Generation Y and Generational Differences

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An overview of the differences between generations and the issues to be considered in managing Y Generation employees in particular

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  • This is food for thought for both the present and future Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Talent Strategy Workshop CIPD 17 November 2009 www.xancam.co.uk
  • Value hard work in themselves and others See careers as a vertical climb up the organisation Very much see themselves and other by their job and status Key concerns are financial independence and a secure retirement
  • Start to see a change from loyalty to organisation to loyalty to profession Lots of social, economical and family structure change to cope with Have had to convert to technology to survive
  • Prefer flexibility when it comes to where work/home starts and ends Technology naturals – its in their blood Adaptive learners Cope with large volumes of information but in ‘sound-bites’ Can get bored with routine
  • By the age of 38 is it expected that this generation will have worked in 10 different jobs Require access to credible mentors Demand motivational leadership within a reputable brand
  • Objective and Outputs; Facilitation;
  • Objective and Outputs; To consider if current succession planning thinking remains unchanged Facilitation; Are we likely to to sees a change that needs to be reflected in how we succession plan and develop future talent ?
  • Objective and Outputs; Bring to a conclusion on Facilitation; Review comments and ideas on the flip charts Identify further actions required
  • Generation Y and Generational Differences

    1. 1. Multigenerational Awareness – The Impact Now and in the Future Why generations matter. Roy Mark Total HRM 07736 631834
    2. 8. the job you are likely to be doing in ten years time may not exist yet
    3. 70. “ Each generation is a new people.” Alexis de Tocqueville 1805-1859 We have 3 generations working side by side and in the next 3 years will have 4; all responding differently to varying management and communication styles
    4. 71. ‘ Idealist’ ‘ Reactive’ ‘ Members’ ‘ Adaptive?’ ‘ Baby-Boomers’ 1943 – 63 Gen. X 1964 – 81 Gen. Y 1982 – 1996 ‘ Millennials’ 1997 – 2222?
    5. 72. Baby-Boomers (1943-1963)
    6. 73. Baby-Boomers (47-67 yr old) <ul><li>Ethos: hard work; loyalty; rewards </li></ul><ul><li>Organisational and careerist (ladder climbers). </li></ul><ul><li>Define themselves by work achievements and social status. </li></ul><ul><li>Often worked for only one or two employers in their lifetime </li></ul><ul><li>Was largest generation in history - 35% of workforce </li></ul><ul><li>Defined by post-war optimism and values </li></ul><ul><li>Family-orientated </li></ul><ul><li>Idealistic and altruistic. </li></ul><ul><li>Socially liberal; politically conservative. </li></ul><ul><li>Chief goal is now comfortable retirement </li></ul>
    7. 74. Generation X (1964-1981)
    8. 75. Generation X (29-46 yr old) <ul><li>Loyal (fixed) to a profession, but not necessarily to an employer. </li></ul><ul><li>Impacted by the decline of traditional industry </li></ul><ul><li>Blurring of traditional boundaries (class, economic mobility, etc). </li></ul><ul><li>Confident and independent, but concerned about work-life balance. </li></ul><ul><li>End of Cold-War certainties. </li></ul><ul><li>Lack of clarity – at home (M/F role), work and in the world. </li></ul><ul><li>Grew up during a time of strong political leadership. </li></ul><ul><li>Largest group now in the workforce. </li></ul><ul><li>‘ Digital Converts ’. </li></ul>
    9. 76. Generation Y (1982-1996)
    10. 77. Gen Y– characteristics (14–28 yr old) <ul><li>Connected …24/7 </li></ul><ul><li>Blurred home/work boundaries (known as ‘whole-you’ rather than ‘work-you’+’home-you’) </li></ul><ul><li>Self-confident </li></ul><ul><li>Optimistic </li></ul><ul><li>Independent(?) </li></ul><ul><li>Bored by routine </li></ul><ul><li>Do not define themselves by job or organisation but by their people network and lifestyle </li></ul><ul><li>Entrepreneurial </li></ul><ul><li>Goal oriented </li></ul><ul><li>‘ Digital Natives ’ </li></ul>
