Managing Different Generations


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How HR Managers can effectively manage different generations in the workforce.

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Managing Different Generations

  1. 1. Managing Different Generations Presentation By: Marc Belaiche President - November 13th, 2008
  2. 2. Presentation Overview <ul><li>General Overview </li></ul><ul><li>Generation Characteristics </li></ul><ul><ul><li>Veterans </li></ul></ul><ul><ul><li>Baby Boomers </li></ul></ul><ul><ul><li>Generation X </li></ul></ul><ul><ul><li>Generation Y (Nexters) </li></ul></ul><ul><li>Managerial Styles </li></ul><ul><ul><li>Veterans </li></ul></ul><ul><ul><li>Baby Boomers </li></ul></ul><ul><ul><li>Generation X </li></ul></ul><ul><ul><li>Generation Y (Nexters) </li></ul></ul><ul><li>Examples of Generational GAPS </li></ul><ul><li>Ways to Bridge the Gap </li></ul><ul><li>Key Differences </li></ul><ul><li>Conclusion </li></ul><ul><li>About </li></ul>Page #1
  3. 3. General Overview <ul><li>This is the first time in Canadian history that we have had four different generations working side-by-side in the workplace. </li></ul><ul><li>In order to understand what a manager in this type of situation must do to keep communication and working relationships flowing smoothly, let’s take a closer look at these four generations and learn the differences in work ethics, styles, values, etc… </li></ul>Page #2
  4. 4. Generational Characteristics - Veterans <ul><li>GENERAL </li></ul><ul><li>Born between 1922-1943 </li></ul><ul><li>Disciplined </li></ul><ul><li>Respect for authority </li></ul><ul><li>Places a strong emphasis on teamwork </li></ul><ul><li>Prefers face-to-face interaction </li></ul><ul><li>AT WORK </li></ul><ul><li>Thrives on hard work </li></ul><ul><li>Puts duty and responsibility before fun </li></ul><ul><li>Follows the “rules” </li></ul><ul><li>Looks at work as an obligation </li></ul><ul><li>Leads with a “command and control” style. </li></ul><ul><li>Communicates best formally. eg. A Memo – tries to find ways to avoid technology </li></ul><ul><li>Feedback/Reward: Satisfied with job well done </li></ul>Page #3
  5. 5. Generational Characteristics - Baby Boomers <ul><li>GENERAL </li></ul><ul><li>Born between 1943-1960 </li></ul><ul><li>Born during or after WW2 in an era of extreme optimism, opportunity, and progress </li></ul><ul><li>Grew up in a two parent household </li></ul><ul><li>Prefers face-to-face communication. </li></ul><ul><li>Values teamwork over individual achievement </li></ul><ul><li>AT WORK </li></ul><ul><li>Workaholics </li></ul><ul><li>Gets personal fulfillment from work </li></ul><ul><li>Loves to have meetings </li></ul><ul><li>Pays great attention to quality </li></ul><ul><li>Leadership style is collegial </li></ul><ul><li>Communicates best in person </li></ul><ul><li>Feedback/Reward: Money / Title recognition </li></ul><ul><li>Does not balance work and family well. “Works to live” </li></ul>Page #4
  6. 6. Generational Characteristics - Generation X <ul><li>GENERAL </li></ul><ul><li>Born between 1960 – 1980 </li></ul><ul><li>Born after Baby Boomers into a rapidly changing social climate and economic recession </li></ul><ul><li>Both parents work, rising divorce rates and downsizing </li></ul><ul><li>Emergence of high-tech and info age </li></ul><ul><li>AT WORK </li></ul><ul><li>Can be very independent </li></ul><ul><li>Wants fast/immediate feedback </li></ul><ul><li>Likes structure and direction </li></ul><ul><li>Looks at work as being a difficult challenge </li></ul><ul><li>Leadership: Equal, challenges others, asks questions </li></ul><ul><li>Has an entrepreneurial attitude </li></ul><ul><li>Communicates directly </li></ul><ul><li>Doesn’t like to follow the rules </li></ul><ul><li>Balances family and work </li></ul><ul><li>Finds ways to use technology to get things done faster </li></ul>Page #5
  7. 7. Generational Characteristics - Generation Y <ul><li>GENERAL </li></ul><ul><li>Born between 1980-2000 </li></ul><ul><li>Born of the Baby Boomers and early Gen X’ers </li></ul><ul><li>Part of our current high-tech, neo-optimistic times </li></ul><ul><li>Most technologically proficient </li></ul><ul><li>Fast learners </li></ul><ul><li>Tend to be impatient </li></ul><ul><li>Very social, confident, and realistic </li></ul><ul><li>AT WORK </li></ul><ul><li>Excellent at multi-tasking </li></ul><ul><li>Very entrepreneurial </li></ul><ul><li>Goal oriented </li></ul><ul><li>Looks at work as “a means to an end” </li></ul><ul><li>Uncommitted to jobs/careers </li></ul><ul><li>Likes to participate rather then lead </li></ul><ul><li>Communicates best by email / voicemail </li></ul><ul><li>Balances family and work </li></ul><ul><li>Works only the required hours and little more </li></ul>Page #6
