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How to Manage the Multigenerational Workforce

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For the time in history, 5 generations will be working together under one roof. Here's how to manage them.

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How to Manage the Multigenerational Workforce

  1. 1. MANAGING THE MULTIGENERATIONAL WORKFORCE
  2. 2. According to the Harvard Business Review, this decade brings with it the first time in history that
  3. 3. According to the Harvard Business Review, this decade brings with it the first time in history that 5 DIFFERENT GENERATIONS WOULD START WORKING TOGETHER, SIDE-BY-SIDE.
  4. 4. According to the Harvard Business Review, this decade brings with it the first time in history that 5 DIFFERENT GENERATIONS WOULD START WORKING TOGETHER, SIDE-BY-SIDE. The Traditionalists Baby boomers Gen X The Millenials Gen 2020
  5. 5. HERE ARE A FEW TIPS TO NAVIGATE THIS COMPLEX LEADERSHIP CHALLENGE
  6. 6. THE TRADITIONALISTS (Born before 1946) WHO ARE THEY?
  7. 7. THE TRADITIONALISTS (Born before 1946) WHO ARE THEY? • Grew up in tough economic times, followed by prosperity
  8. 8. THE TRADITIONALISTS (Born before 1946) WHO ARE THEY? • Grew up in tough economic times, followed by prosperity • Value authority, tradition, and contributing to the common good
  9. 9. THE TRADITIONALISTS (Born before 1946) WHO ARE THEY? • Grew up in tough economic times, followed by prosperity • Value authority, tradition, and contributing to the common good • Loyal employees with strong work ethic
  10. 10. THE TRADITIONALISTS • Show respect for their point of view when managing change or ambiguity DO’S:
  11. 11. THE TRADITIONALISTS • Show respect for their point of view when managing change or ambiguity • Offer subtle, personal recognition for a job well-done DO’S:
  12. 12. THE TRADITIONALISTS • Show respect for their point of view when managing change or ambiguity • Offer subtle, personal recognition for a job well-done • Lean on their experience and facilitate opportunities for mentorship DO’S:
  13. 13. THE TRADITIONALISTS • Show respect for their point of view when managing change or ambiguity • Offer subtle, personal recognition for a job well-done • Lean on their experience and facilitate opportunities for mentorship DO’S: DON’TS:
  14. 14. THE TRADITIONALISTS • Show respect for their point of view when managing change or ambiguity • Offer subtle, personal recognition for a job well-done • Lean on their experience and facilitate opportunities for mentorship • Show a lack of respect for the “chain of command” or hierarchy in your organisation DO’S: DON’TS:
  15. 15. THE TRADITIONALISTS • Show respect for their point of view when managing change or ambiguity • Offer subtle, personal recognition for a job well-done • Lean on their experience and facilitate opportunities for mentorship • Show a lack of respect for the “chain of command” or hierarchy in your organisation • Leave room for ambiguity when communicating what needs to be done DO’S: DON’TS:
  16. 16. THE TRADITIONALISTS • Show respect for their point of view when managing change or ambiguity • Offer subtle, personal recognition for a job well-done • Lean on their experience and facilitate opportunities for mentorship • Show a lack of respect for the “chain of command” or hierarchy in your organisation • Leave room for ambiguity when communicating what needs to be done • Fail to establish the procedures and processes that help create a stable consistent working environment DO’S: DON’TS:
  17. 17. It’s important to be aware of generational tension among colleagues. It’s your job to help your employees recognise that they each have distinct sets of skills and different things they bring to the table. – JEANNE C. MEISTER: COAUTHOR, THE 2020 WORKPLACE.
  18. 18. BABY BOOMERS (Born between 1946 and 1964) WHO ARE THEY?