    11. 78. Gen. Y – Expectations and Aspirations <ul><li>Lots of Change, Challenge and Choice (work and play) </li></ul><ul><li>Not committed to one organisation or necessarily one career </li></ul><ul><li>Need a sense of purpose and meaning </li></ul><ul><li>Access to mentors and other company champions </li></ul><ul><li>Need to feel they can influence earnings </li></ul><ul><li>Open social networks that embrace open / honest communication </li></ul><ul><li>Solutions are often technology based </li></ul><ul><li>Flexibility </li></ul><ul><li>Motivational leadership </li></ul><ul><li>Career ‘brands’ which offer creative/visionary future </li></ul><ul><li>Casual employee/manager relationship (see managers as peers not superiors) </li></ul><ul><li>Coaching and mentoring (often) </li></ul><ul><li>Require frequent feedback </li></ul><ul><li>Opportunities for learning and developing </li></ul><ul><li>Interesting work </li></ul><ul><li>On-going development and support </li></ul><ul><li>Facilitated and experiential learning </li></ul><ul><li>Face-face learning rather than e-Learning (??) </li></ul>
    12. 79. USA Dept Employment estimate that today's students will have 10-14 jobs by the age of 38 Succession planning usually assumes a single employer!
    13. 80. The top 10 in-demand jobs in 2010……… … . did not exist in 2004!
    14. 81. Young Engineers View on Future Service
    15. 82. SOURCE: Bibb, S., Walker, S., James, J. (2008). Do our primary learning methods fit ?
    16. 83. Succession Planning Considerations <ul><li>Generation ‘X’ </li></ul><ul><li>Looking for a plan </li></ul><ul><li>Looking for a path </li></ul><ul><li>Looking for career direction </li></ul><ul><li>Succession planning focused on; </li></ul><ul><ul><li>Identifying talent </li></ul></ul><ul><ul><li>Replicating proven competence sets </li></ul></ul><ul><ul><li>Operating within a relatively stable business environment </li></ul></ul><ul><ul><li>Identifying and developing talent from a retained and available talent pool </li></ul></ul><ul><li>Generation ‘Y’ </li></ul><ul><li>Give me a reason to stay (return) </li></ul><ul><li>Give me options and alternatives </li></ul><ul><li>Give me control of my career </li></ul><ul><li>Succession planning will need to; </li></ul><ul><ul><li>Address a constantly and rapidly changing business and technical environment, with increased global competition </li></ul></ul><ul><ul><li>An adaptive competency framework (what worked in the past may not in the future?) </li></ul></ul><ul><ul><li>A demanding and more mobile workforce </li></ul></ul>
    17. 84. Questions? <ul><li>How do we identify career paths for jobs that may not exist in 10 years or without knowing what they may be replaced by ? </li></ul><ul><li>How do we ensure the Talent management process blends the needs of the ‘Y’ generations values with BAE’s needs, and ‘X’ Generation managers? </li></ul><ul><li>Do we need to do anything different - yet? </li></ul>
    18. 85. Falling Desire for Jobs with Greater Responsibility Source: Generation & Gender in the Workplace , An Issue Brief by Families and Work Institute 1992 2002
    19. 86. Lower Alignment with the Organization Source: The New Employee/Employer Equation , The Concours Group and Age Wave, 2004
    20. 87. In 2000, A Fairly “Young” World . . . Source: U.S. Census Bureau Percent of Population Age 60+ in 2000 Under 5% 5% to 12.4% 12.5% to 20% Above 20%
    21. 88. . . . Rapidly Aging by 2025 Source: U.S. Census Bureau Percent of Population Age 60+ in 2025 Under 5% 5% to 12.4% 12.5% to 20% Above 20%
    22. 89. UK Changing Workforce Patterns <ul><li>Age Profile </li></ul><ul><li>Fewer younger workers entering work </li></ul><ul><li>Declining mid-career workers </li></ul><ul><li>Rapid growth in over 55’s </li></ul><ul><li>Contributory Factors (affecting skills retention) </li></ul><ul><li>A more mobile Generation Y population </li></ul><ul><li>Generation X early retirement aspiration </li></ul><ul><li>Decline of single employer/location roles </li></ul><ul><li>End of final salary pensions and benefits </li></ul><ul><li>Continuous job content re-invention </li></ul>
    23. 90. Shifting the Old Work/Life Paradigm . . . Education Work Leisure Age Source: Demography is De$tiny , The Concours Group and Age Wave, 2003 0 10 20 30 40 50 60 70 80
    24. 91. . . . To a “Cyclic” Life Paradigm Education Work Leisure Source: Demography is De$tiny, The Concours Group and Age Wave, 2003 0 10 20 30 40 50 60 70 Age 80
    25. 92. . . . Evolving to a “Blended Lifestyle” Education Work Leisure Source: Demography is De$tiny, The Concours Group and Age Wave, 2003 0 10 20 30 40 50 60 70 Age 80
    26. 93. Cutting Back Has New Meaning: Cyclic Work The most popular pattern for working after “retirement” is not part-time, but moving back and forth between periods of working and not working. Source: The New Employee/Employer Equation , The Concours Group and Age Wave, 2004

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