With five different generations in the workplace, you may experience conflicting work styles, preferred methods of communication and uses of technology. Learn how to be most successful when working with each of the generations. Once you understand their values, expectations and priorities, you can more effectively market yourself.
What You will learn:
• How to be successful in this environment of different generations
• How to implement a personal strategy and work effectively with people in all five generations
This document discusses generational differences in the workplace and how to maximize a multigenerational workforce. It outlines the core values and experiences of Veterans, Boomers, Gen Xers, and Gen Y. While there are opportunities like diverse perspectives, challenges include differing motivations and communication styles between generations. The presentation emphasizes acknowledging generational diversity, understanding differences, and finding ways for generations to value each other's contributions to achieve positive outcomes.
The document discusses managing change in organizations. It states that change is constant and inevitable, and organizations must learn to adapt quickly. It identifies several keys to managing change successfully, including understanding systems thinking, communicating openly with employees, addressing emotions related to change, creating a vision and short-term wins, and institutionalizing changes into the organizational culture. The document also lists common reasons why change efforts fail, such as complacency, lack of buy-in, and not anchoring changes firmly.
8 Tips To Communicate With 4 Different Generations In The Modern WorkplaceiOFFICE Inc.
This document provides 8 tips for communicating effectively with a multi-generational workforce. Each generation has different preferences and views of work based on their experiences. The tips include getting everyone on the same page about expectations, using multiple communication avenues to accommodate different preferences, personalizing your approach for each employee, understanding value differences between generations, being aware of different motivating factors, asking questions instead of making assumptions, being willing to teach and learn from each other, and embracing differences among the generations. Effective communication and understanding among a diverse workforce can lead to collaboration, productivity and success for an organization.
Generational Differences in the Workplacemiraclecln
Generational differences are perceived in the workplace, according to "Can You Trust Anyone Under Thirty?", a case study in Conrad and Poole's (2012) Strategic Organizational Communication (pp. 14-17). Levenson (2010) counters that perceived differences may not be actual differences, especially when stages of life cycles and environmental factors are considered.
There's so much said and written about VUCA. Agility, Innovation, DIsruption, Flexibility, Adaptability et all...but very few people talk about the fundamentals of what it takes to create a VUCA-ready, Agile Organization. Check out this overview which was presented at a Webinar for University at Buffalo Alumni Association
This document summarizes the key differences between four generations currently in the workforce - Veterans, Baby Boomers, Generation X, and Generation Y. It discusses their general characteristics, workplace behaviors, communication preferences, and managerial styles. It provides examples of generational gaps that can occur and ways managers can bridge differences, such as encouraging mentoring, fine-tuning compensation, and acknowledging each generation's unique traits when managing teams. The goal is to help managers understand generational differences and effectively lead multi-generational workforces.
This document discusses generational differences in the workplace and how to maximize a multigenerational workforce. It outlines the core values and experiences of Veterans, Boomers, Gen Xers, and Gen Y. While there are opportunities like diverse perspectives, challenges include differing motivations and communication styles between generations. The presentation emphasizes acknowledging generational diversity, understanding differences, and finding ways for generations to value each other's contributions to achieve positive outcomes.
The document discusses managing change in organizations. It states that change is constant and inevitable, and organizations must learn to adapt quickly. It identifies several keys to managing change successfully, including understanding systems thinking, communicating openly with employees, addressing emotions related to change, creating a vision and short-term wins, and institutionalizing changes into the organizational culture. The document also lists common reasons why change efforts fail, such as complacency, lack of buy-in, and not anchoring changes firmly.
8 Tips To Communicate With 4 Different Generations In The Modern WorkplaceiOFFICE Inc.
This document provides 8 tips for communicating effectively with a multi-generational workforce. Each generation has different preferences and views of work based on their experiences. The tips include getting everyone on the same page about expectations, using multiple communication avenues to accommodate different preferences, personalizing your approach for each employee, understanding value differences between generations, being aware of different motivating factors, asking questions instead of making assumptions, being willing to teach and learn from each other, and embracing differences among the generations. Effective communication and understanding among a diverse workforce can lead to collaboration, productivity and success for an organization.
Generational Differences in the Workplacemiraclecln
Generational differences are perceived in the workplace, according to "Can You Trust Anyone Under Thirty?", a case study in Conrad and Poole's (2012) Strategic Organizational Communication (pp. 14-17). Levenson (2010) counters that perceived differences may not be actual differences, especially when stages of life cycles and environmental factors are considered.
There's so much said and written about VUCA. Agility, Innovation, DIsruption, Flexibility, Adaptability et all...but very few people talk about the fundamentals of what it takes to create a VUCA-ready, Agile Organization. Check out this overview which was presented at a Webinar for University at Buffalo Alumni Association
This document summarizes the key differences between four generations currently in the workforce - Veterans, Baby Boomers, Generation X, and Generation Y. It discusses their general characteristics, workplace behaviors, communication preferences, and managerial styles. It provides examples of generational gaps that can occur and ways managers can bridge differences, such as encouraging mentoring, fine-tuning compensation, and acknowledging each generation's unique traits when managing teams. The goal is to help managers understand generational differences and effectively lead multi-generational workforces.
Managing 5 Generations in the Workplace Noon Knowledge Session, November 18, ...Sandy Ratliff
From the Traditionalists to the Gen 2020, each generation brings great strengths to the table, but they also bring preconceptions and even judgements. This lively and interactive Noon Knowledge session will offer an overview of each generation, the context in which they grew up, the traits and expectations they bring to the workplace, and some thoughts on how to harness their collective strengths, while keeping warfare from breakout out. Lil Dupree, Director of Program Development, with People Incorporated provided insights to managing various generations in the workplace.
TYPES OF CHANGE, organisation change, change management, forces of change, levels of change, resistance to change, methods to change, lewin model of change
ADKAR Change Control Model PowerPoint Presentation Slides SlideTeam
Achieve successful change among people of an organization using ADKAR Change Control Model PowerPoint Presentation Slides. Use this content-ready ADKAR change control model PPT slideshow as a tool to assist employees through the change process. This ready-made change control complete presentation deck covers topics like ADKAR model, ADKAR assessment, ADKAR change management plan, ADKAR change management evaluation and more. Apply these change management techniques to cope with the change. Encourage your colleagues and teammates to adopt this change using change control model PPT templates. Help organizations communicate the reasons for change and successfully implement the change by adding relevant and professional change control PowerPoint slides. Go through a successful transition with the help of ready-to-use ADKAR change control model PowerPoint presentation templates. Download now and get your hands on this professionally designed ADKAR change control model PowerPoint Presentation slides and help your employees resist the change successfully. Convince folks to come down to earth with our Adkar Change Control Model PowerPoint Presentation Slides. It helps burst inflated egos.
