Re Engage Generational Diversity Webinar


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Re Engage Generational Diversity Webinar

  1. 1. Generational Diversity: Bridging A Critical Employee Engagement “Crosswind” Leigh Branham, SPHR Mark Hirschfeld
  2. 2. Engaged Employees…… Give more discretionary effort Receive better customer service ratings Speak well of the organization Are more likely to stay Voice more ideas Adapt to and facilitate change Engage other employees
  3. 3. Yearly competitions 44 U.S. Cities 10,000 employers of all sizes have applied since 2004 2.1 million employees surveyed Data from 37-question engagement survey and 200,000+ comments analyzed
  4. 4. For the first time we have four unique generations in the workplace, with a fifth on the way In the current economy older and younger employees are competing for jobs For the first time a majority of older employees now have younger bosses
  5. 5. Traditionalists 1925-1945 (62 million) Baby Boomers 1946-1964 (77 million) Gen-X’ers 1965-1980 (45 million) Millennials (aka Gen-Y) 1981- 1995 (80 million)
  6. 6. “Growing up in different eras causes people to see things differently.”
  7. 7. Generational Labor Force Composition (Between Ages of 16-64) 250 200 Generation ZZ Generation Millineums Millennials Y 150 Generation XX Generation 100 Baby Boomers Boomers Traditionalist 50 Traditionalists Foreign Born Foreign Born 0 1970 1980 1990 2000 2010 2020 2030
  8. 8. 26-45 year-olds don’t feel as close to other associates in their work groups. 26-45 year-olds are the least likely to say that company benefits meet their(or their family) needs. 26-55 year-olds don’t believe that company benefits offered are not typically available in the market. * Tenure is controlled for in these results.
  9. 9. The results of our analysis—after controlling for other company characteristics such as age, position type, company size, and tenure—showed us that greater variation in age within a company actually has a negative impact on engagement.
  10. 10. For two companies that have roughly the same employee count but different age diversity: Company A : less age diversity More likely to have higher employee engagement. Company B: more age diversity Less likely to have higher employee engagement.
  11. 11. ENGAGING DISENGAGING “As part of the executive level “I believe the executive levels management I am inspired by should gain a better the new generation of understanding of the leadership at the company. generational diversity within The second generation has the workforce and the taken over the management motivators for each group. The of the company and has company has a lot of maintained and enhanced the 'unspoken rules' that are old strong culture of the company, fashioned and based off of old a culture with a focus on ideas of what the ideal mutual respect and offering business person should work leadership opportunities to and look like.” younger professionals.”
  12. 12. Evident in all highly engaged “Best Places to Work.” Top quartile employers have half the “generation gap” than bottom quartile employers. We offer over 100 tips and best practices related to managing generational diversity.
  13. 13. Recruit a diverse workforce Provide training and opportunities for open dialogue about generational differences Create continuous opportunities for different generations to: • work together on projects • share work spaces • mentor each other • socialize together • seek to meet one another halfway with regard to differing expectations Identify and develop diverse mix of emerging leaders
  14. 14. Understand and treat each employee as an individual, not based on generational stereotypes Become a student of generational and individual differences Put yourself “in their shoes” Let go of “Us vs. Them” thinking Ask about their goals, needs and preferences Rethink your assumptions /management style Meet those in other generations halfway Challenge them to meet you halfway
  15. 15. Staff teams with members of different generations Orchestrate inter-generational understanding through assigned activities/interactions Arrange office space and workstations to facilitate teamwork and relationship building Provide training in generational differences and teambuilding, then build diversity into project teams Promote balance of face-to-face and e-communication
  16. 16. Traditionalists: Tap their experience Place them in mentoring roles Allow flex-time/part-time options Challenge to learn new technologies Boomers: Reduce stress /workload, allow flex-scheduling and phased retirement Encourage them to delegate and empower younger generations, keep involved with younger workers on project teams and task forces Challenge them with tasks and projects where they can have an impact and keep learning
  17. 17. Gen Xers: Keep them challenged and constantly learning (using a variety of media and learning methods) in lieu of limited advancement opportunities Allow time off for personal /family life Don’t micromanage them Bend the rules and go to bat for them when you can Millennials: Provide lots of feedback and coaching, learning opportunities and teamwork Challenge them to communicate face-to-face, take the initiative and make decisions independently/on the fly Pair them with mentors, take a personal interest in their career goals and help them develop needed competencies
  18. 18. Traditionalists: Acknowledge their loyalty, hard work and sacrifice Praise them for adapting to hard realities and change Appreciate them for mentoring younger workers Thank them face-to-face and with handwritten notes Boomers: Recognize them for making a difference and going the extra mile Appreciate them for being good team players Challenge them to give more recognition and feedback
  19. 19. Gen Xers: ▪ Autonomy to do the job their own way — when/where ▪ Time off ▪ The latest technology ▪ Healthcare coverage and convenience benefits Millennials: ▪ Meaningful/challenging work ▪ Opportunity to develop social relationships ▪ Time off and appreciation for sacrificing time off ▪ Opportunities to be mentored and learn new things
  20. 20. Traditionalists and Boomers: Bolster pre-retirement benefits Allow phased retirement, part-time work, flex-time and consulting opportunities Focus them on preventative health and wellness practices, such as better diet and more exercise Consider providing new benefits, such as grandchild care Don’t make assumptions, such as “They won’t care about tuition reimbursement”
  21. 21. Gen Xers: Provide benefits for those building new families — home loan assistance, childcare subsidies, vacation and time off Offer tuition reimbursement to promote continuous learning Allow flexible schedules and a telecommuting option when possible Provide elder and childcare Allow opportunities for fun at work Millennials: Same as above, plus: Create opportunities for internal social activities and social networking Encourage community involvement and volunteer activities
  22. 22. Next Webinar: Wednesday, April 14th Employee Engagement in Difficult Times Join us in San Diego at SHRM for “Navigating the Crosswinds of Employee Engagement” in June!
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  24. 24. @ReEngageBook
  25. 25. Thank You! Questions?