1. Managing Intergenerational Conflict in the Workplace
Susan Haywood, MA, CHRP
Human Resource Blueprints Ltd
(613)

2. What is this all about?
First time ever that we have 4 different generations in our workforce working together side-by-side
Traditionalists, Boomers, Xers, and Millennials (Y’s)
Each of these generations were impacted by various events that shape who they are and how they work
We need to understand what motivates the various generations and how to work together

3. Workplace Conflicts
Conflicts frequently have generational issues as their cause
“He is not committed to his job”
“He has a poor work ethic”
“He does not follow direction”
“I can’t believe the way he/she dresses”
“What do you mean I can’t work from home on Friday’s”

4. The Challenge
"Managing multigenerational workforces is an art in itself. Young workers want to make a quick impact, the middle generation needs to believe in the mission, and older employees don't like ambivalence. Your move."
Harvard Business School "Working Knowledge“ newsletter, April 2006: "Can you manage different generations?"

5. Generational Snapshot of Workforce

6. A New Generation Gap
“The term Generation Gap was used mostly to describe conflicts between parents and children. Today, the “Gap” has more of a presence in the workplace, where employees from different generations are finding it difficult to work side by side because their experiences, goals and expectations are different”. GOVEXEC.com

7. What Shaped You?
National Events
Music
Technology
Values
Relationships
Parental Expectations
Other?

8. Characteristics Traditionalists Born 1925-1945 Baby Boomers
Generation X
Born
Millennials
Born 1978 or after
Age Span
65 to 86 years old
46 to 64 years old
33 to 45 years old
32 or younger
Traits
Conservative
Believe in Discipline
Respect for authority
Loyal
Patriotic
Idealistic
Break the rules
Time stressed
Politically correct
Pragmatic
Self-sufficient
Skeptical
Flexible
Media/Info/Tech savvy
Entrepreneurial
Confident
Well-educated
Tolerant
Team builders
Socially/politically conscious
Defining Events
Great depression
World War II
Korean War
Vietnam War
Woodstock
Watergate
Missing children
Latch Key Kids
Computers in school
School shootings
Terrorism
Corporate scandals
To Them Work Is
If you want a roof and food….
Exciting adventure
Difficult challenge
To make a difference
Work Ethic
Loyal/dedicated
Driven
Balanced
Eager but anxious
Employment Goals
Retirement
Second career
Work/life balance
Unrealistic
Education
A dream
Birthright
Way to get to an end
A given
Communication
Face to face
Telephone
IM/Text messaging
Time at Work is defined
Punch clock
Visibility
Why does it matter if I get it done today?
Is it 5 PM? I have a life.
Most need in the workplace
Continued involvement past 65
Recognition!
More information
Praise and fun; or is that fun and praise?

9. Traditionalists Generation
Majority (95%) of them have retired
Possess intellectual capital and institutional knowledge
Have strong work values and ethic
See themselves as vigorous, contributing members of the workforce
Silent stoicism (not much feedback given or expected)

10. Managing the Traditionalists Generation
Offer opportunities for them to mentor
Offer opportunities to continue working
Allow them to volunteer if they do not want to continue working
Show them that you value their expertise and contributions

11. Baby Boomers The “Me” generation
More hours equals better performance; now regret
They are the managers that are running our organizations today
Career oriented
“Love the good life”
Love job performance feedback

12. Managing the Baby Boomers
Help them explore their next set of workplace options, and demonstrate how your organization can continue to use their talents.
Walk the talk on work-life balance by redesigning their jobs to accommodate multiple life demands.
Encourage them to enrich their present job and grow in place if they need to slow their career pace.

13. Generation X The next generation of leaders
The most well educated generation
Goal-oriented
Free Agents vs. Company Loyalist
Thrive on independence
Want to be challenged
Led dot.com boom

14. Managing the Generation X
Talk to them about their reputation, not just job tasks; they want your candid perspective and feedback
Acknowledge their ability to work independently and encourage them to leverage their entrepreneurial abilities.
Help them get the most out of every job position by discussing what the job can do for them and what they can learn from it.