Importance of successful change management ; Change management principles ; Change management process ; Resistance to change ; ; Building culture for change ; ADKAR Model ; Change management strategies; John P Kotter's change management strategies
This document provides an overview of change management. It defines change management as a systematic approach to dealing with organizational transitions. It discusses the importance of having an effective vision to guide change efforts. It also outlines principles of change, different forces that can drive change, models of change management, and common responses to and obstacles of change. The document concludes by noting that the nature of change has become more abrupt and impactful in today's context.
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
Engaging 5 Generations in the WorkplaceElsa Velasco
For the first time, 5 generations will share workspace. We're talking about Traditionalists, Baby Boomers, Generation X, Millenials and Generation Z. Come and explore some tactics to engage each of these generations in a meaningful way.
The document discusses functional and dysfunctional resistance to change, signs of active and passive resistance, sources of individual and organizational resistance, and tactics for overcoming resistance. It provides a situational approach for managing resistance through methods like education and communication, participation, facilitation and support, negotiation, manipulation, and coercion depending on the context. Images of managing change as a director, navigator, caretaker, coach, interpreter, or nurturer are also presented.
This document provides an overview of key principles and activities for effective change management in corporate transformations. It discusses (1) principles of change including that change is a process enabled not managed and behavioral change occurs at the emotional level, (2) five key activities for change management - motivating change, creating a vision, developing political support, managing the transition, and sustaining momentum, and (3) additional concepts like overcoming resistance to change, roles in organizational change, and skills needed by change agents.
Every organization needs to adapt to the ever-changing business environment. Sensing this need, we have come up with these content-ready change management PowerPoint presentation slides. These change management PPT templates will help you deal with any kind of an organizational change. Be it with people, goals or processes. The business solutions incorporated here will help you identify the organizational structure, create vision for change, implement strategies, identify resistance and risk, manage cost of change, get feedback and evaluation, and much more. With the help of various change management tools and techniques illustrated in this presentation design, you can achieve the desired business outcomes. This business transition PowerPoint design also covers certain related topics such as change model, transformation strategy, change readiness, change control, project managementand business process. By implementing the change control methods mentioned in the presentation, you will be able to have a smooth transition in an organization. So, without waiting much, download our extensively researched change management framework presentation. With our Change Management Presentation slides, understand the need for change and plan to go through it without any hassles.
Effective leadership requires developing key skills and attributes over time. Leaders must understand followers, communicate a clear vision, and adapt their style to different situations ("be, know, do"). Setting goals, values and concepts helps shape an organization's culture and climate. Leaders influence roles, relationships and rituals to motivate members and achieve objectives.
This document discusses crisis leadership and organizational crisis. It defines an organizational crisis as an emotionally charged situation that threatens an organization's well-being, reputation or survival. Crises are categorized as either sudden or chronic. Sudden crises occur without warning while chronic crises begin as minor issues that develop into crises due to managerial negligence. The document also discusses crisis management and leadership, noting that crisis leadership requires anticipating decisions' long-term impacts, using principles to guide actions, and having a wide strategic focus. Effective crisis leaders demonstrate qualities like seeing reality, considering multiple options, being decisive, collaborating, listening to unpopular advice, remaining calm and positive, taking risks, making imperfect decisions, and admitting mistakes.
Looking back and generalizing the historical experience of political and cultural transformation of societies, we we might understand what our organizations is missing for having high-end communication and collaboration models.
In my talk I'm about to share such things as working culture and organizational values. Will share my experience how to test and to organize a purposeful work with communication and collaboration models.
Leadership requires bringing together the best qualities in people to create success. The document discusses the qualities of effective leaders, including being calm under pressure, having a clear vision for the future, and bringing out the best in their team. While some leadership skills are innate, others like patience and empathy can be learned. True leadership is measured by a person's ability to guide their team to achieve a common goal. The document provides tips for developing strong leadership skills, such as self-evaluation, understanding different perspectives, focusing on work instead of personal issues, and serving as a role model through high-quality work.
Presenting this set of slides with name - Change Management Fundamentals Powerpoint Presentation Slides. This PPT deck displays twenty three slides with in depth research. Our topic oriented Change Management Fundamentals Powerpoint Presentation Slides presentation deck is a helpful tool to plan, prepare, document and analyse the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. Outline all the important aspects without any hassle. It showcases of all kind of editable templates infographs for an inclusive and comprehensive Change Management Fundamentals Powerpoint Presentation Slides presentation. Professionals, managers, individual and team involved in any company organization from any field can use them as per requirement.
The document discusses various aspects of organizational change including:
1. The nature of change being vital to avoid stagnation and being a constant process rather than a single event.
2. Historical, political, management, organizational, people, and cultural components influencing change.
3. External forces like globalization and internal forces like organizational silence driving change.
4. The relationship between stability and change in organizations.
5. Reasons for resistance to change like insecurity, fear, and uncertainty.
6. Reactive versus proactive responses to change opportunities and threats.
Workplace Change and Transition by Catherine AdenleCatherine Adenle
Is your company currently undergoing major changes that will affect you or the staff in your organization? These changes are probably in response to the evolving needs of customers. They are made possible because of the change in economy, telecommunications and digital technology. And you can expect that they will result in significant reorganisation, improvements and profitability--all will result in success that all employees will share in future but navigating the change curve for you and others will be challenging. This presentation will provide tools and resources to help you cope with the change.
The document discusses several theories of leadership including:
1) Trait theories which examine personality characteristics and traits of leaders.
2) Situational theories which argue that effective leadership depends on characteristics of the leader, followers, and aspects of the situation.
3) Contingency theories which propose that the most effective leadership style depends on situational factors such as the task, the followers, and aspects of the organization.
How many of us work with a Baby Boomer, Gen X, and a Millennial?
Do you find yourself wondering “how do they find enough time to do that?”, or saying “I don’t work that way” or “… learn that way”?
With many economic factors forcing an aging workforce to continue to work, a growing Gen X moving into leadership and C-suite influencers, and millennials entering the workforce, we have to be prepared to not only work together, but capitalize on the strengths and support our weaknesses through a changing work culture.
Learning is no different. We’re all comfortable in our own way with how we gain, retain, and apply knowledge.
Yes, there is a multigenerational myth out there. People are people, no matter what age. And, there are certain traits that we exhibit at certain times in our lives, no matter which year we were born. However, because the values formed, and technology available, is different for each generation, the myth ends here.
We’re going to walkthrough why this is happening, and how to better align your learning program to meet the needs of your entire workforce, no matter the age.
Multi-generational Issues in the Changing WorkforceJoseph Kristy
The document discusses the challenges faced by organizations due to a changing workforce. Key points include:
1) The global population is aging rapidly and significant talent shortages are predicted due to fewer replacements available.
2) The workforce now comprises four generations with very different needs, learning styles, and communication preferences that are challenging to manage.
3) Potential strategies to address these issues involve tailored recruitment and retention, knowledge transfer programs, flexible work arrangements, and revising learning approaches.