  19. 19. BABY BOOMERS (Born between 1946 and 1964) WHO ARE THEY? • Highest divorce rate in history
  20. 20. BABY BOOMERS (Born between 1946 and 1964) WHO ARE THEY? • Highest divorce rate in history • Value equal rights, teamwork, and personal growth
  21. 21. BABY BOOMERS (Born between 1946 and 1964) WHO ARE THEY? • Highest divorce rate in history • Value equal rights, teamwork, and personal growth •Highly driven and most likely to work overtime
  22. 22. • Communicate the bigger picture to show them why their work matters DO’S: BABY BOOMERS
  23. 23. • Communicate the bigger picture to show them why their work matters • Offer them opportunities to take the lead on high-value projects with diverse teams DO’S: BABY BOOMERS
  24. 24. • Communicate the bigger picture to show them why their work matters • Offer them opportunities to take the lead on high-value projects with diverse teams • Offer them tangible, visual recognition in the form of awards or certificates DO’S: BABY BOOMERS
  25. 25. • Communicate the bigger picture to show them why their work matters • Offer them opportunities to take the lead on high-value projects with diverse teams • Offer them tangible, visual recognition in the form of awards or certificates DO’S: DON’TS: BABY BOOMERS
  26. 26. • Communicate the bigger picture to show them why their work matters • Offer them opportunities to take the lead on high-value projects with diverse teams • Offer them tangible, visual recognition in the form of awards or certificates • Be closed off to their attempt to challenge the status quo DO’S: DON’TS: BABY BOOMERS
  27. 27. • Communicate the bigger picture to show them why their work matters • Offer them opportunities to take the lead on high-value projects with diverse teams • Offer them tangible, visual recognition in the form of awards or certificates • Be closed off to their attempt to challenge the status quo • Make them feel like there’s no room for growth - whether it be a promotion or taking on more responsibility DO’S: DON’TS: BABY BOOMERS
  28. 28. • Communicate the bigger picture to show them why their work matters • Offer them opportunities to take the lead on high-value projects with diverse teams • Offer them tangible, visual recognition in the form of awards or certificates • Be closed off to their attempt to challenge the status quo • Make them feel like there’s no room for growth - whether it be a promotion or taking on more responsibility • Forget to earn their buy-in to the bigger picture, as well as your company’s vision, mission, and broader strategy DO’S: DON’TS: BABY BOOMERS
  29. 29. Managing multigenerational workforces is an art in itself. Young workers want to make a quick impact, the middle generation needs to believe in the mission, and older employees don’t like ambivalence. – HARVARD BUSINESS SCHOOL
  30. 30. GEN X (Born between 1965 and 1976) WHO ARE THEY?
  31. 31. GEN X (Born between 1965 and 1976) WHO ARE THEY? • First generation not likely to be as financially secure as their parents were
  32. 32. GEN X (Born between 1965 and 1976) WHO ARE THEY? • First generation not likely to be as financially secure as their parents were • Value independence, work-life balance and education
  33. 33. GEN X (Born between 1965 and 1976) WHO ARE THEY? • First generation not likely to be as financially secure as their parents were • Value independence, work-life balance and education • Entrepreneurial spirits who believe in working smarter, not harder
  34. 34. • Give them time to pursue outside interests and be more than their job description DO’S: GEN X
  35. 35. • Give them time to pursue outside interests and be more than their job description • Create a casual work environment, or schedule bi-weekly inspiration sessions DO’S: GEN X
  36. 36. • Give them time to pursue outside interests and be more than their job description • Create a casual work environment, or schedule bi-weekly inspiration sessions • Reward them with time off or allow them to work remotely every now and then DO’S: GEN X
  37. 37. • Give them time to pursue outside interests and be more than their job description • Create a casual work environment, or schedule bi-weekly inspiration sessions • Reward them with time off or allow them to work remotely every now and then DO’S: DON’TS: GEN X
  38. 38. • Give them time to pursue outside interests and be more than their job description • Create a casual work environment, or schedule bi-weekly inspiration sessions • Reward them with time off or allow them to work remotely every now and then • Enforce a rigid work schedule or routine DO’S: DON’TS: GEN X
  39. 39. • Give them time to pursue outside interests and be more than their job description • Create a casual work environment, or schedule bi-weekly inspiration sessions • Reward them with time off or allow them to work remotely every now and then • Enforce a rigid work schedule or routine • Fail to address signs of disengagement early on - they will leave if not stimulated DO’S: DON’TS: GEN X
  40. 40. • Give them time to pursue outside interests and be more than their job description • Create a casual work environment, or schedule bi-weekly inspiration sessions • Reward them with time off or allow them to work remotely every now and then • Enforce a rigid work schedule or routine • Fail to address signs of disengagement early on - they will leave if not stimulated • Micromanage or over-supervise DO’S: DON’TS: GEN X
  41. 41. Millennials are driving a fundamental change in the way we think about corporate culture and what we see as the potential for impact in the social sector by both companies and employees. – JEAN CASE
  42. 42. 6 THE MILLENNIALS (Born between 1977 and 1997) WHO ARE THEY?
