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HUMAN	
  RESOURCES	
  

	
  
Building	
  a	
  Strong
	
  
	
  Mul/genera/onal	
  Workplace
	
  
	
  
Eddy	
  M.	
  Jolicoe...
What	
  is	
  this	
  all	
  about?
	
  
For	
  the	
  first	
  4me	
  ever	
  we	
  have	
  3	
  different	
  
genera4ons	
...
What	
  is	
  this	
  all	
  about?
	
  
!  Each	
  of	
  these	
  genera4ons	
  have	
  been	
  impacted	
  by	
  
variou...
Looks	
  familiar?
	
  
Different	
  PercepCons
	
  
Percep4ons	
  frequently	
  have	
  genera4onal	
  issues	
  as	
  
their	
  cause	
  
! 
! 
!...
The	
  Challenge
	
  

	
  
	
  "Managing	
  mul4genera4onal	
  workforces	
  is	
  an	
  art	
  
in	
  itself.	
  Young	
...
A	
  New	
  GeneraCon	
  Gap
	
  

	
  
“The	
  term	
  Genera4on	
  Gap	
  was	
  used	
  mostly	
  to	
  
describe	
  co...
What	
  about	
  us?
	
  

Baby	
  
Boomers	
  
12%	
  
Millenials	
  
52%	
  
Gen	
  X	
  
36%	
  

THE	
  MCB	
  WORKFOR...
They’re	
  HEEERRE!!	
  
The	
  Business	
  Case…	
  
Recruitment/Compe44on	
  for	
  talent	
  
Reten4on	
  
Reward	
  
Produc4vity	
  and	
  busi...
Benefits	
  of	
  the	
  MulCgeneraConal	
  Team	
  
!  Can	
  aVract/retain	
  talented	
  people	
  of	
  all	
  ages,	
 ...
What	
  Shaped	
  You?
	
  
! 
! 
! 
! 
! 
! 
! 

Na4onal	
  Events	
  
Music	
  
Technology	
  
Values	
  
Rela4onships	
...
Pickings	
  from	
  the	
  focus	
  group
	
  
!  14%	
  of	
  the	
  Boomers	
  agreed	
  that	
  a	
  person	
  should	
...
Characteristics

Baby Boomers
Born 1946-1964

Generation X
Born 1965-1980

Millennials
Born 1981-1996

Age Span

50 to 65 ...
Baby	
  Boomers’	
  	
  generaCon
	
  
Baby	
  Boomers 	
  
!  The	
  “Me”	
  genera4on	
  
!  More	
  hours	
  equals	
  beVer	
  performance;	
  now	
  
regret...
Managing	
  the	
  Baby	
  Boomers
	
  

!  Help	
  them	
  explore	
  their	
  next	
  set	
  of	
  workplace	
  
op4ons,...
GeneraCon	
  X
	
  
GeneraCon	
  X
	
  
!  The	
  next	
  genera4on	
  of	
  leaders	
  
!  The	
  most	
  well	
  educated	
  genera4on	
  
!...
Managing	
  GeneraCon	
  X
	
  
!  Talk	
  to	
  them	
  about	
  their	
  reputa4on,	
  not	
  just	
  job	
  
tasks;	
  ...
Millenials
	
  
Millennials 	
  
!  Value	
  independence	
  but	
  need	
  some	
  supervision	
  	
  
!  Look	
  for	
  new	
  challenge...
Managing	
  the	
  Millennials
	
  
!  Demonstrate	
  the	
  stability	
  and	
  long-­‐term	
  value	
  of	
  
your	
  or...
Summary	
  of	
  Work	
  CharacterisCcs
	
  
The	
  differences	
  exist	
  so....
	
  

	
  
DEAL	
  WITH	
  THEM!
	
  
	
  
3	
  Strategies	
  to	
  Manage	
  by:
	
  

1)  Communica4on	
  
2)  Delega4on	
  
3)  The	
  Giq	
  of	
  Feedback	
  
	...
CommunicaCon
	
  
•  What	
  do	
  your	
  employees	
  want	
  from	
  a	
  work	
  environment?	
  