Managing 5 Generations in the Workplace Noon Knowledge Session, November 18, ...Sandy Ratliff
From the Traditionalists to the Gen 2020, each generation brings great strengths to the table, but they also bring preconceptions and even judgements. This lively and interactive Noon Knowledge session will offer an overview of each generation, the context in which they grew up, the traits and expectations they bring to the workplace, and some thoughts on how to harness their collective strengths, while keeping warfare from breakout out. Lil Dupree, Director of Program Development, with People Incorporated provided insights to managing various generations in the workplace.
TYPES OF CHANGE, organisation change, change management, forces of change, levels of change, resistance to change, methods to change, lewin model of change
ADKAR Change Control Model PowerPoint Presentation Slides SlideTeam
Achieve successful change among people of an organization using ADKAR Change Control Model PowerPoint Presentation Slides. Use this content-ready ADKAR change control model PPT slideshow as a tool to assist employees through the change process. This ready-made change control complete presentation deck covers topics like ADKAR model, ADKAR assessment, ADKAR change management plan, ADKAR change management evaluation and more. Apply these change management techniques to cope with the change. Encourage your colleagues and teammates to adopt this change using change control model PPT templates. Help organizations communicate the reasons for change and successfully implement the change by adding relevant and professional change control PowerPoint slides. Go through a successful transition with the help of ready-to-use ADKAR change control model PowerPoint presentation templates. Download now and get your hands on this professionally designed ADKAR change control model PowerPoint Presentation slides and help your employees resist the change successfully. Convince folks to come down to earth with our Adkar Change Control Model PowerPoint Presentation Slides. It helps burst inflated egos.
Importance of successful change management ; Change management principles ; Change management process ; Resistance to change ; ; Building culture for change ; ADKAR Model ; Change management strategies; John P Kotter's change management strategies
This document provides an overview of change management. It defines change management as a systematic approach to dealing with organizational transitions. It discusses the importance of having an effective vision to guide change efforts. It also outlines principles of change, different forces that can drive change, models of change management, and common responses to and obstacles of change. The document concludes by noting that the nature of change has become more abrupt and impactful in today's context.
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
Engaging 5 Generations in the WorkplaceElsa Velasco
For the first time, 5 generations will share workspace. We're talking about Traditionalists, Baby Boomers, Generation X, Millenials and Generation Z. Come and explore some tactics to engage each of these generations in a meaningful way.
The document discusses functional and dysfunctional resistance to change, signs of active and passive resistance, sources of individual and organizational resistance, and tactics for overcoming resistance. It provides a situational approach for managing resistance through methods like education and communication, participation, facilitation and support, negotiation, manipulation, and coercion depending on the context. Images of managing change as a director, navigator, caretaker, coach, interpreter, or nurturer are also presented.
This document provides an overview of key principles and activities for effective change management in corporate transformations. It discusses (1) principles of change including that change is a process enabled not managed and behavioral change occurs at the emotional level, (2) five key activities for change management - motivating change, creating a vision, developing political support, managing the transition, and sustaining momentum, and (3) additional concepts like overcoming resistance to change, roles in organizational change, and skills needed by change agents.
Every organization needs to adapt to the ever-changing business environment. Sensing this need, we have come up with these content-ready change management PowerPoint presentation slides. These change management PPT templates will help you deal with any kind of an organizational change. Be it with people, goals or processes. The business solutions incorporated here will help you identify the organizational structure, create vision for change, implement strategies, identify resistance and risk, manage cost of change, get feedback and evaluation, and much more. With the help of various change management tools and techniques illustrated in this presentation design, you can achieve the desired business outcomes. This business transition PowerPoint design also covers certain related topics such as change model, transformation strategy, change readiness, change control, project managementand business process. By implementing the change control methods mentioned in the presentation, you will be able to have a smooth transition in an organization. So, without waiting much, download our extensively researched change management framework presentation. With our Change Management Presentation slides, understand the need for change and plan to go through it without any hassles.
Effective leadership requires developing key skills and attributes over time. Leaders must understand followers, communicate a clear vision, and adapt their style to different situations ("be, know, do"). Setting goals, values and concepts helps shape an organization's culture and climate. Leaders influence roles, relationships and rituals to motivate members and achieve objectives.
This document discusses crisis leadership and organizational crisis. It defines an organizational crisis as an emotionally charged situation that threatens an organization's well-being, reputation or survival. Crises are categorized as either sudden or chronic. Sudden crises occur without warning while chronic crises begin as minor issues that develop into crises due to managerial negligence. The document also discusses crisis management and leadership, noting that crisis leadership requires anticipating decisions' long-term impacts, using principles to guide actions, and having a wide strategic focus. Effective crisis leaders demonstrate qualities like seeing reality, considering multiple options, being decisive, collaborating, listening to unpopular advice, remaining calm and positive, taking risks, making imperfect decisions, and admitting mistakes.
Looking back and generalizing the historical experience of political and cultural transformation of societies, we we might understand what our organizations is missing for having high-end communication and collaboration models.
In my talk I'm about to share such things as working culture and organizational values. Will share my experience how to test and to organize a purposeful work with communication and collaboration models.
Leadership requires bringing together the best qualities in people to create success. The document discusses the qualities of effective leaders, including being calm under pressure, having a clear vision for the future, and bringing out the best in their team. While some leadership skills are innate, others like patience and empathy can be learned. True leadership is measured by a person's ability to guide their team to achieve a common goal. The document provides tips for developing strong leadership skills, such as self-evaluation, understanding different perspectives, focusing on work instead of personal issues, and serving as a role model through high-quality work.
Presenting this set of slides with name - Change Management Fundamentals Powerpoint Presentation Slides. This PPT deck displays twenty three slides with in depth research. Our topic oriented Change Management Fundamentals Powerpoint Presentation Slides presentation deck is a helpful tool to plan, prepare, document and analyse the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. Outline all the important aspects without any hassle. It showcases of all kind of editable templates infographs for an inclusive and comprehensive Change Management Fundamentals Powerpoint Presentation Slides presentation. Professionals, managers, individual and team involved in any company organization from any field can use them as per requirement.
The document discusses various aspects of organizational change including:
1. The nature of change being vital to avoid stagnation and being a constant process rather than a single event.
2. Historical, political, management, organizational, people, and cultural components influencing change.
3. External forces like globalization and internal forces like organizational silence driving change.
4. The relationship between stability and change in organizations.
5. Reasons for resistance to change like insecurity, fear, and uncertainty.
6. Reactive versus proactive responses to change opportunities and threats.
Workplace Change and Transition by Catherine AdenleCatherine Adenle
Is your company currently undergoing major changes that will affect you or the staff in your organization? These changes are probably in response to the evolving needs of customers. They are made possible because of the change in economy, telecommunications and digital technology. And you can expect that they will result in significant reorganisation, improvements and profitability--all will result in success that all employees will share in future but navigating the change curve for you and others will be challenging. This presentation will provide tools and resources to help you cope with the change.
The document discusses several theories of leadership including:
1) Trait theories which examine personality characteristics and traits of leaders.
2) Situational theories which argue that effective leadership depends on characteristics of the leader, followers, and aspects of the situation.
