“YOU JUST CANT GET GOOD HELP ANYMORE” Part 1 “Working with the generations” Presented by Kym Steer Managing Director TST

3 Understanding workforce generations What do we know about the three generations? Baby boomers Generation X Generation Y

4 Source: Hammill, G (2005). Mixing and Managing four generations of Employees, FDU Magazine Winter Spring 05 PERSONAL AND LIFESTYLE CHARACTERISTICS BY GENERATION Veterans ( ) Baby boomers ( ) Generation X ( ) Generation Y ( ) Core values Respect for authority Conformers Discipline Optimism Involvement Scepticism Fun Informality Realism Confidence Extreme fun Social Family Traditional Nuclear DisintegratingLatch-key kidsMerged families Education A dreamA birthrightA way to get there An incredible expense Communication media Rotary phones One-on-one Write a memo Touch-tone phones Call me anytime Cell phones Call me only at work Internet Picture phones Dealing with money Put it away Pay cash Buy now, pay later Cautious Conservative Save, save, save Earn to spend Personal and lifestyle values of the four generations

5 WORKPLACE CHARACTERISTICS Veterans ( ) Baby boomers ( ) Generation X ( ) Generation Y ( ) Interactive style IndividualTeam player Loves to have meetings EntrepreneurParticipative Comm’n Formal Memo In personDirect Immediate Voice mail Feedback and rewards No news is good news Satisfaction in a job well done Don’t appreciate it Money Title recognitive Sorry to interrupt, but how am I doing? Freedom is the best reward Whenever I want it, at the push of a button Meaningful work Messages that motivate Your experience is respected You are valued You are needed Do it your way Forget the rules You will work with other bright, creative people Work and family life Ne’er the twain shall meet No balance Work to live Balance Working with the generations (I) Source: Hammill, G (2005). Mixing and Managing four generations of Employees, FDU Magazine Winter Spring 05

6 WORKPLACE CHARACTERISTICS Veterans ( ) Baby boomers ( ) Generation X ( ) Generation Y ( ) Work ethics and values Hard work Respect authority Sacrifice Duty before fun Adhere to rules Workaholics Work efficiently Crusading causes Personal fulfilment Desire quality Question authority Eliminate the task Self-reliance Want structure and direction Sceptical What’s next Multitasking Tenacity Entrepreneurial Tolerant Goal oriented Work is… An obligationAn exciting adventure A difficult challenge A contract A means to an end Fulfilment Leadership style Directive Command and control Consensual Collegial Everyone is the same Challenge others Ask why *TBD * As this group has not spent much time in the workforce, this characteristic has yet to be determined. Working with the generations (II) Source: Hammill, G (2005). Mixing and Managing four generations of Employees, FDU Magazine Winter Spring 05

“YOU JUST CANT GET GOOD HELP ANYMORE” Part 2 “Workforce demographics”

8 Recruiting the people From where is our workforce coming? Schools/Universities Interstate Other industry Overseas Other professional groups Other types of organisations within the industry sector Moving through different roles in same organisation

9 TYPICAL PROFILE OF NEW HIRES AGE:19-26 Marriages ending in divorce varies depending on demographics 30%-50% 95% of the time, children go with the mother Socio-economic level of family drops Between birth and 18 years, the average child watches 18,000 hours of television

10 TYPICAL PROFILE OF NEW HIRE Estimated that the average child spends less than eight minutes per day with their farther In divorce, fathers will see children on average for 4-8 hours every two weeks, or less Males suffer from lack of significant male model Confidence- self esteem, sense of keenness is embedded on an unconscious level by age 8 Competence- Skill levels is limited (what skills do they possess when they come to us?)

11 TYPICAL PROFILE OF NEW HIRE Say we have a High school that has 1,000 students 20% will make up sports teams, clubs and organisations, leaving % of the 800 have a part time job, leaving 540 WHERE AND HOW DO THEY SPEND THEIR TIME?

12 TYPICAL PROFILE OF NEW HIRE WHERE DO THEY LEARN TO BE A WINNER? HOW DO THEY DEVELOP A WORK ETHIC? UNDERSTAND AND CARE FOR EQUIPMENT?

“YOU JUST CANT GET GOOD HELP ANYMORE” Part 3 “Solutions”

14 1) TO BUILD A STRONG ORGANISATION Focus on having capable, competent leadership Be selective: intelligence, behaviour Select people on purpose with purpose for tasks Have expectations with goals and plan Train continually Require them to study and develop their skills.

15 2) TO BUILD A STRONG COMPANY Employees Teach- Train- Coach Mentor them (remember most new hires come to you on a blank tablet) Look for high performers Let them know they have a future Provide incentives for them to study and take courses

16 WHAT MOST MEN WANT SELF RESPECT MONEY -Family -Toys

17 WHY PEOPLE DON’T PERFORM They don’t know WHAT to do They don’t know HOW to do it Something or Someone is INTERFERING They don’t WANT to do it

18 They don’t know WHAT to do Information Job knowledge Expectations Goals and objectives

19 They don’t know HOW to do it A MATTER OF SKILLS Teach Train Coach Corrective action – Feedback, be positive or constructive criticism

20 Something or Someone is INTERFERING Lack of equipment Lack of tools Weather Regulations Boss Co-worker Family Self

21 They don’t WANT to do it This is where you give them the opportunity for a career transition to work for the competition

22 How can we motivate Work starts with the paycheck! Money brings people to the job, however, it will not keep them there A man must feel safe and secure Safe that they will not be hurt and secure that the pay check will be there and they can make more $ than other places that you can legally work at

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