Workplace Evolution
Sherri Petro, VPI Strategies
Emily Davis, EDA Consulting LLC

Workplace Evolution - Leveraging Every
G...
Welcome and Introductions
 What is Workplace Evolution?
 Sherri Petro, VPI Strategies
 Emily Davis, EDA Consulting LLC
...
Outcomes
 Define the generational mix
 Identify leadership gaps
 Address issues that will affect recruitment and

reten...
What is the generational mix?
 Traditionalists

 Generation X

 Born 1925-45

 Born 1965-80

 64-84 years

 29-44 ye...
National Landscape 2006
6.5%
22.5%

Traditionalists
Baby Boomers
41%

Generation X
Generation Y

30%

Workplace Evolution ...
Why leverage generational knowledge?





Attracting and retaining talent is a big concern
More employees going out th...
Defining the Leadership Gap
 The period of time when executive Boomers are

preparing to leave their leadership roles to ...
Leadership Gap – Crisis or Opportunity?
According to a 2004 Annie E. Casey Foundation
survey, “more than 2,200 nonprofit o...
How has this affected your org?
 Work ethic

 Work priorities

 Time sensitivities

 Company loyalty

 Different

 M...
Traditionalist Work Style







Respect for authority
Loyal
Command and control
Can be tough for them to use their ...
Baby Boomer Work Style
 All about respect
 Self-improvement
 Strong work ethic
 Desire flexibility

 Optimistic and i...
Gen X Work Style
 Stay in a job for 3.5







years, 2 years in high
tech
Money-motivated
Like to solve their own
p...
Millennials Work Style






Digital natives
Menu-driven thinking
Work on their own terms
Think globally
Have positiv...
Motivations of Emerging Leaders
 Reasons for working for an NPO:











Enjoy giving back to the community ...
Where are we similar*?
 We receive great reward
 For the work we do
 From the people we work with
 And the belief that...
Generational Similarities
 We have
 A desire to learn
 A desire to be acknowledged
 A desire to be rewarded
 We want
...
Generational Similarities
 Harmony is preferred
 We want to be on the same wavelength
 We all need clear communication
...
Org Dynamics and Leadership
 Anticipate shifts in leadership styles along with
personal and professional boundaries from ...
Org Dynamics and Leadership






Set a foundation of trust and confidence.
Collaboration.
Identify and nurture more ...
Communication Mindset
 Commit to educating and leveraging generational

differences. Concentrate on similarities.
 Emplo...
Communication Tactics
 Conduct a temperature check survey on being
valued, trusted and respected
 Have informal & schedu...
Communication Technology
 Think wiki (open systems)
 Internal blog
 SharePoint
 Virtual candidate skill assessment tec...
Next steps
 Acknowledge each





generation’s value
Recruit more emerging
leaders into board roles
Promote work/life...
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Leveraging Every Generation for Your Bottom Line

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Presented in 2011 with VPI Strategies

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Leveraging Every Generation for Your Bottom Line