3) Contingency theories which propose that the most effective leadership style depends on situational factors such as the task, the followers, and aspects of the organization.
How many of us work with a Baby Boomer, Gen X, and a Millennial?
Do you find yourself wondering “how do they find enough time to do that?”, or saying “I don’t work that way” or “… learn that way”?
With many economic factors forcing an aging workforce to continue to work, a growing Gen X moving into leadership and C-suite influencers, and millennials entering the workforce, we have to be prepared to not only work together, but capitalize on the strengths and support our weaknesses through a changing work culture.
Learning is no different. We’re all comfortable in our own way with how we gain, retain, and apply knowledge.
Yes, there is a multigenerational myth out there. People are people, no matter what age. And, there are certain traits that we exhibit at certain times in our lives, no matter which year we were born. However, because the values formed, and technology available, is different for each generation, the myth ends here.
We’re going to walkthrough why this is happening, and how to better align your learning program to meet the needs of your entire workforce, no matter the age.
Multi-generational Issues in the Changing WorkforceJoseph Kristy
The document discusses the challenges faced by organizations due to a changing workforce. Key points include:
1) The global population is aging rapidly and significant talent shortages are predicted due to fewer replacements available.
2) The workforce now comprises four generations with very different needs, learning styles, and communication preferences that are challenging to manage.
3) Potential strategies to address these issues involve tailored recruitment and retention, knowledge transfer programs, flexible work arrangements, and revising learning approaches.
Managing a MultiGenerational WorkforceRyan Gunhold
The document provides an overview of a workshop on employee engagement, diversity, and satisfaction presented by HR Solutions, Inc. and City University of Seattle. It discusses measuring and improving employee engagement, understanding generational differences, and developing action plans. Key topics included defining engagement, its business outcomes and drivers, engagement survey results for CityU, and a 10-point toolkit for creating a "Magnetic Culture" workplace.
Motivation Best Practices for the Multi-Generational WorkforceO.C. Tanner
This document provides tips for motivating a multi-generational workforce. It discusses that while each generation responds differently to motivation, there are common principles that motivate all workers. These principles include building good relationships, encouraging feedback, increasing accountability and trust, creating a culture of respect, and providing meaningful recognition. Recognition is particularly important, as research shows employees of all ages are more engaged when their contributions are acknowledged. The document stresses focusing on similarities across generations when motivating a multi-generational workforce.
The document discusses several challenges facing the education system including gender issues, diversity, decreasing resources, and high expectations. It also references criticisms of the education system from 1907 and 1916 regarding its ineffectiveness. A 1958 quote criticizes how the education system has "degenerated" and focuses more on coddling students rather than challenging them intellectually. Overall, the document presents criticisms of modern education and some of the societal forces putting pressure on the system.
This document discusses managing a multi-generational workforce. It defines five generations currently in the workforce - Traditionalists, Baby Boomers, Generation X, Generation Y, and Generation Z. Each generation has different work perspectives and experiences that affect how they view their work. Managing a multi-generational workforce can be challenging due to differing views between generations but organizations that capitalize on the strengths of each generation can gain a competitive advantage. The document recommends that leaders enhance their understanding of generational characteristics to effectively engage all generations in the workplace.
The document discusses managing a multigenerational workforce by understanding how different generations are shaped by their experiences and core values. It emphasizes appreciating each generation's strengths and integrating them to achieve business goals while accommodating different styles. Key points include how Baby Boomers, Gen X, and Gen Y vary in their communication preferences, views on leadership, learning and development needs, and what recognition means to each group. Managing conflict requires awareness of differences but focusing on similarities. An effective approach involves creating a learning agile organization with coaching. The next generation, Gen Z, will also impact the workplace soon.
Communicating Across a Multi-Generational Campusmichellebaker
These slides are part of the "Communicating Across a Multi-Generational Campus" workshop, delivered at Ball State University in September 2014.
Workshop facilitated by Michelle Baker, phase(two)learning.
phasetwolearning.com - phasetwolearning@gmail.com
Working and Managing Across Generations. From Traditionalists to Generation Y...Mike Cardus
Working and Managing Across Generations: From Traditionalist to Generation Y and Beyond…
Outcomes-
This session engages participants to:
Explore generational differences and their assumptions to the access of information in order to effectively manage tasks, teams and people.
Determine how different generations view teamwork.
Develop and hone leadership techniques to effectively manage Traditionalists, Baby-Boomers, Gen. X, and Millennials.
Develop skills for communicating across generational divides.
Explore technology and its application to work and social interactions.
Realize that as generations enter and leave the workforce, competency and respect for people are what drives successful organizations, teams and people.
Managing and working with generational diversity is a significant dimension of what is needed for success in the workplace today. The challenge is getting people to understand one another by exploring differences in expectations, assumptions and language use; then using this knowledge to increase effectiveness of people, teams
and organizations.
Bridging the age gap to build respectful working relationships can mean the difference between a work environment that clicks and one that clashes.
The document provides information about the Czech Republic in 3 sentences:
The Czech Republic has a population of over 10 million people, with Prague as its capital city. Notable inventions from the Czech Republic include contact lenses and the sugar cube. The country is known for over 2,000 castles, with the Charles Bridge and Prague Castle among its most famous landmarks.
Keep Peace and Keep Learning in a Multi-Generational WorkforceBizLibrary
This document discusses training a multigenerational workforce. It provides an overview of the four main generations currently in the workforce - Traditionalists, Baby Boomers, Generation X, and Millennials. Each generation has different formative life experiences that shape their work styles, views on change, careers, and expectations around training. Effective training requires understanding these generational differences and tailoring approaches to learning, communication, problem solving, and leadership to different preferences. Generational diversity in the workforce presents both challenges and opportunities for organizations.
When working with multigenerational groups, it can be helpful to be aware of the cultural backgrounds, goals, life influencers and behaviours.
This infographic helps to summarise the differences between Traditionalists (the Silent Generation), Baby Boomers, Generation X and Generation Y (Millenials, Echo Boomers, Net Gen, Generation Why, Entitlement Generation)
Our goal is understand the strengths and differences of each generational groups to build successful organisations.
Of course, generalisations about generations are just that. Age defines a demographic, not a person. Ultimately, we need to get to know indviduals, not just make assumptions.
The Czech Republic has a flag with red and white horizontal stripes and a coat of arms depicting a silver double-tailed lion on a red field. It is a landlocked country located in Central Europe, bordered by Germany, Austria, Slovakia and Poland. Major geographic features include hills, plains and the Sudetes Mountains. Prague is the capital and largest city, located in the western part of the country. The Czech Republic has a market economy that was formerly a command economy under communist rule. It is a member of NATO and the primary mission of its army is national defense.
The document summarizes a training session on managing generational diversity in the workplace. It discusses different generational characteristics and challenges, provides examples of how to apply generational knowledge to areas like leadership, management and conflict resolution. The training teaches skills for better communication and managing conflict between different generations in the multi-generational workforce.
