Generational Differences In Workplace [Supervisory Training}

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This is a presentation I did for a group of 15 supervisors.
It is an interactive training session which requires an experienced facilitator. It is a great way to present generational differences using input from the group you are training. You can send the survey to participants in advance and add your company's demographics to the presentation to make it even more effective

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Generational Differences In Workplace [Supervisory Training}

  1. 1. Generational Differences
  2. 2. Categories of generations based on experiences and values common to each generation Veterans, born before 1945 AKA World War II generation. Came of age during Great Depression and WWII, and these experiences had a lasting impact on their development. [Population = 44 million] Baby Boomers (born 1945-1964) grew up in a time of much more prosperity, and their formative events included Vietnam War and Watergate. [80 million] Generation X (born 1965-1980) was raised on technology, with everything from televisions and microwaves to videocassette recorders and personal computers becoming more commonplace early in their lifetime. [46 million] Generation Y (born 1981-2000) are just now starting their working lives and beginning to emerge with yet another unique generational personality. [92 million]
  3. 3. GEN Y GEN X Boomer 11% 36% 53% 36 117 171 Baby Boomers (1945 to 1964)Generation X (1965 to 1980)Generation Y(1981 to 2000) MAPLE PRESS DEMOGRAPHIC GEN X 36% Boomer 53% GEN Y 11% (Example) XYZ Company / DEMOGRAPHICS
  4. 4. BABY BOOMER “Live-to-Work” Or “Thank God it’s Monday” Born 1945-1964 MAJOR INFLUENCES  Suburbia  TV  Vietnam  Watergate  Protests  Human Rights and Women’s Movements  Drugs  Sex  Rock ‘n Roll CHARACTERISTICS  Idealistic  Competitive  Question Authority
  5. 5. BABY BOOMER TRAITS Born 1945-1964  By next year [2014] 70 million Baby Boomers, including manufacturing workers, supervisors, & managers will retire. Baby Boomers are seen as hard, eager workers, well-suited to be brought back as consultants or for individual projects after their retirement.  Motivated by $, title, recognition, promotion  Willing to work long hours as long as they see they will get ahead, earn $ and/or bonus  On Work-Life Balance: “Work matters most” - divorced or dual career  Career Advancement mentality: Prove yourself with long hours; pay your dues
  6. 6. GEN-X “Work-to-Live” “It’s 5 o’clock, I’m going home” Born 1965-1980 MAJOR INFLUENCES  Sesame Street, MTV  Game Boy  PC  Divorce-rate tripled  Latch-key children  Left alone CHARACTERISTICS  Resourceful  Self-reliant  Distrustful of institutions  Highly adaptive to change & technology
  7. 7. GEN-X TRAITS Born 1965-1980  Generation X workers can be counted on in situations where conditions are fluid or not well defined.  Members of this generation have grown up and are comfortable with ever-evolving technologies.  They are also rated highly on their ability to learn quickly and embrace diversity.  Tend to work well in situations where conditions are not well-defined or are constantly changing.
  8. 8. GEN-Y “It’s all about me” “Children of Helicopter Parents” Born 1981-2000 MAJOR INFLUENCES  Expanded technology  Natural disasters  Violence; gangs  Diversity  Coddled by parents CHARACTERISTICS  Globally concerned  Realistic  Cyber-savvy  Suffer “ADD”  Remote control kids  The Tethered Generation…………. “I’m getting out of class now and I’m on my way to the cafeteria.”
  9. 9. GEN-Y TRAITS Born 1981-2000  Ultimate multi-taskers, e.g., listening to music, while texting , & talking  With low boredom thresholds & short attention spans expect Gen-Y’s to have many job changes  Having a sense of entitlement and indispensability, personal fulfillment is their motivator  Workplace flexibility should suit my needs  Will work long hours; But not all at-work  May switch careers frequently and fast  Gen Y is not allowed to fail or even do average – 94% of Harvard students graduate with honors  People who are used to getting their way instantly may not be able to handle even small rejections.