  1. 1. Workplace Evolution Sherri Petro, VPI Strategies Emily Davis, EDA Consulting LLC Workplace Evolution - Leveraging Every Generation
  2. 2. Welcome and Introductions  What is Workplace Evolution?  Sherri Petro, VPI Strategies  Emily Davis, EDA Consulting LLC Workplace Evolution - Leveraging Every Generation
  3. 3. Outcomes  Define the generational mix  Identify leadership gaps  Address issues that will affect recruitment and retention.  Provide creative strategies and solutions for leveraging every generation for your organization’s mission or bottom line Workplace Evolution - Leveraging Every Generation
  4. 4. What is the generational mix?  Traditionalists  Generation X  Born 1925-45  Born 1965-80  64-84 years  29-44 years  Baby Boomers  Generation Y  Born 1946-64  Born 1981-?  45-63 years  18-28 years Workplace Evolution - Leveraging Every Generation
  5. 5. National Landscape 2006 6.5% 22.5% Traditionalists Baby Boomers 41% Generation X Generation Y 30% Workplace Evolution - Leveraging Every Generation
  6. 6. Why leverage generational knowledge?     Attracting and retaining talent is a big concern More employees going out than coming in Workers are changing jobs frequently Productivity decreases and turnover costs increase when workers change jobs  Performance problems are more about relationships than skills or motivations  You already have answers to your issues Workplace Evolution - Leveraging Every Generation
  7. 7. Defining the Leadership Gap  The period of time when executive Boomers are preparing to leave their leadership roles to when new leadership is installed.  Describes not only temporal gaps, but perceptual gaps in what well-qualified leaders look like.  The lack of communication, preparation, and support available among multiple generations of leaders. Workplace Evolution - Leveraging Every Generation
  8. 8. Leadership Gap – Crisis or Opportunity? According to a 2004 Annie E. Casey Foundation survey, “more than 2,200 nonprofit organizations found that 65 percent of respondents expected to go through a leadership transition by 2009, while just 57 percent had experienced a transition during the past 10 years (2005, p.2).” Workplace Evolution - Leveraging Every Generation
  9. 9. How has this affected your org?  Work ethic  Work priorities  Time sensitivities  Company loyalty  Different  Meeting management communication vehicles  Retention  Subscription to technology  Change  Level of respect  Entitlement  Training Workplace Evolution - Leveraging Every Generation
  10. 10. Traditionalist Work Style       Respect for authority Loyal Command and control Can be tough for them to use their own judgment Why customize? Believe in the value of work more than finding personal meaning  Separation of work and home  Acknowledged for what they know as well as what they don’t Workplace Evolution - Leveraging Every Generation
  11. 11. Baby Boomer Work Style  All about respect  Self-improvement  Strong work ethic  Desire flexibility  Optimistic and idealistic  Struggle with work/life balance  Into symbols of recognition as rewards Workplace Evolution - Leveraging Every Generation
  12. 12. Gen X Work Style  Stay in a job for 3.5      years, 2 years in high tech Money-motivated Like to solve their own problems Multi-taskers Fiercely independent Direct communicators versus reading in between the lines  Job movement  Want to be valued       immediately for their skills Informal Results-oriented Quick study Sound byte processing Work solo and yet on teams Need for external recognition as reward Workplace Evolution - Leveraging Every Generation
  13. 13. Millennials Work Style      Digital natives Menu-driven thinking Work on their own terms Think globally Have positive expectations  Want customization  Desire interactivity  Express to express -- not impress      Multi-taskers Desire mutual respect Ready for collaboration Are looking for a cause Want to make a difference  Celebrate diversity  Acknowledgement for being here  Looking for an experience Workplace Evolution - Leveraging Every Generation
  14. 14. Motivations of Emerging Leaders  Reasons for working for an NPO:           Enjoy giving back to the community - 82% Personal sense of satisfaction - 81.5%) Positive work environment - 58.3% Professional challenges - 57.2% Co-workers - 56% Working with clients: 42.7% Encouraging and supportive leadership: 40% Professional development opportunities: 37% Other: 3.4% Financial compensation: 2.8% Workplace Evolution - Leveraging Every Generation
  15. 15. Where are we similar*?  We receive great reward  For the work we do  From the people we work with  And the belief that we are contributing to society and our current jobs  We receive great satisfaction from our accomplishments at work *CCL Emerging Leaders Research by Ross DePinto, 2003 Workplace Evolution - Leveraging Every Generation
  16. 16. Generational Similarities  We have  A desire to learn  A desire to be acknowledged  A desire to be rewarded  We want  To be trusted, valued and respected  To succeed Workplace Evolution - Leveraging Every Generation
  17. 17. Generational Similarities  Harmony is preferred  We want to be on the same wavelength  We all need clear communication  People do not like to operate out of fear  Everyone likes to have fun Workplace Evolution - Leveraging Every Generation
  18. 18. Org Dynamics and Leadership  Anticipate shifts in leadership styles along with personal and professional boundaries from young nonprofit professionals which may require more flexibility than in the past;  “…valuing new ideas...by setting aside biases borne of [Boomers’] early movement experience and by nurturing young leadership with contemporary and critically needed perspectives both within and outside of their organizations (Kunreuther, 2005).” Workplace Evolution - Leveraging Every Generation
  19. 19. Org Dynamics and Leadership      Set a foundation of trust and confidence. Collaboration. Identify and nurture more leaders of color. Examine current organizational structures. Consider the benefits and limitations of any new management and leadership style and  Be willing to take calculated risks.  Process for communication. Workplace Evolution - Leveraging Every Generation
  20. 20. Communication Mindset  Commit to educating and leveraging generational differences. Concentrate on similarities.  Employ a student and teacher mindset  Enlarge ideas instead of taking sides  Dialogue vs. debate Workplace Evolution - Leveraging Every Generation
  21. 21. Communication Tactics  Conduct a temperature check survey on being valued, trusted and respected  Have informal & scheduled times to brainstorm, update and coach  Create healthy conflict resolution guidelines  Honor energy, intuition and instincts  Delegate well  Define the objective  Agree that getting to the objective is the most important and not necessarily HOW – unless unethical Workplace Evolution - Leveraging Every Generation
  22. 22. Communication Technology  Think wiki (open systems)  Internal blog  SharePoint  Virtual candidate skill assessment techniques  Facebook – social utility  LinkedIn Workplace Evolution - Leveraging Every Generation
  23. 23. Next steps  Acknowledge each     generation’s value Recruit more emerging leaders into board roles Promote work/life balance Create internships/mentorships Invest in professional development  Consider succession     planning Plan for retirement Make it possible to hand over leadership Create opportunities to share information cross generationally Learn communication strategies Workplace Evolution - Leveraging Every Generation

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