Presentation made by four Czech people during their Erasmus studies on University of Helsinki on behalf of course called Guidance tutoring. The four cities mentioned are Praha, České Budějovice, Brno and Trutnov as it is the cities which the authors come from.
Total Reward Design for an Intergenerational Workforce - Compensation StrategiesCBIZ, Inc.
Total Reward Design for an Intergenerational Workforce:
This presentation discusses:
• An overview of generations
• Compensation strategies for rewarding and motivating the inter-generational workforce including Base salary, Incentives, Benefits and Pay increases.
Ed Rataj is a nationally recognized compensation expert, Certified Compensation Professional and Managing Director of Compensation Consulting with CBIZ Human Capital Services.
For more information about CBIZ Human Capital Services, visit http://www.cbiz.com/page.asp?pid=6034.
This document discusses managing intergenerational conflict in the workplace. It notes that for the first time, there are four generations (Traditionalists, Baby Boomers, Generation X, Gen Y/Millennials) working together, each shaped by different events and with different work motivations and expectations. This can lead to workplace conflicts over issues like commitment, work ethic, and dress code. Managing different generations requires understanding what motivates each group. The document provides characteristics and traits of each generation, as well as strategies for managing them, including communication, delegation, and feedback. Effective multigenerational management involves dealing with generational differences.
From Boomers to Millennials: Motivating, Engaging, and Developing by GenerationCornerstone OnDemand
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
This Czech Republic Power Point highlights these facts and much more including: 16 Points on General Information, 4 Points on Family Life, 16 Points on Food, 24 Points on Food Etiquette, 7 Points on Social Etiquette, 20 Points on Business Etiquette, and 9 Points on Trivia.
Clear Leaf Consulting provides a variety of outsourced human resources services including recruitment, HR outsourcing, skills development, employment equity, job analysis, policy writing, and labor relations services. They aim to provide cost-effective HR solutions so clients can focus on core business functions. Services are tailored to each client's specific needs and can be provided on-site, off-site, or through a combination approach.
HR Knowledge Consultancy is a fast growing HR consulting firm with a goal of providing a range of HR solutions from fully managed outsourced HR departments to advice support. Their vision is to be the top choice for world class people management solutions. They strive to develop an outstanding track record as a passionate, talented team consistently delivering HR excellence. Their services include recruitment, compensation, talent management, surveys, and training. They have expertise across industries in Kenya.
Human Resource Services provides HR consulting and services to small and mid-sized companies to help them attract, grow, and retain great employees so business leaders can focus on growing the business. They assess clients' needs, develop roadmaps to meet business objectives, and provide fractional or long-term HR support. Their services include employee handbooks, recruiting, performance management, training, and consulting on compensation and benefits.
CCI Consulting partners with clients to optimize their human capital through building capacity, resilience, and competencies to drive business results. They help clients with talent pipelines, engaging and retaining top talent, strengthening leaders, and improving individual and team performance. With offices in Pennsylvania, New Jersey, and Delaware, they are the largest privately-held human capital consulting firm in the region and have global capabilities through their ownership in an international partnership with over 70 firms in over 45 countries. Since 1988 they have helped over 1,700 organizations across industries through four practice areas: talent acquisition, development, HR consulting, and career transition.
CCI Consulting is a human capital management consulting firm that partners with clients to optimize their talent through building competencies, resilience, and talent pipelines. They help clients with talent acquisition, development, engagement, and transition across four practice areas. With offices in Pennsylvania, New Jersey, and Delaware, they are the largest privately-held firm in the region and have global capabilities through their ownership in an international partnership. Since 1988, they have helped over 1,700 organizations across industries address talent challenges that come with growth and change.
This document provides information about HR Potential Experts (HRPE), an outsourcing firm that offers human resources services to both employers and employees. For employers, HRPE can take over HR administrative functions to reduce costs and risks. It provides the full capabilities of an in-house HR department. For employees, HRPE assists with job searches, resume and interview preparation, and access to job listings. The document outlines HRPE's services in areas such as recruitment, training, compensation analysis, and strategic workforce planning to help both employers and job seekers.
Maximum People Performance is a consulting firm focused on helping organizations achieve their strategic objectives by engaging employees to reach their maximum potential. They believe in customized solutions for each unique client and finding the best match between experienced consultants and desired client outcomes. Their approach involves understanding the client's vision, assessing workplace needs, and implementing tailored HR solutions to achieve results. They offer innovative consulting and training in areas like organizational effectiveness, people development, and employee relations. The benefits for clients include inspired, focused, and engaged employees committed to business goals.
Interact Consultants is a Sri Lankan HR consulting firm. Their mission is to provide specialized HR solutions and expertise to clients to help them gain a competitive advantage. They offer a range of services including recruitment, HR outsourcing, payroll management, and training. Their goal is to exceed client expectations by understanding unique client needs and delivering high quality, valuable solutions.
Purplecode was formed with the vision to provide startup companies and small-medium businesses with access to expert HR services which typically fall well outside the small business budget. We help you to stay in your genius zone while we support the human resource function.
Purplecode was formed with the vision to provide startup companies and small-medium businesses with access to expert HR services which typically fall well outside the small business budget. We help you to stay in your genius zone while we support the human resource function.
Sanford Rose Associates - Atlanta North is an executive search firm specializing in supply chain management and IT leaders. Some key aspects that make them different include their in-depth industry knowledge, focus on passive candidates, and proprietary Dimensional Search methodology. Their mission is to identify talent that will have an immediate impact on their client's organizations and help them achieve their strategic goals.
Career Nest HRC is located in Belgavi (Karnataka) as established in the year 2014. We are creating an effective link between the organization and the job seeker. We provide the clients with the brightest and the best candidates according to their specific requirement. We have already made our mark in the placement and the recruitment industry.
We provide placement service to all Private Limited Companies, Multinational companies(MNC), School, Colleges, NGO, Dealers and Distributors, as well as we provide training for personality development prepare candidates for interview, help them in improving their communication skill.
We are a Business and HR Consulting firm that serves diverse businesses across locations . A team of professional from diverse background and experience in the area of Business Management,HR Consulting and Operational Excellence.
We support organizations in :-
Evolving customized solution which are measurable &
Sustainable results
Profitable ,Productive & effective
Also train, develop and coach talent for Business needs
Mchils– A Search firm to ensure the highest standards of professionalism in the practice of Executive Search and by that to give new perspectives to our clients as well as our candidates. When companies seek to hire senior-level management from outside their organization, we make sure they hire not just any qualified person, but the most qualified and appropriate person to meet the challenges of the position and by that the future of the company. As a retained Executive Search firm we work under an exclusive contract with the client organization dedicated to searches that succeed.
Richard Pierce set up his HR consultancy Real People Management in 2019 with 25 years of experience in HR management. He offers practical and objective HR and employee relations advice through services like investigations, change management support, and coaching. He can provide remote support through video conferencing platforms and aims to flexibly support executives, managers, employees, and HR professionals through his collaborative approach. Recommendations from past clients praise his expertise, engaging style, and balanced perspective.
