1. Tools for Understanding the Extension Multigenerational Workplace
Adapted and Development by
Dr Dallas L. Holmes,
Extension Specialist Diversity and Civil Rights

2. Goals
Goals for this diversity discussion are to help Extension educators and leaders:
Understand and appreciate age diversity.
Learn practical ideas on how to attract, motivate, and keep great employees of all age groups in the Extension organization.

3. Some Statistics
The labor force is at the lowest rate since the 1930’s and the US birth rate continues to decline.
By 2025, 1 in 5 workers will be over age 55. The slowing of the workforce translates to an estimated shortfall of 20 million workers over the next 20 years.
Adapted from: K. Tyler, Neckties to Nose Rings (2002)
We will have to make up with productivity, whether it is with people or technology. We should try to keep the best workers because trends show more jobs will be available in the future and less prepared workers.

4. Implications
Employers will need to recruit and embrace diversity in the workforce.
Companies must welcome retiree-age employees to remain on board and transfer skills.
Adapted from: K. Tyler, Neckties to Nose Rings (2002)

5. Implications
The fastest-growing occupations across developed nations are knowledge based, meaning the position requires formal education or advanced training.
Given that knowledge is a scare resource; Extension must capitalize on it by inviting and nurturing the best people.
Adapted from: K. Tyler, Neckties to Nose Rings (2002)
The implication is that there must be an investment in continuing education.

6. Understanding Generations
Never before has there been a workforce and workplace so diverse in race, gender, and ethnicity. (Zemke, et al., 2000)
We have four generations working side-by- side in the Extension organization for the first time in history.
All have unique experiences and attributes which influence their attitudes towards work.
Adapted from: Recognition Management Institute, 2000
Companies that do not value people will end up losers in the new economy. Yet we are dealing with people in an old school, “we know best” way. The focus is on short-term results and to see people as expenses rather than as an investment.

7. Understanding Generations
A group of people defined by age boundaries
Those who were born during a certain era and share similar experiences growing up. They have common cultural or social characteristics and attitudes. Their values and attitudes, particularly about work-related topics, tend to be similar, based on their shared experiences during their formative years.
Adapted from: Recognition Management Institute, 2000

8. Understanding Generations
Psychologists, sociologists, and everyday managers have identified important differences between these generations in the way they approach work, work-life balance, employee loyalty, authority, and other important issues.
Notter Consulting, 2002

9. Understanding Generations
Some differences can be attributed to individual differences, such as levels of experience, levels of financial and family commitments, depth of personal development, political awareness, and emotional maturity.
Source:
It is also important to note that some differences…
However, there is much evidence to support differences due to the sharing of common experiences by each generation that shaped their values also. In other words, the break is significant around major events.
However, there were major events shared by each generation that shaped their values also.

10. Understanding Generations
A lack of understanding across generations can have detrimental effects on communication and working relationships and undermine effective services.
Dittmann, Generational Differences at Work, June 2005
Generational context may affect the way we work. Intergenerational conflict in the workplace may keep plans, products, and ideas from moving forward.

11. Generations by Year of Birth
Researchers have divided today’s workforce into four generations:
Seniors, Veterans, Matures
Baby Boomers
Generation Xers, Twenty-somethings, Baby Busters
Millennials, Generation Y’s

12. Number in USA workforce
Statistics
Generation Type
Number in USA workforce
Seniors/Veterans
42 million
Baby Boomers
76 million
Generation Xers, Twenty-somethings, Baby Busters
54 million
Millennials, Generation Y’s
Source: Remson, Triangle Consulting (2006)
75 million

13. Major Events That Affected Values of Seniors
Great Depression- Sacrifice and hard times
World War II
Social Security Mandatory
Industrialization
Korean War

14. Major Events That Affected Values of BoomersTV
Civil Rights Movement
Protests
Rock and Roll
Charismatic Leadership
Baseball Heroes
Larger than life politicians and Movie stars

15. Major Events That Affected Values of Gen-Xers
Man on the Moon
Challenger Explosion
Aids
Video Games
Latchkey Upbringing
Personal Computers
Political Scandal – Tell all biographies
Repentant Religious leaders

16. Major Events That Affected Values of Millenials
Internet- Technological integration
Fall of Berlin Wall
O. J. Simpson & Casey Anthony Trials
Columbine and Norwegian Shootings
September 11th Tragedy
Iran and Afghanistan Wars- Global perspectives
Some economic prosperity- Market melt downs