  8. 8. Now that you’ve been introduced to the four different generations, you can see why conflict at work is more likely to arise then not. These differences can affect everything including, but not limited to, recruiting, team building, dealing with change, motivating, managing and maintaining and increasing productivity. So how does a manager deal with all these various generational styles, values etc…? Let’s take a closer look! Page #7
  9. 9. Managerial Styles - The Veteran <ul><li>Most exiting the workforce – important to study to understand preceding generations </li></ul><ul><li>MANAGERIAL STYLE </li></ul><ul><li>Used to rules </li></ul><ul><li>Direct management style </li></ul><ul><li>Effective Management </li></ul><ul><ul><li>“ Your experience is respected” </li></ul></ul><ul><ul><li>“ It’s valuable to hear what </li></ul></ul><ul><ul><li> has worked in the past” </li></ul></ul><ul><li>Have a lot to offer an organization </li></ul><ul><li>Experienced </li></ul><ul><li>Problem Solvers </li></ul>Page #8
  10. 10. Managerial Styles - The Baby Boomer <ul><li>The Baby Boomers make up the largest segment of the four generations . The Baby Boomers have also been in the workforce for many years and have a lot to offer future generations. </li></ul><ul><li>MANAGERIAL STYLE </li></ul><ul><li>This group loves tangible recognition </li></ul><ul><ul><li>Plaques </li></ul></ul><ul><ul><li>Certificates </li></ul></ul><ul><li>Effective Management </li></ul><ul><ul><li>“ You are valuable, worthy” </li></ul></ul><ul><ul><li>“ Your contribution is unique and </li></ul></ul><ul><ul><li> important” </li></ul></ul><ul><li>Have a lot to offer an organization </li></ul><ul><li>Experienced </li></ul>Page #9
  11. 11. Managerial Styles- Gen X’ers <ul><li>Gen X’ers benefit by messages like &quot;Let's explore some options outside of the box&quot; or &quot;Your technical expertise is a big asset.&quot; </li></ul><ul><li>MANAGERIAL STYLE </li></ul><ul><li>To effectively manage –get to the point </li></ul><ul><li>Use email, give them space and lighten up </li></ul><ul><li>Bring a lot to the organization </li></ul><ul><li>Don’t expect them to work overtime </li></ul><ul><li>Don’t expect employer loyalty </li></ul><ul><li>Don’t see a problem changing jobs </li></ul><ul><li>Value a healthy work-life balance </li></ul>Page #10
  12. 12. Managerial Styles - GENERATION Y (NEXTERS) <ul><li>Generation Y, also known as the “Nexters,” are the newest generation to enter the work force. This group favors the assistance of technology when completing most tasks. </li></ul><ul><li>MANAGERIAL STYLE </li></ul><ul><li>Challenge this group – welcome responsibility </li></ul><ul><li>Enjoy rewards for their accomplishments </li></ul><ul><li>Effective Management </li></ul><ul><ul><li>“ You will be collaborating with other bright, </li></ul></ul><ul><ul><li> creative people” </li></ul></ul><ul><ul><li>“ You have really rescued this situation </li></ul></ul><ul><ul><li> with your commitment” </li></ul></ul><ul><li>Prefer collaborative, team efforts with projects </li></ul>Page #11
  13. 13. Veterans, Baby Boomers, Gen X’ers, and Generation Y (Nexters) all bring a unique perspective to the work place. Managers, make yourselves aware of all four generations and what each group can offer. You will find that some groups work better together then others. Use this to your advantage! The more you know the smoother business runs. Page #12
  14. 14. Key Differences <ul><li>Fun, Informality </li></ul><ul><li>Realism, Confidence </li></ul><ul><li>Like fun, social environments </li></ul><ul><li>Respect for authority </li></ul><ul><li>Likes involvement </li></ul><ul><li>Very optimistic </li></ul>Core Values <ul><li>Email, Internet communication </li></ul><ul><li>“ Call me only at work” attitude </li></ul><ul><li>Cell Phones </li></ul><ul><li>Personal touch (speaking face-to-face) </li></ul><ul><li>“ Call me anytime” attitude </li></ul><ul><li>Writing memos/faxing </li></ul>Communication <ul><li>Looking for a 9-5 position </li></ul><ul><li>Refuses to work overtime with no pay </li></ul><ul><li>Likes to have fun in the workplace </li></ul><ul><li>Will work until completion of a project </li></ul><ul><li>Come to work to strictly work </li></ul>Workplace Characteristics <ul><li>Typically don’t stay in a position for long </li></ul><ul><li>Training within the workplace is important </li></ul><ul><li>A means to an end - fulfillment </li></ul><ul><li>Dedicated to their organization </li></ul><ul><li>Looking for long-term employment </li></ul><ul><li>Work is an obligation </li></ul>Steady Employment <ul><li>Looking for extensive benefits </li></ul><ul><li>Looking to earn based on their wants </li></ul><ul><li>Expect a higher starting salary </li></ul><ul><li>Looking to earn what a company can afford </li></ul><ul><li>Enough to pay bills/support their family </li></ul><ul><li>Willing to prove themselves and than move up the pay scale </li></ul>Compensation YOUNGER GENERATION (Generation X & Y) OLDER GENERATION (Veterans, Baby Boomers) Page #13