  43. 43. 6 THE MILLENNIALS (Born between 1977 and 1997) WHO ARE THEY? • Grew up in the digital age, typically as children of divorce
  44. 44. 6 THE MILLENNIALS (Born between 1977 and 1997) WHO ARE THEY? • Grew up in the digital age, typically as children of divorce • Value idealism, fun, and competition
  45. 45. 6 THE MILLENNIALS (Born between 1977 and 1997) WHO ARE THEY? • Grew up in the digital age, typically as children of divorce • Value idealism, fun, and competition • Tenacious and ambitious but not necessarily focused workers
  46. 46. THE MILLENNIALS • Surround them with bright, creative future-oriented thinkers DO’S:
  47. 47. THE MILLENNIALS • Surround them with bright, creative future-oriented thinkers • Provide them with opportunities to work on varied projects that develop transferable skills DO’S:
  48. 48. THE MILLENNIALS • Surround them with bright, creative future-oriented thinkers • Provide them with opportunities to work on varied projects that develop transferable skills • Reward them with time off and the opportunity to work flexi-time DO’S:
  49. 49. THE MILLENNIALS • Surround them with bright, creative future-oriented thinkers • Provide them with opportunities to work on varied projects that develop transferable skills • Reward them with time off and the opportunity to work flexi-time DO’S: DON’TS:
  50. 50. THE MILLENNIALS • Surround them with bright, creative future-oriented thinkers • Provide them with opportunities to work on varied projects that develop transferable skills • Reward them with time off and the opportunity to work flexi-time • Remind them of any form of hierarchy or inflexibility in team structure DO’S: DON’TS:
  51. 51. THE MILLENNIALS • Surround them with bright, creative future-oriented thinkers • Provide them with opportunities to work on varied projects that develop transferable skills • Reward them with time off and the opportunity to work flexi-time • Remind them of any form of hierarchy or inflexibility in team structure • Starve them of opportunities to study part-time, or get involved in corporate social initiatives DO’S: DON’TS:
  52. 52. THE MILLENNIALS • Surround them with bright, creative future-oriented thinkers • Provide them with opportunities to work on varied projects that develop transferable skills • Reward them with time off and the opportunity to work flexi-time • Remind them of any form of hierarchy or inflexibility in team structure • Starve them of opportunities to study part-time, or get involved in corporate social initiatives • Be hesitant to let them take the lead on projects in teams sooner, rather than later DO’S: DON’TS:
  53. 53. GEN 2020 (Born after 1997) WHO ARE THEY?