–  Forget	
  exit	
 ...
DelegaCon
	
  
!  Boomers	
  want	
  teamwork,	
  Xers	
  want	
  independence,	
  
Millennials	
  want	
  more	
  respons...
The	
  Gi]	
  of	
  Feedback
	
  
Keys	
  to	
  providing	
  effecCve	
  feedback:	
  
	
  

• 

Immediate	
  feedback	
  –...
Keys	
  to	
  Providing	
  EffecCve	
  Feedback:
	
  
	
  
	
  
• 

Spend	
  Cme	
  with	
  your	
  employees	
  to	
  disc...
STAR	
  Model	
  for	
  Giving	
  Feedback
	
  
•  S	
  	
  	
  SituaCon	
  –	
  describe	
  the	
  SITUATION	
  where	
  ...
DON’T	
  FORGET	
  TO	
  GIVE	
  
POSITIVE	
  FEEDBACK
	
  
What’s	
  Next?
	
  
•  Digital	
  Na4ves	
  (born	
  1996	
  or	
  aqer)	
  enter	
  the	
  scene	
  star4ng	
  in	
  
20...
Thank	
  You!
	
  
Ques4ons?
	
  
Sources	
  and	
  references
	
  
•  Harvard	
  Business	
  School	
  "Working	
  Knowledge“	
  newsleVer,	
  April	
  200...
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Building a Strong Multigenerational Workplace

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For the first time ever we have 3 different generations in our workforce working together side-by-side: Baby Boomers, Generation X and Millennials (Gen Y).

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Building a Strong Multigenerational Workplace

