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The Generation Gap
Today’s Workforce
Today’s WorkforceTraditionalists (1922 - 1945)✤   Aliases: Veterans, Silent Generation, Greatest Generation✤   Lived throu...
Today’s WorkforceTraditionalists (1922 - 1945)✤   Aliases: Veterans, Silent Generation, Greatest Generation✤   Lived throu...
Today’s WorkforceGeneration X (1965 - 1980)✤   Aliases: Gen X, Xers✤   Latchkey generation, watched their parents forge a ...
Today’s WorkforceGeneration X (1965 - 1980)✤   Aliases: Gen X, Xers✤   Latchkey generation, watched their parents forge a ...
Perspective
Perspective
Approach
ApproachFacebook   Emailing Texting Twitter Mobile                   Vs. Faxing Memo Telephone Office Meeting
Facebook & Twitter
Workplace Behavior
Workplace BehaviorTraditionalists (Age 65 - 88) ✤   Seniority and age correlate ✤   Climb the ladder by hard work and pers...
Workplace BehaviorTraditionalists (Age 65 - 88) ✤   Seniority and age correlate ✤   Climb the ladder by hard work and pers...
Workplace Behavior
Workplace BehaviorGeneration X (Age 30 - 45) ✤   Change Agents ✤   Prefer flexible work hours and informal work environment...
Workplace BehaviorGeneration X (Age 30 - 45) ✤   Change Agents ✤   Prefer flexible work hours and informal work environment...
Generational Motivators
Generational MotivatorsTraditionalist Motivators ✤   Loyalty is valued and rewarded ✤   Plaque for the wall ✤   Formal mee...
Generational MotivatorsTraditionalist Motivators ✤   Loyalty is valued and rewarded ✤   Plaque for the wall ✤   Formal mee...
Generational Motivators
Generational MotivatorsGeneration X Motivators ✤   Regular, honest feedback and mentoring ✤   Informal recognition (a day ...
Generational MotivatorsGeneration X Motivators ✤   Regular, honest feedback and mentoring ✤   Informal recognition (a day ...
Bridging The Gap      Traditionalists and Baby Boomers need:
Bridging The Gap                      Traditionalists and Baby Boomers need:✤   To feel important — they are the “stars” o...
Bridging The Gap                      Traditionalists and Baby Boomers need:✤   To feel important — they are the “stars” o...
Bridging The Gap                      Traditionalists and Baby Boomers need:✤   To feel important — they are the “stars” o...
What You Can Do         Mentorship Programs
What You Can Do                               Mentorship Programs✤   Make an effort to implement mentorships for older mem...
What You Can Do                                Mentorship Programs✤   Make an effort to implement mentorships for older me...
What You Can Do                                Mentorship Programs✤   Make an effort to implement mentorships for older me...
What You Can Do                                Mentorship Programs✤   Make an effort to implement mentorships for older me...
What You Can Do            Listen
What You Can Do                                          Listen✤   Whether your firm implements a quarterly ‘ideas for forw...
What You Can Do                                          Listen✤   Whether your firm implements a quarterly ‘ideas for forw...
What You Can Do          Emphasize Value
What You Can Do                                  Emphasize Value✤   Celebrate the successes along the way, big and small. ...
What You Can Do                                  Emphasize Value✤   Celebrate the successes along the way, big and small. ...
What You Can Do                                  Emphasize Value✤   Celebrate the successes along the way, big and small. ...
What You Can Do      Sharing Knowledge and Social Media
What You Can Do                   Sharing Knowledge and Social MediaWhat intellectual property, knowledge, and “know-how” ...
What You Can Do                       Sharing Knowledge and Social Media    What intellectual property, knowledge, and “kn...
What You Can Do                       Sharing Knowledge and Social Media    What intellectual property, knowledge, and “kn...
What You Can Do                       Sharing Knowledge and Social Media    What intellectual property, knowledge, and “kn...
What You Can Do                       Sharing Knowledge and Social Media    What intellectual property, knowledge, and “kn...
What You Can Do                       Sharing Knowledge and Social Media    What intellectual property, knowledge, and “kn...
