Generational Issues

1,744 views

Published on

Generational issues in today\'s workplace

Published in: Technology, Business
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
1,744
On SlideShare
0
From Embeds
0
Number of Embeds
24
Actions
Shares
0
Downloads
1
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide
  • Generational Issues

    1. 1. General Issues In the workforce and HR’s role in managing them Presented by < Connie, Jeff, Sarbani, Jinman > Team Presentation, April. 7, 2008
    2. 2. Contents Aging Boomer Population and How HR practitioners can adapt to their unique needs 1 Hiring and Retaining Millennials 2 Facilitating Information-Sharing Among Generations 3 Generational Issues and Culture 4
    3. 3. Defining the Generations in the U.S. <ul><li>Born before 1945 “ Veteran Generation ” 48 </li></ul><ul><li>Between 1945 – 1964 “ Baby Boomers ” 78 </li></ul><ul><li>Between 1965 – 1980 “ Generation X ” 49 </li></ul><ul><li>After 1980 “ Generation Y ” 73.5 </li></ul><ul><li> or “ Millennials ” </li></ul>Millions
    4. 4. Impact of “ Boomers ” on the Workforce <ul><li>Labor Shortages: The Employment Policy Foundation projects shortage of 10 million workers by 2015, 35 million by 2030 </li></ul><ul><li>Leadership Vacuum and Knowledge Gap </li></ul><ul><li>Economic Burden of Retirees </li></ul>
    5. 5. Practices for Managing the “ Boomers ” <ul><li>Establishing a Motivational Culture for Boomers </li></ul><ul><li>Recruiting Baby Boomers </li></ul><ul><li>Career Management for an Older Workforce </li></ul><ul><li>Programs Addressing Work/Life Balance </li></ul><ul><li>Flexibility in Phasing Retirement </li></ul>
    6. 6. SC Johnson Number One for Workers Over 50 AARP commended SC Johnson for creating a workplace of excellence by offering a variety of exceptional benefits including compressed work schedules, paid sabbaticals, summer hours, and a December &quot;holiday shutdown.&quot;
    7. 7. FOR IMMEDIATE RELEASE January 17, 2008 PARTNERSHIP FOR PUBLIC SERVICE AND IBM TEAM TO STEER BABY BOOMERS TO MISSION CRITICAL GOVERNMENT JOBS
    8. 8. Who are the Millennials? <ul><li>Gen Y generally refers to those born after 1980 to </li></ul><ul><li>about 2000. </li></ul><ul><li>Also known as “Nexters, Millennials, </li></ul><ul><li>Generation Me, iGeneration” </li></ul><ul><li>Gen Y is the fastest-growing segment of the </li></ul><ul><li>workforce — growing from 14% of the workforce </li></ul><ul><li>to 21% over the past four years to nearly 32 million </li></ul><ul><li>workers. </li></ul>
    9. 9. Millennials are the biggest generation since the Baby Boomers.
    10. 10. Tips on Hiring Millennial s <ul><li>Relationship recruiting </li></ul><ul><li>Candidate experience </li></ul><ul><li>Offer </li></ul><ul><li>Employment branding </li></ul>
    11. 11. Tips on Retaining Millennials <ul><li>Onboarding </li></ul><ul><li>Mentoring </li></ul><ul><li>Feedback </li></ul><ul><li>Flexibility </li></ul><ul><li>Career-pathing </li></ul>
    12. 12. <ul><li>Promotes Technology </li></ul><ul><li>Flexible Work Schedule </li></ul><ul><li>Changes have trickled up through the company </li></ul>
    13. 13. Bridging the gap Bridging the gap between generations by sharing information is the most important function of talent management at this point. Or else it’s going to be a topsy-turvy situation, the workplace resembling a battle ground.
    14. 14. Statistics Generation Type Number in USA Workforce Seniors / Veterans 42 million Baby boomers 76 million Generation Xers, Twenty-somethings, Baby busters 54 million Millenials, Generation Y s Source: Remson, Triangle Consulting (2006) 75 million