  10. 10. How applicable is trait to each of the three generations in today’s workplace?  Willing to navigate office politics  Accepting of authority figures in the workplace  Ask for help when needed  Need supervision  Embrace diversity  Give maximum effort  Good at multitasking  Learn quickly  Like informality  Like structure  Plan to stay with the organization over the long term  Process-driven  Respectful of organizational hierarchy  Results-driven  Retain what they learn  Seek work/life balance  Technologically savvy  Prefer to work alone  Prefer to work in teams
  11. 11. BREAK-OUT ACTIVITY One group for Gen-X ¦ One group for Gen-X Gen-Y ¦ One group for Boomer-Gen How applicable is each trait in today’s workplace to Each Generation? Decide as a team how you will rank these traits as A B & C items Select 6 items for each category with  A category as most important  B category as next most important  C category as least important Then within A category rank order the six items selected from 1 to 6; with 1 as most important to 6 as least important
  12. 12. Addressing issue of younger workers who feel “stuck.” Generation X and Y workers rate high on preferences for informality and desire to seek work/life balance They rate low on respect for organizational hierarchy plans to stay with the organization over the long term. Suggestions include: – Expanding workers’ current job experiences, by establishing a career path – developing new skills and responsibilities – training, or challenging employees within structure of current position
  13. 13. COMMUNICATING By far the most successful method of addressing generational differences is communicating important information in multiple ways increases the number of people who are receiving the information in the format with which they are most comfortable. Additionally, it increases the probability that employees will be exposed to the information multiple times thereby ensuring that it is understood, since communicating information in different formats addresses various types of adult learning styles.
  14. 14. BABY BOOMERS MOST  Give maximum effort  Accepting of authority figures in the workplace  Results driven  Plan to stay with the organization over the long term  Retain what they learn LEAST • Like informality • Respectful of organizational hierarchy • Need supervision
  15. 15. GEN-X-ERS MOST Technologically savvy Like informality Learn quickly Seek work/life balance Embrace diversity LEAST • Respectful organizational hierarchy • Like structure • Plan to stay with the organization over the long term
  16. 16. GEN-Y-ERS MOST  Technologically savvy  Like informality  Embrace diversity  Learn quickly  Need supervision Gen-Y workers need for supervision may not necessarily be an inherent generational trait, but because just entering workforce and still “learning the ropes.” LEAST • Respectful organizational hierarchy • Like structure • Plan to stay with organization over long term
  17. 17. RETENTION A less common occurrence is the issue of retention of Gen X and Gen Y professionals who feel they are not able to advance in their careers because Veterans and Baby Boomers already hold the high level positions in the company. Additionally, some of this difficulty may come from the younger generations of workers being impatient and having no loyalty to the employer.
  18. 18. Different perceptions of what makes an employee dedicated Older generations may view willingness to work long hours, professionalism and punctuality as defining employee dedication. Younger generations seem more likely to view dedication in relation to the quality and quantity of work completed.
  19. 19. EMPLOYEE ENGAGEMENT BY DEMOGRAPHICS Percent fully engaged by demographic: Fully engaged, 29%
  20. 20. EMPLOYEE ENGAGEMENT BY DEMOGRAPHICS Percent fully engaged by demographic: Fully engaged, 29%
  21. 21. Less than half of U.S. workers employed full- or part- time feel completely satisfied with most of the aspects of work measured in the Aug. 9-12 survey.
  22. 22. Annual Gallup Poll Finds Employee Engagement Nearing All Time Lows Seventy-one percent of American workers are "not engaged" or "actively disengaged" in their work…. TRANSLATION: 1. Emotionally disconnected from their workplaces 2. Less likely to be productive.
  23. 23. What makes one company more successful than another? Better products, services, strategies, technologies or, perhaps, a better cost structure? Certainly, all of these contribute to superior performance, but all of them can be copied over time. The one thing that creates sustainable competitive advantage and therefore ROI, company value and long-term strength is….
  24. 24. THE IMPORTANCE OF PEOPLE The workforce… the people who are the company. And when it comes to people, research has shown, time and again, that employees who are engaged significantly outperform work groups that are not engaged. In the fight for competitive advantage where employees are the differentiator, engaged employees are the ultimate goal.
  25. 25. 2012 Dale Carnegie Study 1,500 employees surveyed on elements affecting employee engagement. Concluded: “Three key drivers impact employee engagement” – Relationship with immediate supervisor – Belief in senior leadership – Pride in working for the company
  26. 26. Importance of Immediate Supervisor Employees said “It is the personal relationship with my immediate supervisor that is the key”. The attitude and actions of the immediate supervisor can enhance employee engagement or can create an atmosphere where an employee becomes disengaged.
  27. 27. Common Complaints about Supervision  No one at work encourages my development  I don’t get recognition or praise for doing good work. So what’s the point in going above and beyond the bare minimum?  My boss doesn’t listen.  My boss Ignores my opinions/suggestions  Form of communication is leaving a post it note for you to find when you come in the morning.  No standard or expectation for how I do my job which means there is no consequence for be a poor employee  It’s easier to ignore a problem rather than take care of it.  Supervisor has very low sensitivity levels when it comes to call- ins and will literally badger me
  28. 28. IMPORTANCE OF A CARING SUPERVISOR The study revealed that a “caring” supervisor is one of the key elements that drives employee engagement. – employees want their supervisors to care about their personal lives, to take an interest in them as people – to care about how they feel and support their health and well-being.