The Generation Gap
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Generation gap power point2

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Presentation of 4 generation groups in to-days workplace

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Transcript of "Generation gap power point2"

  1. 1. The Generation Gap
  2. 2. Today’s Workforce
  3. 3. Today’s WorkforceTraditionalists (1922 - 1945)✤ Aliases: Veterans, Silent Generation, Greatest Generation✤ Lived through WWII and were taught core values, respect for authority✤ Traditionalists enjoy sharing their knowledge and history✤ High value on loyalty and hard work✤ Want to provide more opportunity to their children than they had
  4. 4. Today’s WorkforceTraditionalists (1922 - 1945)✤ Aliases: Veterans, Silent Generation, Greatest Generation✤ Lived through WWII and were taught core values, respect for authority✤ Traditionalists enjoy sharing their knowledge and history✤ High value on loyalty and hard work✤ Want to provide more opportunity to their children than they hadBaby Boomers (1946 - 1964)✤ The most educated generation in history✤ Making sacrifices to get ahead✤ Take on big projects, want to make an impact✤ Loyal to colleagues and employers✤ Prefer face-to-face communication
  5. 5. Today’s WorkforceGeneration X (1965 - 1980)✤ Aliases: Gen X, Xers✤ Latchkey generation, watched their parents forge a new work environment✤ First generation to grow up with computer technology✤ Care more about productivity than hours put into the position✤ Good balance in work and family✤ Requires minimal supervision
  6. 6. Today’s WorkforceGeneration X (1965 - 1980)✤ Aliases: Gen X, Xers✤ Latchkey generation, watched their parents forge a new work environment✤ First generation to grow up with computer technology✤ Care more about productivity than hours put into the position✤ Good balance in work and family✤ Requires minimal supervisionGeneration Y (1981 - 2000)✤ Aliases: Gen Y, Millennial, Echo Boomer✤ Continually connected, speak their own language✤ Skeptical of authority, influenced by peers✤ Seek recognition and fame, enjoy off humor and absurdity✤ Skim information and text quickly✤ Easily bored, expressive and digitally creative
  7. 7. Perspective
  8. 8. Perspective
  9. 9. Approach
  10. 10. ApproachFacebook Emailing Texting Twitter Mobile Vs. Faxing Memo Telephone Office Meeting
  11. 11. Facebook & Twitter
  12. 12. Workplace Behavior
  13. 13. Workplace BehaviorTraditionalists (Age 65 - 88) ✤ Seniority and age correlate ✤ Climb the ladder by hard work and perseverance ✤ Understand value and money (conservative) ✤ Not uncommon to have only one or two positions throughout their career ✤ Respects authority
  14. 14. Workplace BehaviorTraditionalists (Age 65 - 88) ✤ Seniority and age correlate ✤ Climb the ladder by hard work and perseverance ✤ Understand value and money (conservative) ✤ Not uncommon to have only one or two positions throughout their career ✤ Respects authorityBaby Boomers (Age 46 - 64) ✤ Team Oriented ✤ Interested in health and wellness ✤ Always learning, and always loyal ✤ Workaholics ✤ Espouse value of ‘inclusive’ relationships
  15. 15. Workplace Behavior
  16. 16. Workplace BehaviorGeneration X (Age 30 - 45) ✤ Change Agents ✤ Prefer flexible work hours and informal work environment ✤ Started 80% of new businesses in the last 3 years ✤ Easy to recruit, hard to retain ✤ High value on ‘having fun’ at work ✤ Require minimal supervision
  17. 17. Workplace BehaviorGeneration X (Age 30 - 45) ✤ Change Agents ✤ Prefer flexible work hours and informal work environment ✤ Started 80% of new businesses in the last 3 years ✤ Easy to recruit, hard to retain ✤ High value on ‘having fun’ at work ✤ Require minimal supervisionGeneration Y (Age 10 - 29) ✤ Goal setting is a priority ✤ Can-do attitude of traditionalist ✤ Teamwork attitude of Boomers ✤ Technological savvy of X’ers ✤ Think DIFFERENTLY than any other member of the workforce
  18. 18. Generational Motivators
  19. 19. Generational MotivatorsTraditionalist Motivators ✤ Loyalty is valued and rewarded ✤ Plaque for the wall ✤ Formal meetings or lunches ✤ Letting them know that their experience is appreciated and respected
  20. 20. Generational MotivatorsTraditionalist Motivators ✤ Loyalty is valued and rewarded ✤ Plaque for the wall ✤ Formal meetings or lunches ✤ Letting them know that their experience is appreciated and respectedBaby Boomer Motivators ✤ Expand public profile (feature in company newsletter or on website) ✤ Make clear the objectives and desired results ✤ Make sure the steps toward the defined goals are very visible
  21. 21. Generational Motivators
  22. 22. Generational MotivatorsGeneration X Motivators ✤ Regular, honest feedback and mentoring ✤ Informal recognition (a day off) ✤ Effective leadership ✤ Let them set priorities on tasks
  23. 23. Generational MotivatorsGeneration X Motivators ✤ Regular, honest feedback and mentoring ✤ Informal recognition (a day off) ✤ Effective leadership ✤ Let them set priorities on tasksGeneration Y Motivators ✤ Provide opportunities for continuous training ✤ Explain how your goals for them fit into the “big picture” ✤ Use email and ad hoc hall conversations for alternative communication ✤ Be more of a coach, less of a ‘boss’
  24. 24. Bridging The Gap Traditionalists and Baby Boomers need:
  25. 25. Bridging The Gap Traditionalists and Baby Boomers need:✤ To feel important — they are the “stars” of the organization✤ To be treated fairly✤ To see that their knowledge is valued✤ They need to be heard
  26. 26. Bridging The Gap Traditionalists and Baby Boomers need:✤ To feel important — they are the “stars” of the organization✤ To be treated fairly✤ To see that their knowledge is valued✤ They need to be heard Gen X and Gen Y are looking for:
  27. 27. Bridging The Gap Traditionalists and Baby Boomers need:✤ To feel important — they are the “stars” of the organization✤ To be treated fairly✤ To see that their knowledge is valued✤ They need to be heard Gen X and Gen Y are looking for:✤ Constant learning and growth✤ Flexibility to try new things or voice new ideas✤ Access to information and people (want to be kept in the loop)✤ Ways to link what they do to the bigger goals of the company or firm
  28. 28. What You Can Do Mentorship Programs
  29. 29. What You Can Do Mentorship Programs✤ Make an effort to implement mentorships for older members to share and younger members to learn.
