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March 10 09 Presentation Odn 1

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This slide show looks at the basics of issues relating to the four generations in the current workforce.

This slide show looks at the basics of issues relating to the four generations in the current workforce.

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March 10 09 Presentation   Odn   1 March 10 09 Presentation Odn 1 Presentation Transcript

  • Tonight’s Presentation: Generations in the Workplace
    • Presenters
    • Frank Fletcher
    • David Cooke
    • Topics
    • Generations differences – A workplace issue
    • Workplace cohorts
    • Six emerging trends
    • Some initial findings
    • Case study and discussion
  • Never before has the American workforce been made up of employees from four distinct generations
    • Silent Generation – 8.5%
    • Baby Boomers – 39.6%
    • Generation X – 37.6%
    • Generation Y – 14.4%
  • Generations Defined
    • A generation has traditionally been defined as “the average interval of time between the birth of parents and the birth of their offspring." This makes a generation around 30 years in length.
    • However, while this rule of thumb has served sociologists well in analyzing generations up to and including the Baby Boomers, it is less relevant for recent generations for two reasons.
    • (Strauss & Howe, 1991)
  • Generations Defined
      • First, because cohorts are changing so quickly in response to new technologies, changing career and study options, and because of shifting societal values, their characteristics can change in less than two decades.
      • Secondly, the time between birth of parents and birth of offspring has stretched out from two decades to more than three. (Strauss & Howe, 1991)
  • Impact in the workplace
    • Each of these generations came of age at a distinct moment in our history and the generational mindset of these employees extends to their view of work and management.
    • While generations can have overlapping or complementary attitudes this synergy can be a benefit for managers. Yet differences between generations in the workplace can negatively impact an organization and is an important but often overlooked factor of diversity in the workplace.
  • Morgan & Ribbens Generational Differences in the Workplace
    • The mind set created by a generation influences how a person views the world, which includes how the person is motivated and wants to be managed and the goal of managers should be to transform these differences into strengths for the organization.
  • SHRM Study (2004)
    • 40% of HR professionals observed conflict among employees as a result of generational differences.
    • In organizations with 500 or more employees, 58% of HR professionals reported conflict between younger and older workers, largely due to differing perceptions of work ethic and work/life balance.
  • SHRM Study (2004)
    • Specifically:
    • 66% reported frequent (24%) and occasional (42%) conflicts regarding work hours between workers of different generations
    • 65% reported frequent (20%) and occasional (45%) employees feeling co-workers from other generations not respecting them .
  • SHRM Study (2004)
    • 76% reported frequent (19%) and occasional (57%) communication breakdowns between workers of different generations
    • 59% reported frequent (14%) and occasionally (45%) that employees stating that coworkers from other generations are over- or under reliant on technology
  • SHRM Study (2004)
    • 60% reported frequent (13%) and occasionally (45%) employees taking coworkers from other generations less seriously
    • 37% reported frequent (8%) and occasional (29%) resentment between workers of different generations
  • Morgan & Ribbens Generational Differences in the Workplace
    • Managers need to acknowledge that generations develop personas, attitudes, and beliefs similar to any other aspect of the diversity mix.
    • Strategic HR management is needed to leverage the unique contribution of each generation. Managers not only understand their associates framework but their on as well and how that impacts the relationship.
  • Workplace Cohorts Presented by David Cooke
  • Silent Generation Born: 1925–1942.
    • Key events:
    • Missed serving in World War II, but lived through it as children and adolescents who matured in the 1950s.
    • They came of age during the tension of the Cold War, experienced a long period of social stability and family unity, and then experienced significant disenchantment when the Vietnam War and the Watergate scandal challenged their core beliefs about authority.
    • Over 40 percent of the men in this generation served in the military, and they believe in top-down control and centralized decision making.
    • Critical technological change in their lives:
    • The spread of private automobile ownership, use of early office “machines,” massive industrialization.
  • SHRM Study found these top workplace traits from the Silent Generation
    • Most:
    • Plan to stay with the organization over the long term
    • Respectful of the organization hierarchy
    • Like structure
    • Accepting of authority figures in the workplace
    • Give maximum effort
    • Least:
    • Embrace diversity
    • Technologically savy
    • Like informality
  • Silent Generation Born: 1925–1942.
    • Key values
    • Loyalty, self-sacrifice, stoicism, faith in institutions, intense patriotism.
    • When working with this generation, focus on:
    • Tradition, loyalty to a key issue in their lives, value of joint work ethic.
  • Baby Boomers Born: 1943–1960.
    • Key events:
    • This generation (the largest in U.S. history) grew up in an era of huge social change, but in a wealthy nation, often overindulged by their parents.
    • Because of the Cold War, Boomers, until they were well into their adulthood, lived in a world that might be snuffed out in a day.
    • They were the first generation in nearly 200 years to rebel openly against their government, and nearly every social, scientific, and cultural institution underwent significant change during their adolescence .
