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Multigenerational Awareness – The Impact Now and in the Future Why generations matter. Roy Mark Total HRM 07736 631834

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the job you are likely to be doing in ten years time may not exist yet

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“ Each generation is a new people.” Alexis de Tocqueville 1805-1859 We have 3 generations working side by side and in the next 3 years will have 4; all responding differently to varying management and communication styles

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‘ Idealist’ ‘ Reactive’ ‘ Members’ ‘ Adaptive?’ ‘ Baby-Boomers’ 1943 – 63 Gen. X 1964 – 81 Gen. Y 1982 – 1996 ‘ Millennials’ 1997 – 2222?

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Baby-Boomers (1943-1963)

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Baby-Boomers (47-67 yr old) <ul><li>Ethos: hard work; loyalty; rewards </li></ul><ul><li>Organisational and careerist (ladder climbers). </li></ul><ul><li>Define themselves by work achievements and social status. </li></ul><ul><li>Often worked for only one or two employers in their lifetime </li></ul><ul><li>Was largest generation in history - 35% of workforce </li></ul><ul><li>Defined by post-war optimism and values </li></ul><ul><li>Family-orientated </li></ul><ul><li>Idealistic and altruistic. </li></ul><ul><li>Socially liberal; politically conservative. </li></ul><ul><li>Chief goal is now comfortable retirement </li></ul>

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Generation X (1964-1981)

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Generation X (29-46 yr old) <ul><li>Loyal (fixed) to a profession, but not necessarily to an employer. </li></ul><ul><li>Impacted by the decline of traditional industry </li></ul><ul><li>Blurring of traditional boundaries (class, economic mobility, etc). </li></ul><ul><li>Confident and independent, but concerned about work-life balance. </li></ul><ul><li>End of Cold-War certainties. </li></ul><ul><li>Lack of clarity – at home (M/F role), work and in the world. </li></ul><ul><li>Grew up during a time of strong political leadership. </li></ul><ul><li>Largest group now in the workforce. </li></ul><ul><li>‘ Digital Converts ’. </li></ul>

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Generation Y (1982-1996)

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Gen Y– characteristics (14–28 yr old) <ul><li>Connected …24/7 </li></ul><ul><li>Blurred home/work boundaries (known as ‘whole-you’ rather than ‘work-you’+’home-you’) </li></ul><ul><li>Self-confident </li></ul><ul><li>Optimistic </li></ul><ul><li>Independent(?) </li></ul><ul><li>Bored by routine </li></ul><ul><li>Do not define themselves by job or organisation but by their people network and lifestyle </li></ul><ul><li>Entrepreneurial </li></ul><ul><li>Goal oriented </li></ul><ul><li>‘ Digital Natives ’ </li></ul>

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Gen. Y – Expectations and Aspirations <ul><li>Lots of Change, Challenge and Choice (work and play) </li></ul><ul><li>Not committed to one organisation or necessarily one career </li></ul><ul><li>Need a sense of purpose and meaning </li></ul><ul><li>Access to mentors and other company champions </li></ul><ul><li>Need to feel they can influence earnings </li></ul><ul><li>Open social networks that embrace open / honest communication </li></ul><ul><li>Solutions are often technology based </li></ul><ul><li>Flexibility </li></ul><ul><li>Motivational leadership </li></ul><ul><li>Career ‘brands’ which offer creative/visionary future </li></ul><ul><li>Casual employee/manager relationship (see managers as peers not superiors) </li></ul><ul><li>Coaching and mentoring (often) </li></ul><ul><li>Require frequent feedback </li></ul><ul><li>Opportunities for learning and developing </li></ul><ul><li>Interesting work </li></ul><ul><li>On-going development and support </li></ul><ul><li>Facilitated and experiential learning </li></ul><ul><li>Face-face learning rather than e-Learning (??) </li></ul>

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USA Dept Employment estimate that today's students will have 10-14 jobs by the age of 38 Succession planning usually assumes a single employer!

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The top 10 in-demand jobs in 2010……… … . did not exist in 2004!

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Young Engineers View on Future Service

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SOURCE: Bibb, S., Walker, S., James, J. (2008). Do our primary learning methods fit ?

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Succession Planning Considerations <ul><li>Generation ‘X’ </li></ul><ul><li>Looking for a plan </li></ul><ul><li>Looking for a path </li></ul><ul><li>Looking for career direction </li></ul><ul><li>Succession planning focused on; </li></ul><ul><ul><li>Identifying talent </li></ul></ul><ul><ul><li>Replicating proven competence sets </li></ul></ul><ul><ul><li>Operating within a relatively stable business environment </li></ul></ul><ul><ul><li>Identifying and developing talent from a retained and available talent pool </li></ul></ul><ul><li>Generation ‘Y’ </li></ul><ul><li>Give me a reason to stay (return) </li></ul><ul><li>Give me options and alternatives </li></ul><ul><li>Give me control of my career </li></ul><ul><li>Succession planning will need to; </li></ul><ul><ul><li>Address a constantly and rapidly changing business and technical environment, with increased global competition </li></ul></ul><ul><ul><li>An adaptive competency framework (what worked in the past may not in the future?) </li></ul></ul><ul><ul><li>A demanding and more mobile workforce </li></ul></ul>

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Questions? <ul><li>How do we identify career paths for jobs that may not exist in 10 years or without knowing what they may be replaced by ? </li></ul><ul><li>How do we ensure the Talent management process blends the needs of the ‘Y’ generations values with BAE’s needs, and ‘X’ Generation managers? </li></ul><ul><li>Do we need to do anything different - yet? </li></ul>

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Falling Desire for Jobs with Greater Responsibility Source: Generation & Gender in the Workplace , An Issue Brief by Families and Work Institute 1992 2002

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Lower Alignment with the Organization Source: The New Employee/Employer Equation , The Concours Group and Age Wave, 2004

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In 2000, A Fairly “Young” World . . . Source: U.S. Census Bureau Percent of Population Age 60+ in 2000 Under 5% 5% to 12.4% 12.5% to 20% Above 20%

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. . . Rapidly Aging by 2025 Source: U.S. Census Bureau Percent of Population Age 60+ in 2025 Under 5% 5% to 12.4% 12.5% to 20% Above 20%

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UK Changing Workforce Patterns <ul><li>Age Profile </li></ul><ul><li>Fewer younger workers entering work </li></ul><ul><li>Declining mid-career workers </li></ul><ul><li>Rapid growth in over 55’s </li></ul><ul><li>Contributory Factors (affecting skills retention) </li></ul><ul><li>A more mobile Generation Y population </li></ul><ul><li>Generation X early retirement aspiration </li></ul><ul><li>Decline of single employer/location roles </li></ul><ul><li>End of final salary pensions and benefits </li></ul><ul><li>Continuous job content re-invention </li></ul>

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Shifting the Old Work/Life Paradigm . . . Education Work Leisure Age Source: Demography is De$tiny , The Concours Group and Age Wave, 2003 0 10 20 30 40 50 60 70 80

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. . . To a “Cyclic” Life Paradigm Education Work Leisure Source: Demography is De$tiny, The Concours Group and Age Wave, 2003 0 10 20 30 40 50 60 70 Age 80

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. . . Evolving to a “Blended Lifestyle” Education Work Leisure Source: Demography is De$tiny, The Concours Group and Age Wave, 2003 0 10 20 30 40 50 60 70 Age 80

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Cutting Back Has New Meaning: Cyclic Work The most popular pattern for working after “retirement” is not part-time, but moving back and forth between periods of working and not working. Source: The New Employee/Employer Equation , The Concours Group and Age Wave, 2004