The document discusses outsourcing HR functions to a consultant. It notes that companies often outsource HR when starting out small or when they reach a size where professional input is needed to make the department more cost effective. Outsourcing HR services can provide cost savings, standardized processes, and efficient service. Common functions outsourced include recruitment, policy making, strategy planning, and more. The consultant, ICE, provides these outsourced HR services so clients can focus on their core business while enjoying the benefits of professional HR support.
Wise Planner Consulting provides human resources solutions and services to businesses to help them develop high performing organizations. Their services include recruitment and selection, job analysis and profiling, performance management, training and development, advice and guidance, staff handbooks, policies and procedures, organization design, and HR outsourcing. They have experience working with various businesses both large and small.
Human Capital is the most valuable asset for any organization today. We at Brainiers make sure that you get the best in the business. Brainiers Consultancy Services help you find the the right candidates for your company, partner with you in maximizing potential of your human capital and optimizing your HR processes.
Our wide suit of services lets you leverage your organization's Human Capital and optimize the performance of your Employees.
Our Services have developed based on international best practices and are adapted to suit all our clients' businesses. Be it the right talent for your organization, or a cost effective consulting solution, or a training program, or solution for enhancing your HR processes, our services are customized to meet your every need.
Coporate Profile Docx Recruitwell New 31 05 12Mark Fingleson
RecruitWell is a human capital solutions company that places managers and develops people in various industries. It provides services such as recruitment, executive search, disability recruitment, profiling, coaching, leadership development, compensation analysis, and psychometric assessments. RecruitWell aims to understand clients' business needs and customize solutions using a team of experts. It follows a thorough recruitment process that includes defining job requirements, identifying qualified candidates, interviewing and screening candidates, submitting a shortlist to clients, obtaining references, and assisting with offers.
ResourceBank provides talent and HR solutions including outsourced recruitment, executive search, HR services, and talent assessment. They have dedicated resourcing teams that work solely for clients and become embedded in their organizations. ResourceBank won an award for the best embedded recruitment team in 2015 and delivers improved applicant quality and a seamless integration viewed as an extension of clients' HR functions.
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Ron has spent many years trying to understand why some individuals, teams and companies are wildly successful and others never seem to rise above mediocrity. During this presentation Ron will share the principles that he has discovered to be the real “difference makers” for success both personally and professionally.
Ronald J. Dunford
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Schreiber Foods Inc.
Ron Dunford is President, Schreiber US. He has spent 31 years in the dairy industry with roles in operations, sales/marketing and general management.
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During his tenure, he has helped set the vision and execute the strategy that has resulted in company records for revenue, volume, profit, product quality and safety. He also led the implementation of process excellence, lean manufacturing, the utilization of risk management tools and the integration of new product categories into the company.
In the food industry, he is a member of the board of directors of the International Dairy Foods Association, a member and officer of the board of directors of the National Cheese Institute and is a past member of the board of directors of the International Foodservice Manufacturers Association.
He earned a B.S. in Geology from Utah State University in Logan, Utah.
He and his wife Dana have two sons. They are heavily involved in the community and church activities and they enjoy sports activities of all kinds.
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Schreiber’s vision is to be the best customer-brand dairy company in the world. The company strives to create sustainable value for its customers as a modern, global partner delivering exceptional quality, service, innovation and insight – all while enriching lives around the globe.
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Attend this workshop if you want to:
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• Build strong and diverse teams; and
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Your ROI?
• Leverage your natural talents;
• Align your strengths with the right projects; and
• Get results that positively affect work culture, innovation and productivity, and ultimately the bottom line.
Best-selling authors, TED Talk stars and strengths-based leaders Tom Rath and Marcus Buckingham have brought the strengths-based message to business that researchers have known for years: investing in strengths, understanding others’ needs and surrounding yourself with the right people (those who want to maximize their best skills, AKA strengths) are essential keys to leadership effectiveness.
Attend this workshop if you want to:
• Identify and understand your strengths to be most effective at work and home;
• Build strong and diverse teams; and
• Lead to your full potential.
Your ROI?
• Leverage your natural talents;
• Align your strengths with the right projects; and
• Get results that positively affect work culture, innovation and productivity, and ultimately the bottom line.
One of the challenges of leadership is allocating resources amongst competing ideas and projects. In this presentation, Mike Devereux, president and CEO of Nature’s Way Brands, will describe the strategic planning process that takes place at Nature’s Way. This includes how they evaluate their business strategy over multiple horizons, short term/medium term/long term, in order to build a growing and sustaining business over the long term. Mike will share his experiences with this process including the tough decisions that can sometimes be controversial when balancing the dilutive impact of investments on short-term performance.
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Managing a Multi-Generational Workforce
1. Managing a Multi-Generational Workforce
800-236-2246 • schencksc.com
Presented by:
Debra Pagel, Director of Human Resources Consulting
debra.pagel@schencksc.com
715-261-4701
800-236-2246
Schenck SC is a full-service CPA and consulting firm. Any accounting, business or tax advice contained in this handout,
including attachments and enclosures, is not intended as a thorough, in-depth analysis of specific issues or as a substitute for
a formal opinion, nor is it sufficient to avoid tax-related penalties unless expressly indicated.We are not responsible for errors,
misinterpretations, or omissions related to this information. Because the information presented is general in nature, and is
subject to change, we urge you to contact us for personal advice before you act.
5. schencksc.com
Human Resources Consulting Services
Strategic consulting services
• Behavioral assessment
• Career assessments
• Conflict management
• Culture alignment
• Culture/associate surveys
• Executive coaching
• Leadership development
• Organizational structure
• Succession management and transition planning
• Talent management
• Team building
• Seminars
• Training and development
HR fundamentals
• Assessment of HR functions (HR audit)
• Recruitment and selection services
• Job descriptions
• Compensation systems and wage analyses
• Policy and procedure development
• Employee benefits support
• Employee handbook creation or review
• Performance management systems
• Employee relations
• Day-to-day compliance
• HR best practice coaching
Outsourced services
• Part-time, full-time or temporary human resources manager
• Outsourcing is tailor-made to your organization.We dedicate
onsite and/or offsite assistance in all HR fundamental areas
when you do not have an HR person on board.We can also
provide supplemental HR staff when your own human resources
staff is stretched due to growth or special projects.
8. 2
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Workshop Objectives
• History behind generation gaps
• What are traditionalists
• What are baby boomers
• What are Generation X‐ers
• What are Generation Y‐ers
• Differences between each type of generation
• Finding common ground among the generations
• Conflict management
• Leveraging the benefits of generation gaps at work
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Three Crucial Reasons Organizations are
Addressing Generational Issues
1. Competition for talent is escalating
2. More generations are working side‐by‐side
3. Productivity and business results linked to work
environment
Source: AICPA / KBC Consulting
9. 3
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What is a Generation?