    • Critical technological change in their lives:
    • Television. In 1952 there were 4 million privately owned televisions. By the turn of the next decade there were over 50 million.
  • SHRM Study found these top workplace traits from the Baby Boomers
    • Most:
    • Give maximum effort
    • Accepting of authority of figures in the workplace
    • Results driven
    • Plan to stay with the organization over the long term
    • Retain what they learn
    • Least:
    • Like informality
    • Respectful of organizational hierocracy
    • Need supervision
  • Baby Boomers (Boomers) Born: 1943–1960.
    • Key values: Sense of entitlement, optimism, cynicism about institutions, competition, focused on career, endless youth
    • When working with this generation, focus on: Their value to the team, your need for them, their ability to improve your services, that your workplace is young and “cool.” Publicly recognize them whenever possible. Tell them that they can help “change the world” by working with you
  • Generation X Born: 1961–1981.
    • Key events: This generation has always worked in the shadow of the Boomers, who in many cases held GenXers’ careers back because they filled up all the jobs and refused to retire. GenXers are interested in stability, but that does not translate into the idea of staying with one organization. GenXers are confident, but very focused on their career path, even early in employment.
    • Critical technological change in their lives : Rise of the personal computer, cable TV, and video games.
  • SHRM Study found these top workplace traits from Generation X
    • Most:
    • Technologically savvy
    • Like informality
    • Learn quickly
    • Seek work/life balance
    • Embrace diversity
    • Least:
    • Respectful of organizational hierarchy
    • Like structure
    • Plan to stay with the organization over the long term
  • Generation X Born: 1961–1981.
    • Key values: Independence, self-reliance, desire for stability, informality, fun.
    • When working with this generation, focus on: Their value to the work of the organization, the value of independent thinking, your organization’s focus on work-life balance.
  • Generation Y Born: 1982 - 2005
    • Key events: These children of Boomers are the first generation born into a true high-tech society, and they are hardwired to the Internet. They are civic minded, even more than their parents, and have a value structure that includes lifelong learning, and a work-life balance. More than any other generation in American history, they are wired for collaboration and for working in groups.
    • Critical technological change in their lives: The connection of the Internet to everything in their lives, with an added dose of the rapid pace of technological advances and innovation. They grew up, and remain, connected.
  • SHRM Study found these top workplace traits from Generation Y
    • Most:
    • Technologically savvy
    • Like informality
    • Embrace diversity
    • Learn quickly
    • Need supervision
    • Least:
    • Respectful of organizational hierarchy
    • Like structure
    • Plan to stay with the organization over the long term
  • Generation Y Born: 1982 - 2005
    • Key values: Work-life balance, confidence, social commitment, complete comfort with technology, networking, realism, well-informed, superb time managers.
  • Six emerging trends because of the cohorts According to Peter Brinckerhoff's research, we can expect six big trends to unfold over the next fifteen years.
  • Six Big Trends According to Peter Brinckerhoff's research, we can expect six big trends to unfold over the next fifteen years.
    • Financial stress. There’s likely to be a big squeeze coming. The impending retirement of the Boomers is going to stress the social safety net as never before.
    • Technological acceleration. The most important trend that’s resulted from technological change is the expectation that we are available and reachable twenty-four hours a day, seven days a week. Boomers may grow weary of this, especially as they age. But it is the air that many members of GenX and Gen@ breathe. The tension between expectations and capacity creates real problems among staff of varying technological proficiency, and with clients of diverse ages and expectations.
  • Six Big Trends
    • Diversity of population. The national trend—a much, much more diverse population. Population diversity is an issue for all nonprofits, not just those in urban areas, or on the coasts or the southern U.S. border. In addition to traditional concepts of racial diversity, self-identity, cultural competence, family traditions, and related cultural identifiers are all in flux.
    • Redefining the family. The definition of family is rapidly changing. This will have repercussions on health care benefits, social security, generational legacies, and in a dozen other areas, many of which we’re just discovering. It also impacts the kinds of family-friendly policies foundations, associations, and nonprofits set up to recruit and retain the staff they need.
  • Six Big Trends
    • MeBranding. Ultracustomization is the idea that we can segment markets down to the ultimate limit—the individual consumer. It is largely affecting the business market right now—but it will impact the expectations of staff, volunteers, boards, grantees, grantmakers, donors, clients, museum attendees, play goers, concertgoers, students, parents, and on and on. Nonprofits that figure out cost effective ways to attend to this trend—which can be very expensive—are going to accomplish their missions with greater ease than those who do not. They will thrive as others fold.
    • Work-life balance. Work-life balance is almost purely a generation issue. There’s a trend to rebalance lives and priorities. Highly trained women are dropping out of the career track to stay home and raise children—and more men are making the choice to be stay-at-home dads when their wives have higher earning potential. More people want to work from home, or even from remote locations, a trend that is enabled by technology.