  1. 1. HUMAN  RESOURCES     Building  a  Strong    Mul/genera/onal  Workplace     Eddy  M.  Jolicoeur   HRDC    -­‐  Let’s  Talk  HR   21st  February  2013    
  2. 2. What  is  this  all  about?   For  the  first  4me  ever  we  have  3  different   genera4ons  in  our  workforce  working   together  side-­‐by-­‐side:       !  Baby  Boomers  (born  1946-­‐1964)   !  Genera4on  X  (born  1965-­‐1980)   !  Millennials  (Gen  Y)  (born  1981  to  1995)    
  3. 3. What  is  this  all  about?   !  Each  of  these  genera4ons  have  been  impacted  by   various  events  that  shape  who  they  are  and  how   they  work   !  We  need  to  understand  what  mo4vates  the   various  genera4ons  and  how  we  can  work   together   !  Stereotypical  experiences  and  percep4ons  of  each   genera4on  help  us  to  understand  perspec4ves  
  4. 4. Looks  familiar?  
  5. 5. Different  PercepCons   Percep4ons  frequently  have  genera4onal  issues  as   their  cause   !  !  !  !  !  “He  is  not  commiVed  to  his  job”   “She  has  a  poor  work  ethic”   “He  does  not  respect  experience”   “I  can’t  believe  the  way  she  dresses”   “Who  cares  that  we  have  always  done  it  that  way,  with   technology  we  can  do  it  beVer  this  way”  
  6. 6. The  Challenge      "Managing  mul4genera4onal  workforces  is  an  art   in  itself.  Young  workers  want  to  make  a  quick   impact,  the  middle  genera4on  needs  to  believe  in   the  mission,  and  older  employees  don't  like   ambivalence.  Your  move."              Harvard  Business  School  "Working  Knowledge“  newsleVer,  April  2006:  "Can   you  manage  different  generaCons?"  
  7. 7. A  New  GeneraCon  Gap     “The  term  Genera4on  Gap  was  used  mostly  to   describe  conflicts  between  parents  and  children.   Today,  the  “Gap”  has  more  of  a  presence  in  the   workplace,  where  employees  from  different   genera4ons  are  finding  it  difficult  to  work  side   by  side  because  their  experiences,  goals  and   expecta4ons  are  different”.                GOVEXEC.com    
  8. 8. What  about  us?   Baby   Boomers   12%   Millenials   52%   Gen  X   36%   THE  MCB  WORKFORCE  
  9. 9. They’re  HEEERRE!!  
  10. 10. The  Business  Case…   Recruitment/Compe44on  for  talent   Reten4on   Reward   Produc4vity  and  business  results  linked     to  work  environment   !  Employee  Sa4sfac4on   !  Customer  Sa4sfac4on/Customers  from  all   genera4ons   !  !  !  ! 
  11. 11. Benefits  of  the  MulCgeneraConal  Team   !  Can  aVract/retain  talented  people  of  all  ages,  more   inclusive   !  More  flexible   !  Can  gain/maintain  greater  market  share  because  reflect   mul4genera4onal  market   !  Decisions  are  stronger,  more  broad-­‐based  with  mul4ple   perspec4ves   !  More  innova4ve  and  crea4ve   !  Can  meet  needs  of  diverse  public  and  can  relate  more   effec4vely   11   SummitQues4ons@valueop4ons.com  
  12. 12. What  Shaped  You?   !  !  !  !  !  !  !  Na4onal  Events   Music   Technology   Values   Rela4onships   Parental  Expecta4ons   Other?  
  13. 13. Pickings  from  the  focus  group   !  14%  of  the  Boomers  agreed  that  a  person  should  build   their  career  with  one  employer,  compared  to  11%  of  Xers   !  When  asked  “Which  genera4on  is  the  best  at  finding   work-­‐life  balance?”,  all  genera4ons  picked  Millennials   !  Millennials  indicated  that  flexible  workplace  and   opportunity  for  promo4on  were  more  important  than   salary                      
  14. 14. Characteristics Baby Boomers Born 1946-1964 Generation X Born 1965-1980 Millennials Born 1981-1996 Age Span 50 to 65 years old 34 to 49 years old 19 to 33 years old Traits Idealistic Break the rules Time stressed Politically correct Pragmatic Self-sufficient Skeptical Flexible Media/Info/Tech savvy Entrepreneurial Confident Well-educated Self-sufficient Tolerant Team builders Socially/politically conscious Defining Events Vietnam War/Cold War Mai 1968 Independence Liberal subjects Recession Free education Computers in schools Globalisation Terrorism Corporate scandals China To Them Work Is An exciting adventure A difficult challenge To make a difference Work Ethic Driven Balanced Eager but anxious Employment Goals Second career Work/life balance Unrealistic Education Birthright Way to get to an end A given Communication Telephone Email IM/Text messaging Time at Work is defined Visibility Why does it matter if I get it done today? Is it 5 PM? I have a life…TGIF Need most in the workplace Recognition! ‘Stop ignoring me!’ More information ‘Nobody tells me anything!” Praise and fun; or is that fun and praise?
  15. 15. Baby  Boomers’    generaCon  
  16. 16. Baby  Boomers   !  The  “Me”  genera4on   !  More  hours  equals  beVer  performance;  now   regret   !  They  are  the  managers  who  are  running  our   organiza4ons  today     !  Career  oriented   !  “Love  the  good  life”   !  Love  job  performance  feedback  
  17. 17. Managing  the  Baby  Boomers   !  Help  them  explore  their  next  set  of  workplace   op4ons,  and  demonstrate  how  your  organiza4on   can  con4nue  to  use  their  talents   !  Walk  the  talk  on  work-­‐life  balance  by  redesigning   their  jobs  to  accommodate  mul4ple  life  demands   !  Encourage  them  to  enrich  their  present  job  and   grow  in  place  if  they  need  to  slow  their  career   pace  