17. Valuing Generational Differences
Valuing Generational Differences Recognition Management Institute – Saunderson (2000)
Veterens
Boomers
Gen-Xers
Millennials
Loyal
Honors/Respects authority
Follows Orders
Formal
Rewards later
Practical
Personal Sacrifice
Civic Duty
Optimistic
Responsible and Dedicated
Team player
Workaholic
Personal gratification
The “Me” Generation
Material Acquisition
Adaptable to change
Techno-literate
Self-starters
Global mindset
Informal
Skepticism
Self Preservation
Individuality
The “ Not Impressed” generation
Goal-oriented
Techno-savvy
Collaboration and Achievement important
Moral mindset
Social activism
More impatient
Entrepreneurial
Uniqueness
More independent
Prefers structure
Technology-challenged
Set in ways
Difficulty with change
Enjoys much recognition
Elder care absences
Self-gratification
Skeptical
Feel others owe them
Motivation
Child care absences
Requires supervision and
support
Sociable
Strengths
It is not good to make general assumptions on the basis of one size fits all. There are people within every generation who have similar values. However, research has revealed some strong common values among the different generations.
Problems

18. Family Life and Values

19. The Generations at Work

20. Attitudes about work…

21. Leadership and Authority
Traditionalist
  Hierarchy - Leadership
  Respectful - Authority
Baby Boomer
 Consensus - Leadership
 Love Hate - Authority
Generation X
 Competence - Leadership
 Unimpressed - Authority
Millennials
Teamwork – Leadership
Respectful. but autonomous

22. We Have a Problem!
Issues of: Retention Recruitment Productivity Employee Satisfaction Customer Satisfaction
If problems are ignored or are not adequately addressed, then you may have problems in these areas.

23. Why Do People Do What they Do
Why Do People Do What they Do? Adapted from Recognition Management Institute – Saunderson (2000)
History
Culture
Values, Beliefs
Other…?
According to Saunderson (2000) Recognition Management Institute
Beliefs
Behavior
Results

24. Commonalities
Employees of all generations have one thing in common. They need one good reason they should put their full faith in any one company.
Trust is common, no matter the age.
Adapted from: K. Tyler, Neckties to Nose Rings (2002)

25. Dealing With Generational Differences
Bridging Differences
Identify values
Assess value differences
Acknowledge implications
Change behaviors
Communicate needs
Build on commonalities
Accept differences
Tap into motivations
Manage Differences
Set clear goals
Share a common purpose
Expect mutual accountability
Give real recognition
Adapted from:
Recognition Management Institute, 2000
According to Saunderson (2000), we should try to understand workplace differences, by identifying and assessing value differences, acknowledging implications, and then changing behaviors. We should try to bridge differences by communicating needs, building on commonalities, accepting differences, and tapping into motivations. Finally, we should manage differences by setting clear goals, sharing a common purpose, expecting mutual accountability, and giving real recognition.

26. Recruiting Tips Find out what motivates them
Find out what would cause them to leave the organization
Treat them as they want to be treated
People work for people not a company
Hire the best person for the job
Equip people with the necessary skills
Adapted from: Recognition Management Institute, 2000
People are individuals first. Are we treating them as such? Are we considering their preferences and differences?

27. Employee RetentionTips
Make more time for orientation of new people
Communicate goals clearly
Demonstrate respect for the lives of others outside of the workplace
Adapted from: Recognition Management Institute, 2000

28. Recognition Tips
Recognition is personal. Find out preferences for type of recognition.
Recognition is about people and relationships, not things.
Learn to say and show “thank you” in many different ways.
Demonstrate that you trust people
Making time for recognition is simply a choice.
Adapted from: Recognition Management Institute, 2000
Get to know people. It is the little things that count the most. Recognize the doing and celebrate what gets done.

29. Retention Tips Ask people how they learn best.
When people ask for the tools to do their work, give them the tools.
Provide the latest technology as monies permit.
Expect, plan for personal and professional development.
Communicate about how well they are doing and where they can improve.
Set goals and help with the plan to achieve them.
Adapted from: Recognition Management Institute, 2000
Keeping employees is a daily task.
Share knowledge and experiences to unite people.

30. References Dittmann, (June 2005). Generational Differences at Work.
Notter Consulting (2002). Generational Diversity in the Workplace.
Tyler, K. (2002). Neckties to Nose Rings: Earning the trust of a Multi-
Generational workforce:
Remson, D. (2006). Thriving in the Multi-generational Workplace.
Saunderson, R. (2000). Managing Generational Differences in the
Workplace, Recognition Management Institute.
Other Sources
David Remson’s, November 2006
Brenda L. Romano, Managing Generations, International Builders Exchange Executives.