    15. 15. Valuing Generational Differences Recognition Management Institute – Saunderson (2000) Strengths Problems Veterens Boomers Gen-Xers Millennials <ul><li>Loyal </li></ul><ul><li>Honors/Respects authority </li></ul><ul><li>Follows Orders </li></ul><ul><li>Formal </li></ul><ul><li>Rewards later </li></ul><ul><li>Practical </li></ul><ul><li>Sacrifice </li></ul><ul><li>Loyal </li></ul><ul><li>Optimistic </li></ul><ul><li>Responsible and Dedicated </li></ul><ul><li>Team player </li></ul><ul><li>Workaholic </li></ul><ul><li>Adaptable to change </li></ul><ul><li>Techno-literate </li></ul><ul><li>Self-starters </li></ul><ul><li>Global mindset </li></ul><ul><li>Informal </li></ul><ul><li>Goal-oriented </li></ul><ul><li>Techno-savvy </li></ul><ul><li>Collaboration and Achievement important </li></ul><ul><li>Optimistic </li></ul><ul><li>Moral mindset </li></ul><ul><li>Social activism </li></ul><ul><li>Prefers structure </li></ul><ul><li>Technology-challenged </li></ul><ul><li>Set in ways </li></ul><ul><li>Difficulty with change </li></ul><ul><li>Enjoys much recognition </li></ul><ul><li>Elder care absences </li></ul><ul><li>Self-gratification </li></ul><ul><li>Skeptical </li></ul><ul><li>Feel others owe them </li></ul><ul><li>Motivation </li></ul><ul><li>Child care absences </li></ul><ul><li>Requires supervision and </li></ul><ul><li>support </li></ul><ul><li>Sociable </li></ul>
    16. 16. Significant attitude gaps among employees by age (% of favorable responses) All 18-24 25-34 35-44 45-54 55-64 In my organization, employees are able to maintain healthy balance between their work and personal lives 47% 64% 48% 48% 43% 47% I am able to take time away from my job to participate in training 52% 67% 48% 53% 52% 50% My last performance review action was helpful in identifying actions I could take to improve my performance 55% 73% 60% 56% 51% 55% My manager does a good job of being available when needed 56% 75% 59% 61% 51% 49%
    17. 17. t
    18. 18. The business case for technology Benefits of technology 􀂃 consistency 􀂃 process efficiencies 􀂃 speed 􀂃 management information ? Could a diverse organisation of 77,000 employees deliver this strategy using paper processes Size and scale of organisation -administration effort needed to manage paper processes Implementation -Managing consistency of paper processes -Is it being done? -Timeliness of management information Strategic Management Information -Availability of key intelligence to drive business
    19. 19. Information sharing trends across generations <ul><li>Ways to remain connected </li></ul><ul><li>Trend 1: Continuous presence </li></ul><ul><li>Trend 2 :Multi-modal tasking </li></ul><ul><li>Trend 3 :Virtual Intimacy </li></ul><ul><li>Trend 4: Workflow learning </li></ul>
    20. 20. Introducing a new logo: Not Just Idle Chat: Instant Messaging - Its Presence as a Business tool
    21. 21. <ul><li>Recommendations </li></ul><ul><li>Management of technology gap through generation blend </li></ul><ul><li>Generational attitudes shape workers’ responses to </li></ul><ul><li>technologies in the workplace. </li></ul><ul><li>To avoid a generational clash and exploit the power of intergenerational collaboration and knowledge, every organization needs to think differently. </li></ul><ul><li>The baby-boomers should be willing to be trained to bridge the digital divide. They, in turn, should share their knowledge and expertise with the younger generation. </li></ul>
    22. 22. Start playing with gizmos NOW
    23. 23. Generational Issues and Culture -- General practices in Korea -- Case of Korean company -- Case of U.S. company
    24. 24. In an aging society, the employment rate of aging worker is higher than the entry level worker’s However, turnover rate of entry-level workers is increasing. Source : Korea National Statistical Office Source : Korea Labor Institute & recruiting company (Job Korea) In an aging society, the employment rate of aging worker is higher than the entry level worker’s However, turnover rate of entry-level workers is increasing. In an aging society, the employment rate of aging worker is higher than the entry level worker’s However, turnover rate of entry-level workers is increasing. General practice in Korea