  18. 18. GeneraCon  X  
  19. 19. GeneraCon  X   !  The  next  genera4on  of  leaders   !  The  most  well  educated  genera4on   !  Goal-­‐oriented   !  Free  Agents  vs.  Company  Loyalists   !  Thrive  on  independence   !  Want  to  be  challenged   !  Led  dot.com  boom  
  20. 20. Managing  GeneraCon  X   !  Talk  to  them  about  their  reputa4on,  not  just  job   tasks;  they  want  your  candid  perspec4ve  and   feedback  (Trust)   !  Acknowledge  their  ability  to  work  independently   and  encourage  them  to  leverage  their   entrepreneurial  abili4es   !  Help  them  get  the  most  out  of  every  job  posi4on   by  discussing  what  the  job  can  do  for  them  and   what  they  can  learn  from  it  
  21. 21. Millenials  
  22. 22. Millennials   !  Value  independence  but  need  some  supervision     !  Look  for  new  challenges   !  Challenge  the  status  quo   !  Want  the  job  of  their  dreams  not  a  good  job   !  Want  the  opportunity  to  make  an  impact     !  Fear  boredom  more  than  anything  else  
  23. 23. Managing  the  Millennials   !  Demonstrate  the  stability  and  long-­‐term  value  of   your  organiza4on,  and  also  show  how  your   organiza4on  is  flexible  and  filled  with  learning   opportuni4es  for  them   !  Provide  work  schedules  that  help  them  build  careers   and  families  at  the  same  4me   !  Make  groups  and  teams  part  of  their  job  
  24. 24. Summary  of  Work  CharacterisCcs  
  25. 25. The  differences  exist  so....     DEAL  WITH  THEM!    
  26. 26. 3  Strategies  to  Manage  by:   1)  Communica4on   2)  Delega4on   3)  The  Giq  of  Feedback    
  27. 27. CommunicaCon   •  What  do  your  employees  want  from  a  work  environment?   –  Forget  exit  surveys;  why  do  people  stay?   –  What  do  you  want  from  your  work  environment?     •  Talk  about  peoples’  differences  amongst  your  team     •  Develop  an  ac4on  plan  specific  to  your  team     •  Talk  about  conflict  –  do  not  brush  it  under  the  carpet    
  28. 28. DelegaCon   !  Boomers  want  teamwork,  Xers  want  independence,   Millennials  want  more  responsibility     !  Delega4on  can  be  the  answer  to  everyone’s  needs   !  Prepare  Xers  for  the  next  role,  challenge  Millennials,  give   Boomers  some  much  needed  balance   !  Requires  accountability  and  feedback       P.S.  Forget  how  long  it  took  you  to  reach  the  point  where  things  were  delegated   to  you…those  days  are  gone!!  
  29. 29. The  Gi]  of  Feedback   Keys  to  providing  effecCve  feedback:     •  Immediate  feedback  –  to  recognize  good  performance,  and   address  performance  issues  as  they  arise   •  PosiCve  and  construcCve  feedback  –  direct,  non-­‐judgmental,   ethical  and  based  on  values  governing  the  policy   •  Specific  feedback  –  the  feedback  should  pinpoint  targeted   strengths  and  areas  for  improvement     •    Give  feedback  OFTEN  –  keeps  employee  on  course,  prevents   work  from  going  “off  track”  for  long  periods  of  4me,  and   reduces  the  s4gma  of  giving  feedback  
  30. 30. Keys  to  Providing  EffecCve  Feedback:       •  Spend  Cme  with  your  employees  to  discuss  the  work  and   see  how  they  are  doing   •  Explain  how  the  employee’s  work  contributes  to  the  big   picture   •  Delegate  based  on  employee  workload  and  capabiliCes   •  Show  your  commitment  to  their  objec4ves  by  providing   needed  support  and  direc4on    
  31. 31. STAR  Model  for  Giving  Feedback   •  S      SituaCon  –  describe  the  SITUATION  where  the  behaviour  occurred   •  T      Task  –  describe  the  TASK  the  employee  performed   •  A      AcCon  –  describe  the  ACTION  the  employee  chose  in  this  situa4on   •  R      Result  –  describe  the  outcome  that  occurred  as  a  RESULT  of  the   ac4on   If  it  is  construc/ve  feedback  add  an  addi/onal  AR:   •  A      AlternaCve  AcCon  -­‐  suggest  an  ALTERNATIVE  ACTION  the   employee  could  have  chosen  in  this  situa4on   •  R      AlternaCve  Result  -­‐  describe  the  likely  outcome  that  would  have   occurred  as  an  ALETERNATE  RESULT  of  the  alternate  ac4on  
  32. 32. DON’T  FORGET  TO  GIVE   POSITIVE  FEEDBACK  
  33. 33. What’s  Next?   •  Digital  Na4ves  (born  1996  or  aqer)  enter  the  scene  star4ng  in   2014:   –  More  ‘knowledgeable’  about  technology  than  instructors   have  been   –  Technology  is  how  they  connect  with  their  friends,   perform  research,  and  feel  at  home     –  When  combined,  Millennials  &  Digital  Na4ves  out  number   Baby  Boomers   –  Mul4-­‐tasking  isn’t  a  concept  –  it  is  the  only  way!  
  34. 34. Thank  You!   Ques4ons?  
  35. 35. Sources  and  references   •  Harvard  Business  School  "Working  Knowledge“  newsleVer,  April  2006:   "Can  you  manage  different  generaCons?    hVp://www.hbswk.hbs.edu/archive/5297.html   •  The  Economist  “Winning  the  genera4on  game”  September  2013    hVp://www.economist.com/   •  McGee  Jr.,  Paul  E.  “A  New  Genera4on  at  Work:  Y  and  How  to  Manage  It.”   The  Washington  Business  Journal.  May  10,  2004.   hVp://www.washingtonbizjornals.com/   •  Valueop4ons.com”  Understanding  and  managing  different  genera4ons”    hVp://www.valueop4ons.com/    

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