  29. 29. MOVING EMPLOYEES TO A HIGHER LEVEL OF ENGAGEMENT Fostering a positive working environment and long-term engagement starts with – Good communication between supervisor and employee AND – Good communication among co-workers
  30. 30. “PERSON-CENTERED” SUPERVISOR Good Listener Less focused on imposing own will than on hearing what other person is saying Perceptive Able to understand subtle issues people are dealing with, as well as what motivates and what doesn’t motivate. Open Communicator Approachable, candid, easy to talk to, available when needed Calm Demeanor Not excitable, able to remain cool under stress, I.e., opposite of hot tempered. Genuinely Concerned for others well-being Care about people and can be trusted to keep their word.
  31. 31. Setting Person-Centered Goals What are behaviors I will demonstrate TODAY to let employee know s/he is: • Important • Valued • Has responsibility What can I do TODAY to Increase • Communicating • Recognizing • Rewarding
  32. 32. COMMUNICATING MISSION & PURPOSE TO EMPLOYEES How many direct reports would check YES box if asked: YES  Have good understanding of mission & goals of organization.  Understand how MY work directly contributes to overall organization success  Understand MY job is important in accomplishing the mission of the organization.  MY supervisor provides me regular information about the mission and the goals of this organization.  Familiar with and understand organization's strategic goals.  Doing MY job well gives ME a sense of personal satisfaction
  33. 33. Treating Employees With Respect How many direct reports would check YES box if asked: YES  MY supervisor always treats ME with respect  I am always treated fairly by my supervisor  MY supervisor is always consistent when administering policies concerning employees  MY supervisor listens to what I'm saying  MY supervisor values my talents  MY supervisor values the contribution I make  MY supervisor cares about me as a person
  34. 34. Providing Employee Feedback How many direct reports would check YES box if asked: YES  MY supervisor gives me useful & constructive feedback  I am given adequate feedback about MY performance.  MY supervisor gives me feedback that helps me improve MY performance.  I have an opportunity to participate in the goal setting process.  MY performance evaluations are fair and appropriate.  My supervisor gives me praise and recognition when I do a good job.  When I do a good job, I receive the praise & recognition I deserve.
  35. 35. Work/Life Balance Stress and Work Pace How many direct reports would check YES box if asked: YES  The environment in this organization supports a balance between MY work and MY personal life.  MY supervisor understands the benefits of maintaining a balance between MY work and MY personal life.  I am able to satisfy both MY job and MY family/personal responsibilities.  The pace of work in this organization enables me to do a good job.  The amount of work I am asked to do is reasonable.  MY job does not cause unreasonable amounts of stress in MY life.
  36. 36. Opportunities for Growth How many direct reports would check YES box if asked: YES  I have adequate opportunities for professional growth in this organization.  I receive the training I need to do MY job well.  MY supervisor is actively interested in my professional development and advancement.  MY supervisor encourages & supports MY development.  I am encouraged to learn from MY mistakes.  MY work is challenging, stimulating, & rewarding.
  37. 37. For purposes of this survey, categories of generations in the workplace based on experiences and values common to each generation are: · Baby Boomers (born 1945- 1964) grew up in a time of much more prosperity, and their formative events included Vietnam War and Watergate. · Generation X (born 1965-1980) was raised on technology, with everything from televisions (Sometimes called the MTV COPY AND PASTE THE SURVEY TEXT BELOW ONTO A WORD DOCUMENT
  38. 38. COPY AND PASTE THE BREAKOUT ACTIVITY TEXT BELOW ONTO A WORD DOCUMENT Generation -X How applicable is each trait in today’s workplace to Generation-X? Decide as a team how you will rank these traits as A B & C items Select 6 items for each category with A category as most important B category as next most important C category as least important Then within A category rank order the six items from 1 to 6 with 1 as most important and 6 as least important Baby Boomer Generation
  39. 39. COPY AND PASTE THE BREAKOUT ACTIVITY MATERIAL BELOW ONTO A WORD DOCUMENT. ENLARGE TEXT TO 36 FONT cut apart each sentences and give each breakout group a set of all 19 sentences They will sort these into priority order as per instructions on prior slide Willing to navigate office politics Accepting of authority figures in the workplace Ask for help when needed Need supervision Embrace diversity Give maximum effort Good at multitasking Learn quickly Like informality Like structure Plan to stay with the organization over the long term
  40. 40. The Manufacturers’ Association 160 Roosevelt Avenue Suite 400 York, PA 17401 Phone (717) 843-3891 Fax (717) 854-9445 www.mascpa.org Generational Differences

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