  30. 30. What You Can Do Mentorship Programs✤ Make an effort to implement mentorships for older members to share and younger members to learn.✤ Make this a selective process to ensure profitable mentorships.
  31. 31. What You Can Do Mentorship Programs✤ Make an effort to implement mentorships for older members to share and younger members to learn.✤ Make this a selective process to ensure profitable mentorships.✤ Most senior partners received much more informal mentoring. They were taken to court more frequently; partners debriefed a big transaction upon completion; colleagues had more time to teach younger lawyers because business moved at a slower pace.
  32. 32. What You Can Do Mentorship Programs✤ Make an effort to implement mentorships for older members to share and younger members to learn.✤ Make this a selective process to ensure profitable mentorships.✤ Most senior partners received much more informal mentoring. They were taken to court more frequently; partners debriefed a big transaction upon completion; colleagues had more time to teach younger lawyers because business moved at a slower pace.✤ Younger lawyers receive much less mentoring today. This means more stress and longer hours as they struggle to teach themselves the law without the benefit of senior lawyer guidance.
  33. 33. What You Can Do Listen
  34. 34. What You Can Do Listen✤ Whether your firm implements a quarterly ‘ideas for forward progress’ meeting or sends out a periodic internal survey on ideas improve business, employees want to be heard and love to express their ideas.
  35. 35. What You Can Do Listen✤ Whether your firm implements a quarterly ‘ideas for forward progress’ meeting or sends out a periodic internal survey on ideas improve business, employees want to be heard and love to express their ideas.✤ They should be encouraged, not afraid, to share. Create a time and place for them to do just that. You never know, you might just find that new marketing push you’ve been looking for.
  36. 36. What You Can Do Emphasize Value
  37. 37. What You Can Do Emphasize Value✤ Celebrate the successes along the way, big and small. If an individual contribution has helped the team move forward, make sure your firm or company has a policy that addresses this.
  38. 38. What You Can Do Emphasize Value✤ Celebrate the successes along the way, big and small. If an individual contribution has helped the team move forward, make sure your firm or company has a policy that addresses this. Enhance Culture
  39. 39. What You Can Do Emphasize Value✤ Celebrate the successes along the way, big and small. If an individual contribution has helped the team move forward, make sure your firm or company has a policy that addresses this. Enhance Culture✤ Make sure your firm’s culture is appealing to all generations. If you are a growing firm looking to attract top talent, even on a senior level, only firms or companies with a culture that appeals to every generation will be able earn candidate loyalty. Do you need a culture adjustment?
  40. 40. What You Can Do Sharing Knowledge and Social Media
  41. 41. What You Can Do Sharing Knowledge and Social MediaWhat intellectual property, knowledge, and “know-how” is walking out the door when traditionalists and baby boomers retire?
  42. 42. What You Can Do Sharing Knowledge and Social Media What intellectual property, knowledge, and “know-how” is walking out the door when traditionalists and baby boomers retire?✤ How do we retain the traditionalists and baby boomer IP?
  43. 43. What You Can Do Sharing Knowledge and Social Media What intellectual property, knowledge, and “know-how” is walking out the door when traditionalists and baby boomers retire?✤ How do we retain the traditionalists and baby boomer IP?✤ How might we keep them engaged to continue to provide valuable insights and information?
  44. 44. What You Can Do Sharing Knowledge and Social Media What intellectual property, knowledge, and “know-how” is walking out the door when traditionalists and baby boomers retire?✤ How do we retain the traditionalists and baby boomer IP?✤ How might we keep them engaged to continue to provide valuable insights and information?✤ How might we capture, extract, glean what they know before they leave?
  45. 45. What You Can Do Sharing Knowledge and Social Media What intellectual property, knowledge, and “know-how” is walking out the door when traditionalists and baby boomers retire?✤ How do we retain the traditionalists and baby boomer IP?✤ How might we keep them engaged to continue to provide valuable insights and information?✤ How might we capture, extract, glean what they know before they leave?✤ How might we use social technologies to bridge the gap between baby boomers and next generation leaders?
  46. 46. What You Can Do Sharing Knowledge and Social Media What intellectual property, knowledge, and “know-how” is walking out the door when traditionalists and baby boomers retire?✤ How do we retain the traditionalists and baby boomer IP?✤ How might we keep them engaged to continue to provide valuable insights and information?✤ How might we capture, extract, glean what they know before they leave?✤ How might we use social technologies to bridge the gap between baby boomers and next generation leaders?✤ How might we leverage Gen X & Y’s comfort and mastery of technology and social media to bridge the information gap between both generations?
  47. 47. The Generation Gap
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