and show them how to make a difference  Communication Style Personable, Informative = Reward  Turn Offs Brusqueness, one-upmanship

Generation X

 Events Three Mile Island Berlin Wall falls John Lennon killed Chernobyl Exxon Valdez Compelling Messages Don’t count on it Get real Take care of yourself Always ask “why”? Work Motto: Work more with flexibility. But work even more? Let’s talk.  Parenting By proxy Latchkey kids Soaring divorce rates Autonomy & independence

Generation X  Words that Motivate “Do it your way.” and “There is life beyond work.”  Rewards that Motivate Free time, upgraded resources, opportunities for development, bottom-line results, certifications to add to resumes  Management Actions that Motivate Managers give choices and permit work autonomy  Communication Style Direct, straightforward, results- oriented  Turn offs Using time poorly, corporate-speak

Millenials / Gen Y

 Events Columbine shootings Enron scandal War begins in Iraq Natural disasters: Katrina and Tsunami Mandela released  Compelling Messages You are special Leave no one behind Serve your community Connect 24/7 Work Motto: Work flexibly anywhere. Tell me why you want me to do something. Work harder? No way, and I’m texting my friends to tell them what a jerk you are.  Parenting Parent advocacy Supervision Put kids first Strictness on the 3 “Ds” (drinking, driving,& drugs)

Millenials / Gen Y  Words that Motivate  “We respect you here.” and “What are your goals?”  Rewards that Motivate  Awards, certificates, tangible evidence of credibility  Management Actions that Motivate  Managers connect actions to employees’ personal and career goals  Communication Style  Positive, motivational, personal and goal-oriented  Turn-Offs  Cynicism, sarcasm, condescension

Interesting But:  We remember that understanding generational tendencies is only one aspect that accounts for who an employee is, and what they want and need.

Incorporate a New Way to Think!  Sloan Center on Aging & Work  Deconstructing Age: Chronologically By Generation By Career Stage By Life Stage  Age may not predict life and career-stages

Life Stages New: Traditional: Career Stage

What is a Manager to Do?  With so many preferences and differences in the workplace, what is a manager to do?

Seizing the Opportunity: The Strength of Four  Each generation is distinct  They have different approaches  Seizing the opportunity = an enriched work environment and product or service

Creating an Age-Responsive Workplace  An Age-Responsive Workplace boosts employee retention, satisfaction and performance, reduces age discrimination claims, and positively affects your bottom line.

Obstacles to Multigenerational Management Success  Holding on to old views  Managing with a “one size fits all” style  Not understanding generational idiosyncrasies  Not under- standing individual development stages

Resources and Bibliography  Leading a Multigenerational Workforce”, AARP,  “Decoding Generational Differences”, W. Stanton Smith, Deloitte LLP,  “Age & Generations: Understanding Experiences at the Workplace”, Marci Pitt-Catsouphes, Ph.D., Christina Matz-Costa and Elyssa Besen, The Sloan Center on Aging and Work, March,  “Engaging the 21 st Century Multi-Generational Workforce, findings from the Age and Generations Study”, Marci Pitt-Catsouphes, Ph.D., Christina Matz- Costa, 2009.

Bottom Line Impact  Recruitment Commit to age diversity Gain the competitive edge Gear recruitment messages to each generation

Bottom Line Impact  Employee Engagement Know what motivates different generations Engagement supports financial stability Employee satisfaction is higher when workers believe that opportunities exist for all, regardless of age

Bottom Line Impact  Customer Service Each generation has unique service preferences Appeal to different generations Match staff to customers

Bottom Line Impact  Retention An engaged workforce results in higher retention Employee benefits can build loyalty Recognize the contributions of all generations

Multi-Generational Management “To Do” List Appreciate and honor the perspectives of all employees Develop a system to effectively transfer skills and knowledge Turn multi-generational teams into intergenerational collaboration Maximize all employees’ capabilities and strengths Recognize what the generations (people!) have in common Evaluate how policies will affect each generation Examine how decisions will be perceived by each generation

Age-Responsive Employment Brand

As a Result of Today’s Session Has Your Thinking Changed About Different Generations?

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