  15. 15. Key Differences Cont’d… <ul><li>Entrepreneurial </li></ul><ul><li>Likes group participation </li></ul><ul><li>Social group work setting </li></ul><ul><li>Individual </li></ul><ul><li>Team Player </li></ul><ul><li>Loves to have meetings </li></ul>Interactive Style <ul><li>What’s next attitude </li></ul><ul><li>Great multi-taskers </li></ul><ul><li>Goal Oriented </li></ul><ul><li>Want structure and direction </li></ul><ul><li>Hard Workers </li></ul><ul><li>Respect Authority </li></ul><ul><li>Work before fun </li></ul><ul><li>Follow the rules of the organization </li></ul>Work Ethic <ul><li>Need constructive feedback </li></ul><ul><li>Don’t like micro-management </li></ul><ul><li>Freedom is their best reward </li></ul><ul><li>Enjoy public recognition for their work </li></ul><ul><li>Like reward for long hours put in </li></ul><ul><li>No news is good news </li></ul>Management YOUNGER GENERATION (Generation X & Y) OLDER GENERATION (Veterans, Baby Boomers) Page #14
  16. 16. Example #1 - Generational GAPS <ul><li>Phillip, age 34 works in IT for a local organization. Recently, Phillip has been promoted to IT Manager and has many “Baby Boomers” working under him. The employees within the organization are resentful having a Generation X’er as their manager given their experience. Phillip has many ideas (technology advances) to increase company productivity but doesn’t think the current staff has the experience. </li></ul><ul><li>CURRENT ISSUES: Lack of Communication, Lack of Understanding, Potential Loss of Great Talent. </li></ul><ul><li>HOW DO WE SOLVE THIS ISSUE? THOUGHTS? </li></ul>Page #15
  17. 17. Example #2 - Generational GAPS <ul><li>Susan, age 24 works for a magazine publication in Graphic Design. Susan finds that the office is quite noisy for her thought process and wants to work from home when she is trying to meet major deadlines. She confronts her boss, Annie, age 51, if she can work from home a couple half days a week. Annie doesn’t think this is even up for discussion as how would she keep track of Susan’s work? After telling Susan, Susan gives her 2 weeks notice. </li></ul><ul><li>CURRENT ISSUES: Employee resentment, lack of communication, different thought levels </li></ul><ul><li>HOW DO WE SOLVE THIS ISSUE? THOUGHTS? </li></ul>Page #16
  18. 18. Ways to Bridge the Gap <ul><li>Good communication skills – open door policy </li></ul><ul><li>Being aware of the differences </li></ul><ul><li>Having employees learn about differences </li></ul><ul><li>Understanding triggers within each generation </li></ul><ul><li>Having communication strategies in place </li></ul>Page #17
  19. 19. Ways to Bridge the Gap Cont’d… <ul><li>Encourage one-on-one building through mentoring </li></ul><ul><li>Find opportunities for employees to share their values and needs </li></ul><ul><li>Fine-Tune compensation packages to let people choose their rewards – be flexible </li></ul><ul><li>Create individual development plans so each employee can see how they fit/develop – provide ongoing feedback </li></ul>Page #18
  20. 20. How is your Organization Currently Filling the GAP? Examples/Thoughts? Page #19
  21. 21. Page #20
  22. 22. Conclusion <ul><li>Studying the different generational traits and managerial characteristics will assist you in managing the generations more effectively </li></ul><ul><li>Using one management style on all generations will backfire </li></ul><ul><li>It’s important to acknowledge the generation gaps within your office and communicate solutions for these gaps. </li></ul>Page #21
  23. 23. ABOUT TORONTOJOBS.CA <ul><li>The only recruitment source in Canada offering all 4 avenues of sourcing candidates including: </li></ul><ul><li>Online Job Board: post your position online for 30 days or search through our massive resume database – receiving over 6 million hits and over 150,000 visitors monthly </li></ul><ul><li>Employment Newspaper: a local publication jam-packed with jobs, training opportunities, career fairs and more. Distributed at over 500 locations monthly. </li></ul><ul><li>Full Service Recruitment Division: we concentrate on getting top candidates. Candidates have been interviewed by our highly experienced Recruiting Managers for skills, personality fit and career aspirations. We do temporary, part-time and full time permanent staffing. </li></ul><ul><li>Data Mining: this service includes posting your positions on a number of websites, applications are screened by a representative and a simple pre-screen/phone interview of the candidate is provided. This service is charged by the hour. </li></ul>Page #22
  24. 24. Questions? Thank – You for your Participation Marc Belaiche – President, [email_address] (905) 556-JOBS (5627)