15. Millenniums Value independence but need supervision
Look for new challenges
Challenge the status quo
We’re all in this together
Want the opportunity to make an impact
Fear boredom more than anything else

16. Managing the Millenniums
Demonstrate the stability and long-term value of your organization, and also show how your organization is flexible and filled with learning opportunities for them.
Provide work schedules that help them build careers and families at the same time.
Make groups and teams part of their job.

17. Summary of Work Characteristics
Traditionalists
Boomers
Xers
Millennials
Practical
Always at work
Optimistic
Want recognition
Sense of entitlement
Skeptical
Confidence and independence
Hopeful and optimistic
Unwillingness to commit
Patient, loyal and hardworking
Difficulty with change
Teamwork and cooperation
Do not accept change
Objective sense of right and wrong
Self-reliant and techno literate
Adaptable to change
Immediate gratification
Meaningful Work
Moral mindset
Social activism
Subjective view of reality
Respectful of authority
Ambitious
Physical health
Risk-taking
Value diversity and change
Globally connected
Rule followers
Rewards later
Prefer Structure
Workaholic –”Thank God Its’ Monday”
Balance work and life
Technology savvy
Immediate responsibility

18. Generational Factoids
Only 14% of survey respondents choose Generation X as the generation most comfortable managing and this included Xers themselves
One-third indicated that they were often offended by someone from another generation at work
45% of Xers come from families that have experienced divorce
BridgeWorks' 2001 Generations Survey

19. Generational Factoids
When asked who they are most loyal to at work, Xers put co-workers first, their boss or project next, and the organization last
40% of Xers said having a mentor directly influenced their decision to stay at their current job.
Millenniums ranked “personal safety” as their #1 workplace issue.
BridgeWorks' 2001 Generations Survey

20. Generational Factoids
29% of the Traditionalists agreed that a person should build their career with one employer, compared to 14% for Boomers and 11% of Xers
When asked “Which generation is the best at finding work-life balance?”, all generations picked Generation X
Millenniums indicated that flexible workplace and opportunity for promotion was more important than salary
BridgeWorks' 2001 Generations Survey

21. The differences exist so....
DEAL WITH THEM!

22. 3 strategies to manage by:
Communication
Delegation
The Gift of Feedback

23. Communication What do your employees want from a work environment?
Forget exit surveys; why do people stay?
What do you want from your work environment?
Talk about people’s differences amongst your team
Develop an action plan specific to your team
Talk about conflict – do not let it fester

24. Delegation
Boomers want teamwork, Xer’s want independence, Y’s want more responsibility
Delegation can be the answer to everyone’s needs
Prepare Xer’s for the next role, challenge Y’s, give Boomers some much needed balance
Requires accountability and feedback
P.S. Forget how long it took you to reach the point where things were delegated to you…those days are gone!!

25. The Gift of Feedback Keys to providing effective feedback:
Immediate feedback – to recognize good performance, and address performance issues as they arise
Positive and constructive feedback – direct, non-judgmental, ethical and based on values governing the policy
Specific feedback – the feedback should pinpoint targeted strengths and areas for improvement
Give feedback OFTEN – keeps employee on course, prevents work from going “off the rails” for long periods of time, and reduces the stigma of giving feedback.

26. Keys to providing effective feedback:
Spend time with your employees to discuss the work and see how they are doing
Explain how the employee’s work contributes to the big picture
Delegate based on employee workload and capabilities
Show your commitment to their objectives by providing needed support and direction.

27. DON’T FORGET TO GIVE POSITIVE FEEDBACK

28. STAR Model for Giving Feedback
S Situation - describe the SITUATION where the behaviour occured
T Task – describe the TASK the employee performed
A Action – describe the ACTION the employee chose in this situation
R Result - describe the outcome that occurred as a RESULT of the action
If it is constructive feedback add an additional AR:
A Alternative Action- suggest an ALTERNATIVE ACTION the employee could have chosen in this situation
R Aleternative Result - describe the likely outcome that would have occurred as an ALETERNATE RESULT of the alternate action

29. Questions?

30. Thank You!