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October 2008 - Synergizing The Generations Discussion

October 2008 - Synergizing The Generations Discussion



ctober 2008 HDI Motown Meeting by Brenda Iniguez from Frontrange Solutions.

ctober 2008 HDI Motown Meeting by Brenda Iniguez from Frontrange Solutions.



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    October 2008 - Synergizing The Generations Discussion October 2008 - Synergizing The Generations Discussion Presentation Transcript

    • Synergizing the Generations On your Support Teams Brenda Iniguez Americas ITSM Consulting Director FrontRange Solutions
    • Leadership Greats The moment you stop learning, you stop leading. Reportedly, - Rick Warren Reportedly, IBM’s Tom Watson was asked if he IBM’s Tom Watson was asked if he was going to fire an employee who was going to fire an employee who made a mistake that cost IBM made a mistake that cost IBM $600,000. $600,000. He said, “No, IIjust spent $600,000. He said, “No, just spent $600,000. training him. Why would IIwant training him. Why would want Failure somebody to hire his experience?” is the opportunity somebody to hire his experience?” to begin again, -- Tom Watson, IBM Tom Watson, IBM more intelligently. - Henry Ford
    • WORLD WAR II ages 74 + 1910-1934 SWING ages 63-73 1935-1945 BABY BOOMER ages 44-62 1946-1964 GENERATION X ages 30-43 1965-1978 GENERATION Y ages 14-29 1979-1994 •The new total represented an addition of 32.7 U.S. population of 285 million million Americans since the 1990 Census • largest increase ever between censuses. US Decennial Census 2000 •The 2000 Census recorded a population gain As of 12/02/07 US population = 303,504,371 in every state during the 1990s — the only decade in the 20th century with such growth.
    • U.S. Generational Distribution Swing WW II 11.5% 15.5% 32 million Children 44 million 7% 20 milion es abi Baby Boomer B 28% Gen X 79 million 14% Swing 39 million Gen Y 24% 67 million BABY BOOMER 28% 79 Million Ages 44-62 1946-1964 GENERATION Y 24% 67 Million Ages 14-29 1979-1994 WORLD WAR II 15.5% 44 Million Ages 74+ 1910-1934 GENERATION X 14% 39 Million Ages 30-43 1965-1978 SWING 11.5% 32 Million Ages 63-73 1935-1945 Babies/Children 7% 20 Million Ages 1-13 1995 -
    • Workplace Characteristics - Comparison Seniors Boomers Gen X Gen Y Service Oriented / Adaptable and Multi-Taskers and Job Strength: Stable Team Players Tech-Literate Tech-Savvy Outlook: Practical Optimistic Skeptical Hopeful Work Ethic: Dedicated Driven Balanced Determined View of Unimpressed and Respectful Love/Hate Polite Authority: not intimidated Leadership: by Hierarchy by Consensus by Competence by Pulling Together Personal Reluctant to Relationships: Personal Sacrifice Inclusive Gratification Commit Political Turnoffs: Vulgarity Cliché/Hype Promiscuity Incorrectness Ethnically Diversity: Integration Began Fully Integrated No Majority Race Segregated No news is good Once a year with Interrupts and asks Wants feedback at Feedback: news documentation how they are doing the push of a button Balance everyone Work/Life Wants balance Need flexibility to Need help shifting else and Balance: now balance activities themselves Source: Bank of America
    • Historical Events Senior Baby Boomer Gen X Gen Y Generation (WW II, Swing) Also Known As Forgotten MTV Generation Echo Boomers Generation Gen Next Silent Generation Millennium Generation Events Depression Vietnam War Fall of Berlin 9/11 Wall Cold War Civil Rights Afghanistan Iran-Contra War Korean War JFK/RFK shot Affair Iraq Red Scare Counterculture Gulf War (Operation Columbine H.S. Space Race Watergate Desert Storm) iPods Suburbs Disco AIDS YouTube TV invented Tape decks Cable Free market Electric VCRs economy washers/dryers Satellite PC Environmental Jet engines challenges CDs First generation on Internet
    • Generational Traits Senior Generation Baby Boomer Gen X Gen Y Value hard work Value hard work Work/life balance non- Expect to change jobs negotiable (do not want frequently; easily bored Willing to work for Prefer instant or more to be absent parents) delayed reward dramatic results/rewards Team/goal-oriented Independent and self- Often reserved Defined by their job reliant; open commum. Believe respect must be earned Loyal and expect it in Believe team approach is Team-oriented return critical to success Value fairness Not intimidated by Like disciplined Expect loyalty from authority Technically proficient procedures, lines of coworkers authority Do not like to be Busy, multi-taskers Success is largely visible micromanaged Duty, honor, country (trophies, plaques, Accustomed to getting lifestyle elements) Reject the work ethic of what they want Dedication, sacrifice baby boomers Believe in and evaluate Want attention Won’t fix what isn’t themselves and others Excel at finding cutting- broken Expect quick delivery, based on work ethic edge solutions results; Ambitious yet Excellent interpersonal Expressive Guard personal time appear aimless skills Independent Like modern technology Expect rapid ascent to Conformity, blending, and tools higher salaries unity Suspicious of baby Optimistic, charitable, act Patient boomer values with integrity Raised as parents’ Relate better to baby friends boomers than Gen X Cynical and pessimistic Admire values of Senior Generation Look for a person to Source: Bank of America invest loyalty, not a Search for job that company provides personal fulfillment