  54. 54. GEN 2020 (Born after 1997) WHO ARE THEY? • Entire lives have been spent online, they’re more socially aware than all generations before them
  55. 55. GEN 2020 (Born after 1997) WHO ARE THEY? • Entire lives have been spent online, they’re more socially aware than all generations before them • Value peer-to-peer recommendations, collaboration, and making a meaningful impact on the world
  56. 56. GEN 2020 (Born after 1997) WHO ARE THEY? • Entire lives have been spent online, they’re more socially aware than all generations before them • Value peer-to-peer recommendations, collaboration, and making a meaningful impact on the world • Likely to make cautious and considered career decisions, with low levels of organisational loyalty
  57. 57. DID YOU KNOW? Generation 2020 are also called “Generation C”. • always connected
  58. 58. DID YOU KNOW? Generation 2020 are also called “Generation C”. • always connected • always communicating
  59. 59. DID YOU KNOW? Generation 2020 are also called “Generation C”. • always connected • always communicating • content-centric
  60. 60. DID YOU KNOW? Generation 2020 are also called “Generation C”. • always connected • always communicating • content-centric • computerised
  61. 61. DID YOU KNOW? Generation 2020 are also called “Generation C”. • always connected • always communicating • content-centric • computerised • community-oriented
  62. 62. DID YOU KNOW? Generation 2020 are also called “Generation C”. • always connected • always communicating • content-centric • computerised • community-oriented • always clicking
  63. 63. BY 2020, GENERATION C WILL MAKE UP 40% OF THE POPULATION IN THE U.S., EUROPE, AND OTHER BRIC COUNTRIES, AND 10% IN THE REST OF THE WORLD.
  64. 64. GEN 2020 • Bring them in on solving complex, meaningful problems DO’S:
  65. 65. GEN 2020 • Bring them in on solving complex, meaningful problems • Tread carefully in conflict situations: they’re unlikely to enjoy confrontation DO’S:
  66. 66. GEN 2020 • Bring them in on solving complex, meaningful problems • Tread carefully in conflict situations: they’re unlikely to enjoy confrontation • Reward by giving them opportunities to make their voice heard, and providing them with the tools they need to turn their ideas into action DO’S:
  67. 67. GEN 2020 • Bring them in on solving complex, meaningful problems • Tread carefully in conflict situations: they’re unlikely to enjoy confrontation • Reward by giving them opportunities to make their voice heard, and providing them with the tools they need to turn their ideas into action DO’S: DON’TS:
  68. 68. GEN 2020 • Bring them in on solving complex, meaningful problems • Tread carefully in conflict situations: they’re unlikely to enjoy confrontation • Reward by giving them opportunities to make their voice heard, and providing them with the tools they need to turn their ideas into action • Expect them to make decisions as quickly as generations before them DO’S: DON’TS:
  69. 69. GEN 2020 • Bring them in on solving complex, meaningful problems • Tread carefully in conflict situations: they’re unlikely to enjoy confrontation • Reward by giving them opportunities to make their voice heard, and providing them with the tools they need to turn their ideas into action • Expect them to make decisions as quickly as generations before them • Badmouth your company or colleagues around them - they will convey their feelings to their peers DO’S: DON’TS:
  70. 70. GEN 2020 • Bring them in on solving complex, meaningful problems • Tread carefully in conflict situations: they’re unlikely to enjoy confrontation • Reward by giving them opportunities to make their voice heard, and providing them with the tools they need to turn their ideas into action • Expect them to make decisions as quickly as generations before them • Badmouth your company or colleagues around them - they will convey their feelings to their peers • Engage them in more than 20% menial work - these employees will need to be cognitively stimulated 80% of the time DO’S: DON’TS:
  71. 71. THE TOP 4 THINGS TO REMEMBER WHEN MANAGING THE MULTIGENERATIONAL WORKFORCE:
  72. 72. THE TOP 4 THINGS TO REMEMBER WHEN MANAGING THE MULTIGENERATIONAL WORKFORCE: Understand their differences and use their strengths to your advantage Adapt training and development to different styles of learning Tap into their knowledge and expertise Focus on collaboration
  73. 73. New talent needs to respect and assimilate, while established talent needs to adjust and remain flexible. Companies should challenge their employees to rise above generational differences, think outside their comfort zone and tackle problems together. – RICH MILGRAM, CEO OF CAREER NETWORK BEYOND.COM
  74. 74. ARE YOU READY TO LEAD A MULTIGENERATIONAL WORKFORCE?
  75. 75. ARE YOU READY TO LEAD A MULTIGENERATIONAL WORKFORCE? TO LEAD, YOU NEED TO LEARN.
  76. 76. BROWSE OUR SHORT COURSE PORTFOLIO TO LEARN MORE. GETSMARTER.CO.ZA
  77. 77. improving lives through better education getsmarter.co.za

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