• A generation is a group of people born during the
same period and shares the same attitudes and
values
– The period is the factor to dividing the generations into
groups
• In each period are experiences that shaped the
attitudes and values of each generation
– In addition, the interaction between generations is also a
factor in shaping the subsequent generation
Source: AICPA / KBC Consulting
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What Generations Exist in The Workplace?
• The four generations that are typically found in an
organization are the following:
1. Traditionalist
2. Baby Boomers
3. Generation X
4. Generation Y
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Traditionalists (1900 – 1945)
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Traditionalists
• Born before 1945
• 11.5 million still in workforce
• Values
– Dedication and hard work
– Loyal
– Honorable
– Conformity
– Respect for authority
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Traditionalists
• Loyal, command and control style, self‐sacrifice,
50% ex‐militaryAttributes
• Respect them, be accountable, honor chain of
command, be courteousDo
• Use slang or be vulgar, be late, change
appointmentsDon’t
• Community involvement, family togetherness,
proper dress, respect for authorityLikes
• Waste, credit cards, technologyDislikes
Source: AICPA / KBC Consulting
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Baby Boomers (1946‐1964)
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Baby Boomers
• Born between 1946 – 1964
• Values
– Optimism
– Team orientation
– Personal gratification
– Health and wellness
– Personal growth
– Involvement
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Baby Boomers
• Optimistic, Collegial style, Workaholic, Social
Reformers, The “Me Generation”Attributes
• Value their experience, Give them credit, Give
them perks, bonuses are good too!Do
• Ignore their contributions, Disrespect them, Tell
them‐ask them!Don’t
• Responsibility, Serious work ethic, “Can do”
attitude, CompetitivenessLikes
• Laziness, Improper business etiquette, Turning 50Dislikes
Source: AICPA / KBC Consulting
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Traditionalist
• Traditional roles
• Loyal to marriage and
workplace
• Patient & willing to be
disciplined
• Played by the rules
Boomers
• Redefined roles
• Left unfulfilling
relationships
• Immediate gratification
• Manipulated rules
Traditionalists vs. Boomers
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Generation X (1965‐1980)
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Generation X‐ers
• Born between 1965 – 1980
• Values
– Self‐reliant
– Informal
– Pragmatic
– Skeptical
– Global thinker
– Technology literate
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Generation X
• Independent, Self‐command style, Suspicious of
authority, Skeptical, The “Latchkey Generation”Attributes
• Give feedback when asked, Groom for
management, Allow to multi‐taskDo
• Micromanage, Talk too much, Treat them like
slackersDon’t
• Freedom, Up‐to‐date technology, Multi‐tasking,
Work/life balanceLikes
• Too much collaboration, Political red tape, HypeDislikes
Source: AICPA / KBC Consulting
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Boomers
• Fight authority
• Love media
• Workaholics
• Political
Generation X‐ers
• Find way around
• Avoid media
• Want a life
• Politics waste of time
Boomers vs. Generation X‐ers
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Millennials / Generation Y (1981‐2000)
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Millennials / Generation Y
• Born between 1981 – 2000
• Values
– Optimistic
– Confident
– Independent
– Social
– Moral
– Civic minded
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Millennials / Generation Y
• Hopeful, Participative style, Determined, The
Internet generationAttributes
• Provide orientation training, Give feedback, Allow to
multi‐task, Assign mentors, Provide career pathingDo
• Ignore their security, Treat them like children,
Forget to explain “why”Don’t
• The latest technology, To ask questions, Their
parents and grandparents, Public activismLikes
• Negativity, Anything slow, boredomDislikes
Source: AICPA / KBC Consulting
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4 Generations
• Unique work ethics
• Different perspectives
• Distinct ways of managing and being managed
• Differing views of issues
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Each Generation Brings Unique Values and
Characteristics to the Workplace
Generation Characteristics Stereotyped as
Traditionalists • Hardworking and dedicated
• Respectful of rules and authority
• Conservative and traditional
• Old‐fashioned
• Behind the times
• Rigid / autocratic
• Change / risk averse
Baby Boomers • Youthful self‐identity
• Optimistic
• Team player
• Competitive
• Self‐centered
• Unrealistic
• Political
• Power‐driven
• Workaholic
Generation X • Balanced (work/life quality)
• Self‐reliant
• Pragmatic
• Too independent
• Selfish
• Impatient
• Cynical
Generation Y • Fast‐paced / multitasking
• Fun‐seeking
• Technology‐savvy
• Short attention span
• Spoiled and disrespectful
• Technology ‐ dependent
Source: AICPA / KBC Consulting
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Background
• Effects of technology:
– The use and understanding of technology is a main
difference among the generations
– The Traditionalist had very little exposure and need for
computers and other devices that we take for granted today
– Even some Baby Boomers may struggle with technology
• They tend to use it only as needed, and usually only at
work
– On the other hand, Generation X and Y grew up with
technology and they use it more as a part of daily life
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Background
• Effects of media:
– Media has boomed over the last 20 years
– Television, computers, Internet, and smart phones have
increased the amount and availability of entertainment
programming
– Many Generation X and Y's were raised with media as a large
part of their diet
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Attitude
• Attitude towards authority:
– As the generations progressed, their attitude towards
authority is one that will challenge them
– The older generation was taught to revere authority due to
the military presence in the culture during wartime
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Attitude
• Attitude towards individuality:
– The younger generations were brought up during a time
where most parents worked outside the home leaving them
in day cares
– This environment taught the younger generation to be
independent and self‐sufficient
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Attitude
• Loyalty to their employers:
– The older generation is more likely to stay with one
employer their entire life, if that is possible
– This tendency was brought on by living through difficult
times
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Working Style
• Flexible hours:
– The younger generation values flexibility in the workday to
attend to personal things
– They value their family life over their work life and seek to
find employers that will provide working arrangements that
will allow them to work and manage their family life
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Working Style
• Challenge the status quo:
– The younger generation sees it as a benefit to challenge
other thinking and is quick to present their point of view
– The older generation is more submissive and sees
challenging the status quo as disrespecting the authority
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Working Style
• Motivation:
– The older generation values a stable work environment
where conformity is valued
– The younger generation is motivated by achievement and
they will create an environment of competition, which may
be threatening to the older generation
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Life Experience
• Hard times:
– The older generations experienced harder times and lived
without for long periods
• This taught them the value of having the basics like food
and clothes
– Baby Boomers know what it is to fight for civil rights and
protest against the government
Life Experience
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Life Experience
• Entertainment:
– The older generation experienced entertainment as
traditional events like the movies and non‐technical
activities
– The younger generation grew up with video games, 4D rides
at amusement parks and other activities that are designed to
stir the senses
Life Experience
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Life Experience
• Technology:
– The younger generation experienced technology as a way of
life
– Generation X had technology grow into their lives and
Generation Y never did without it
– The older generation was slow to adapt and use technology
as a social tool
Life Experience
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Five Generations in the Workplace
Source: AICPA / KBC Consulting
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Finding Common Ground
• In order to be successful bridging the gap across the
generations, you must find common ground that
enables you to close the gap and effectively reach
your opposing generation
• Areas of focus:
– Feedback
– Communication
– Work/Life Balance
– Delegation
– Loyalty
– Rewards and Recognition
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Customize Your Feedback
Traditionalists –
Don’t need any
Generation X –
When asked
Boomers –
1X year
Generation Y –
All the time
Feedback
Source: AICPA / KBC Consulting
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Younger Bosses Managing Older Workers
• Use the ACE technique in avoiding conflict with your older
employees.