    • Gen Y: Key Value Expectations Flexibility: want to use technology to work from home or remotely, and flexibility in their hours while ensuring that all deadlines/expectations are met Contribution: want challenges, opportunities to add value, and responsibility of handling clients and all underwriting duties – Analysts: fast learners and multi-taskers with short attention spans who look for variety and challenge coupled with support, guidance, coaching Coaching/mentoring: want career mentoring/coaching, and a relationship with someone who cares about their career and is willing to invest the time to coach them; seek development discussions given their desire for variety in their careers and jobs Work/life balance: want the ability to have a life outside of work without having to forego advancement or recognition Technology: want to make use of the technology they already know, as well as adopt new technologies Feedback/recognition: want coaching and feedback, but also responsibility and accountability
    • Gen Y: Managing Expectations Won’t express ambition like those of previous generations; not hungry or ambitious for advancement if it comes at the expense of their personal lives and goals Expect more control, authority and discretion about how they spend their time at work Poised, self-assured and confident Expect praise, affirmation and promotions Will challenge old ideas and push new ideas; thrive on innovation Seek the wisdom of older, seasoned mentors as well as guidance from knowledgeable managers and coworkers Positions/titles carry little weight; rather, the person who has hands-on knowledge and can help them accomplish their goals wins their loyalty and admiration Grew up with access to information and technology; are comfortable with multiple points of view and many ways of doing things Don’t respond well to management by intimidation; taught from an early age to never let anyone treat them in a way that makes them uncomfortable Source: Bank of America
    • Questions to Consider How do you find and attract Gen Yrs? What are they looking for? Why should they sign on with your team or your company? Will they fit in with the baby boomers and Gen Xrs on your team? How can you help the different generations pull together? How do you retain your knowledge workers?
    • Leadership Retention Strategies Robert Half Technology survey – July 2007 ~ Telecommuting ~ CIO survey shows 44 percent of IT staff telecommute at a rate that is the same or higher than five years ago. Of firms that allow telecommuting, the top benefits were improved retention and morale through enhanced work/life balance (34%), and increased productivity due to reduced commute time (28%). Drawbacks of telecommuting included quality of work suffering due to less face-to-face contact with colleagues (44 percent).
    • Robert Half Technology CIO survey – March 2006 ~ Retention Strategies ~ CIOs were asked, “What steps, if any, is your firm taking to retain key IT talent?” Providing training or professional development 63% Offering flexible schedules 47% Increasing base compensation 41% Offering bonuses 31% Offering equity incentives 9% Other 4% None / No steps taken 23% Multiple responses were allowed; Over 1400 CIO responses received
    • Leadership Retention Strategies Why Succession Plan ? Leverages institutional knowledge Provides continuity of leadership and contingency planning Motivates staff What are the other benefits of management training? Sixty-three percent of CIOs polled by Robert Half Technology in March, 2006, said they’re providing professional development opportunities to retain their best people. • Employers seek strong communication and business skills in entry-level candidates, as well as those applying for mid- level and management positions, who can contribute to the organization’s success from the start.
    • Leadership Building Strategies Why are soft skills important? The workplace for IT professionals is increasingly team oriented. If you can't work well with others, your options can be limited. Because companies require IT staff to take a more strategic and collaborative approach than in the past, soft skills are playing a larger role in an IT candidate's marketability and are frequently a deciding factor when evaluating two individuals with otherwise equal qualifications.
    • Leadership Building Strategies What are some examples of soft-skills training programs? Enhancing business communication Time management Active listening Conflict resolution Business acumen Delegation Public speaking Managing direct reports Optimizing interpersonal meetings Budgeting Resource management
    • Leadership Greats I Idon’t know the key don’t know the key to success, but the to success, but the key to failure is key to failure is “Nothing great was ever achieved trying to please without enthusiasm” trying to please everybody.” everybody.” --Bill Cosby Bill Cosby - Ralph Waldo Emerson You can have brilliant ideas, A Ship in a harbor is safe but if you can’t get them across, … but that’s not what ships were built for. Your ideas won’t get you anywhere. - John Maxwell - Lee Iacocca
    • Industry Resources Industry Resources & Service Management Conferences – HDI Website www.thinkhdi.com Practices Survey Salary Survey Support World Magazine Focus Books 62 Local HDI Chapters in US/Canada HDI Service & Support Conference 04/06-09/2009 Las Vegas – PINK Elephant www.pinkelephant.com ITIL Training Largest IT Service Management Conference 02/22-25/2009 Las Vegas ITIL Reference resources – itSMF Website www.itsmfusa.org Annual itSMF Conference 09/08-10/2008 San Francisco (just held) 42 LIGs Local Interest Groups in US
    • FrontRange Service Management Services: “ Trusted Advisors: sharing intellectual capital and proven experience … to enable business solutions for our clients”
    • Detroit Motown HDI Local Chapter October 09, 2008 Brenda Iniguez Brendai@frontrange.com 510-262-9925 www.frontrange.com