    25. 25. <ul><li>When we see the situation specifically, </li></ul>Result of Top 855 company in 2006 <ul><li>In 2002 statistics, among 355 U.S. companies, turnover rate of entry level employees </li></ul><ul><li>is the highest. Turnover rate decreases with older generations. </li></ul>
    26. 26. ◈ Why is turnover of entry-level employees high ? <ul><li>Communication difficulty between generation </li></ul><ul><li>Interpersonal relationship </li></ul><ul><li>Cultural difference between generation </li></ul>Specifically, due to reasons above, around 70% of entry-level employees feel dissatisfied with their current job. Source : Career & Job Korea (recruitment website) in 2006
    27. 27. <ul><li>However, recently, many companies have been making efforts to </li></ul><ul><li>decrease the turnover rate of entry-level by implementing the following methods: </li></ul><ul><ul><li>Mentoring system, </li></ul></ul><ul><ul><li>Entry-level employee Caring Program, </li></ul></ul><ul><ul><li>Incubating course, </li></ul></ul><ul><ul><li>Direct-contact program with CEO, etc. </li></ul></ul>
    28. 28. Case in Korea ♣ Incubating Course ► one year (in basic) ► Hand-written mail from CEO to employee/ family ► Senior employee directly lead & coach on the detail of job ► Consult private difficulties like sibling or family ♣ Entry-level Employee Caring Program ► Opportunity to rotate through different job functions with mentor ► Sharing private difficulties with team members ► CEO sends hand-written mail & attends party with employees and their family LG Electronics Entry-level Employee Caring Program Mentoring System, etc. Doosan Heavy Industries & Construction Incubating course Mentoring System, etc.
    29. 29. Through these methods, companies are endeavoring to cut generation gap, to enhance communication among old & young employees, to decrease the drawbacks of interpersonal relationship, and to reduce cultural difference with old & young employees . In results, turnover rate of companies using these methods…
    30. 30. Case in USA ♣ Buddy program ► On-line & Off-line mentoring (On-line is more preferable) ► No limitation & boundary (e.g. mentor is in USA and mentee is in Korea) ♣ Reverse Mentoring Program ► A little bit difference with general mentoring planning ► Increase job-involvement & communication between generations (Synergy eff.) General Electric Reverse Mentoring Program Intel Buddy Program (mentoring planning) IBM Shadow Program (mentoring planning)
    31. 31. Sources <ul><li>1) SHRM - Workplace Visions/ Generational Differences: Myths and Realities </li></ul><ul><li>  </li></ul><ul><li>2) http://www.businessweek.com/careers/content/sep2007/ca20070913_426598.htm?chan=careers_special+report+--+best+places+to+launch+a+career_best+places+to+launch+a+career </li></ul><ul><li>  </li></ul><ul><li>3) http://www.businessweek.com/managing/content/sep2007/ca20070918_595361.htm?chan=careers_special+report+--+best+places+to+launch+a+career_best+places+to+launch+a+career </li></ul><ul><li>  </li></ul><ul><li>4) http://www.usatoday.com/money/workplace/2005-11-06-gen-y_x.htm </li></ul><ul><li>  </li></ul><ul><li>5) http://www.time.com/time/magazine/article/0,9171,1640395,00.html </li></ul><ul><li>  </li></ul><ul><li>6) http://www.markerconsulting.com/articles/103/2/Attracting-and-Retaining-Gen-quotYquot---the-Millennials/Page2.html </li></ul><ul><li>  </li></ul><ul><li>7) http://www.youtube.com/watch?v=Kv52oVIcUKk -- clip from CBS “60 Minutes” </li></ul><ul><li>8) http://www.hreonline.com/HRE/story.jsp?storyId=84159035 </li></ul><ul><li>9) Gayeski, D. (2005). Managing learning and communication systems as business assets. Upper </li></ul><ul><li>Saddle River, NJ: Pearson/Prentice-Hall. </li></ul><ul><li>10) http://www.wiley.com/WileyCDA/WileyTitle/productCd-0470193964.html </li></ul><ul><li>11) </li></ul>

    ×