– Acknowledge your older employee’s experience and the value they
bring to the team
– Caring for your older employee comes in many ways
• Become interested with their personal life or hobbies
– Exchange ideas and ask for input from your older employees on
issues and demonstrate that you value their opinions and solutions
• Implement good ideas and give them recognition
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Avoid Turnovers With A Retention Plan
• Determine what values this person has based on their
generational trait
– Think of things that could be a motivating factor like
schedule flexibility, incentives and recognition
• Prepare several focused questions that may lead to
underlying issues
– Be frank with your employees and tell them that you want to
keep them and will set up a follow up meeting to discuss
possible solutions
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Avoid Turnovers With A Retention Plan
• Ask questions about their personal goals and career
milestones and see how you can help them achieve them
• Be ready to become an advocate for your employee
– This means that you may need to do some research or speak
with key people in human resources to help find more solutions
• Work with your human resource contact to develop a
retention plan
– They can give you solutions that are aligned with your company’s
policies
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Breaking Down The Stereotypes
• Stereotypes are formed when there is lack of information
from the other side
– Stereotypes are difficult to break because the thought process is
difficult to detect
• Many activities can challenge your team
– When your team is challenged, their best traits will come through
– You may encounter resistance at first, but your job is to coach
them through it
• Once you are done with your activity, hold a debrief
meeting to spotlight the team and their achievement
– Share commonalities that span the entire team
– Finally, relate those commonalities to work related activities like
project work, etc.
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Embrace the Hot Zone
• When dealing with generation gap issues, there is a hot
zone that you must recognize and address
– The hot zone is an area you know there is conflict
• It could be between two employees or groups within
your team
– First, you must acknowledge the hot zone exists (ignoring it
could result to more widespread hot zones)
– Next, you should engage the hot zone as soon as possible and
provide feedback to all the parties involved
– Set expectations with your employees on how to handle future
conflicts
– Hold one‐on‐one coaching with each employee involved in the
hot zone and have him or her come up with ideas on how to
make things better avoiding hot zone issues
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Treat Each Other As A Peer
• The CARE model is a good way to start this process and they
should be coached at the individual level
• CARE stands for the following behaviors:
– Collaborate – Your team should be exposed to an environment where ideas
are exchanged and at times challenged. Set ground rules in your meetings
on how to handle disagreements. Encourage other points of view. Make
sure all participants are involved. Be fair in your assessments and use
objective means to determine the best ideas.
– Acknowledge – Teach your team to acknowledge each other’s value. In
addition, teach them how to deliver the feedback. Do not assume they
know how to do this. Remember that feedback is behavior‐based.
– Respect – Teach your team how to show respect to each other by using
proper greetings and posture towards each other. Set the expectation that
derogatory remarks about age are not tolerated by anyone.
– Equal – Teach your team that all members of the team are equal
in value and contribution they bring. Age is not a factor.
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Create A Succession Plan
• Determine a clear career goal
– Make sure it is a real goal
– Make sure it is attainable
– Make sure it is time driven
• Consult with your HR department to determine what their
requirements are
• Consult with the head of the department if the career path takes
them to another area
• Determine any educational requirements and provide guidance
• Set up a mentor program with someone currently doing what they
want to achieve
• Track their progress
• Meet with them periodically to specifically discuss their progress on
their succession plan
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Solutions
• It starts with awareness
– This is a diversity issue and an engagement issue
• Develop a corporate culture of tolerance and
understanding
• An organization that values different work styles will
have a more productive workforce
• Capitalize on the strengths of each generation
Source: AICPA / KBC Consulting
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More Possible Solutions
• Form a cross‐generational advisory board
• Stop managing your people based on time
• Share more information
• Evaluate the ROI of working at your firm
• Don’t talk in terms of lifetime employment to your
youngest people
Source: AICPA / KBC Consulting
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The Power of 4
Leverage the power of the four generations
present in your workplace
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Benefits of Generation Gaps
• You gain a good perspective of the external culture
• You can generate more ideas based on varying experiences
• The older generation can help the younger generation
refine their social skills
• The younger generation can help the older learn how to
leverage technology
• Create a mentoring environment
Keep in mind that whenever you have access to different
views, ideas and way of doing things, you have a source of
knowledge that is profound and leveraged for the
organization’s benefit
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How to Learn From Each Other
• Frequent – Make sure your team meets frequently in a
team‐meeting environment
– It can be once a month, once a week, etc.
– Having your team together in a group will help them engage each
other, communicate, and dialogue – this is essential to any learning
environment
• Informal – Make your meeting less formal
– This way everyone puts down his or her guard
– Use an icebreaker activity or energizer
– Making your meeting informal will allow your employees to share
and learn
• Team building – Make your meetings about team building
– Topics like updates, reports, etc., are best delivered by other
means like email in a presentation
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Embracing The Unfamiliar
• Look for unfamiliar things in the workplace
– Be on the lookout for new ideas, attitudes, trends, etc. in the workplace
you can investigate and learn more on the topic
• Engage it immediately
– When you identify an unfamiliar concept or idea, embrace it immediately
– Ask questions about it and take notes
• Acquire more knowledge on the topic
– Research the topic and learn more about it
– Look for reasons why this is valuable and why one should adopt it
• Disseminate the knowledge to the rest of the team
– Once you gather the information, share it with your team in your meetings
– Gain input on perspectives and tell them how this information helps you
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Your Future Workforce
2006 2016
Generations Ages
% of Labor
Force
Ages
% of Labor
Forces
Traditionalists 61 ‐ 78 15.6% 71 ‐ 88 7.6%
Baby Boomers 42 ‐ 60 32.4% 52 ‐ 70 27.2%
Gen X‐ers 28 ‐ 42 22.8% 38 ‐ 52 33.2%
Millennials 7 ‐ 27 29.2% 17 ‐ 37 32%
Source: Generational Statistics
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Generational Focus
• Our focus needs to be on the future, which by 2020
will be the Millennials
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For Millennials
• Adopt a mindset of flexibility
• Show them you respect what they contribute
• Challenge them
• Coach and mentor whenever possible
• Give them the “why”
• Fill their jobs with as much variety as possible
• Make time for them
• Teach them by letting them “do” something
Source: AICPA / KBC Consulting
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Final Thought
• Of 75 possible drivers of engagement, the one that
was rated the most important was the extent to
which employees believed that their senior
management had a sincere interest in their well‐being
Source: Towers Watson
Source: AICPA / KBC Consulting
Any questions?
Thank you!
Debra Pagel
debra.pagel@schencksc.com
800‐236‐2246