Austin Benn - How to deal with a multi-generational workforceJade Webster
This document discusses the challenges of managing a multi-generational workforce. It outlines three main generations currently in the workforce - Baby Boomers, Generation X, and Generation Y. Each generation has different attitudes, habits, and motivations that were shaped by world events during their formative years. This can lead to potential conflicts between generations with differing views of work-life balance, loyalty, flexibility, technology, and leadership. The document provides suggestions for managing a multi-generational workforce effectively, such as encouraging collaboration, focusing on cross-generational learning, and addressing the specific needs of each generation.
Generational values in organizationa behaviorMilton Kumar
Generational values in Organizational behavior, Different generations like Traditional, baby boomers, generation X, generation Y, Similarities and dissimilarities of different generational values.
This document discusses bridging the generation gap between Baby Boomers and Millennials in the workplace. It describes how their different upbringings have led to differences in communication styles and work expectations. Baby Boomers value independence and accountability, while Millennials prefer collaboration and feedback. The document provides tips for organizations, including establishing mentorship programs, highlighting employees monthly to build understanding, and reminding older workers that they must help foster relationships with younger workers. The overall goal is to help both generations understand each other better to improve workplace productivity and satisfaction.
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.
This document discusses five generations currently in the workplace - Traditionals, Baby Boomers, Generation X, Millennials, and Generation 9/11. Each generation is defined by their birth years and key attributes shaped by historical events. Common areas of generational conflict are managing technology, organizational hierarchy, dealing with change, and differences in work ethic. The document also contrasts the differences between college and the workplace, noting that the workplace requires more self-direction, critical thinking, and focus on organizational goals rather than personal goals.
Say What? Communicating Effectively in a Multigenerational Workplace EmilyBennington
This document discusses communicating effectively in a multigenerational workplace. There are currently four generations in the workforce - Traditionalists, Boomers, Generation X, and Generation Y/Millennials. Each generation has unique characteristics and perspectives shaped by their formative years. Lack of understanding between generations can lead to low morale and turnover. To improve communication, it's important to understand each generation's values and preferences in communication styles. The three rules for outstanding multigenerational communication are to value what each generation lacked, recognize the breakdown of traditional hierarchies, and understand that a one-size-fits-all approach doesn't work.
The document discusses generational differences in today's diverse workforce. It notes that within 3 years there will be a shortage of 10 million workers as the number of people aged 55+ increases by 35% while those aged 35-45 shrink by 15%. The modern workforce is comprised of four generations - Traditionalists, Baby Boomers, Generation X, and Millennials - with each having unique views of careers, management, and success. Understanding these differences is important to avoid tensions between age groups in the workplace.
Austin Benn - How to deal with a multi-generational workforceJade Webster
This document discusses the challenges of managing a multi-generational workforce. It outlines three main generations currently in the workforce - Baby Boomers, Generation X, and Generation Y. Each generation has different attitudes, habits, and motivations that were shaped by world events during their formative years. This can lead to potential conflicts between generations with differing views of work-life balance, loyalty, flexibility, technology, and leadership. The document provides suggestions for managing a multi-generational workforce effectively, such as encouraging collaboration, focusing on cross-generational learning, and addressing the specific needs of each generation.
Generational values in organizationa behaviorMilton Kumar
Generational values in Organizational behavior, Different generations like Traditional, baby boomers, generation X, generation Y, Similarities and dissimilarities of different generational values.
This document discusses bridging the generation gap between Baby Boomers and Millennials in the workplace. It describes how their different upbringings have led to differences in communication styles and work expectations. Baby Boomers value independence and accountability, while Millennials prefer collaboration and feedback. The document provides tips for organizations, including establishing mentorship programs, highlighting employees monthly to build understanding, and reminding older workers that they must help foster relationships with younger workers. The overall goal is to help both generations understand each other better to improve workplace productivity and satisfaction.
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.
This document discusses five generations currently in the workplace - Traditionals, Baby Boomers, Generation X, Millennials, and Generation 9/11. Each generation is defined by their birth years and key attributes shaped by historical events. Common areas of generational conflict are managing technology, organizational hierarchy, dealing with change, and differences in work ethic. The document also contrasts the differences between college and the workplace, noting that the workplace requires more self-direction, critical thinking, and focus on organizational goals rather than personal goals.
Say What? Communicating Effectively in a Multigenerational Workplace EmilyBennington
This document discusses communicating effectively in a multigenerational workplace. There are currently four generations in the workforce - Traditionalists, Boomers, Generation X, and Generation Y/Millennials. Each generation has unique characteristics and perspectives shaped by their formative years. Lack of understanding between generations can lead to low morale and turnover. To improve communication, it's important to understand each generation's values and preferences in communication styles. The three rules for outstanding multigenerational communication are to value what each generation lacked, recognize the breakdown of traditional hierarchies, and understand that a one-size-fits-all approach doesn't work.
The document discusses generational differences in today's diverse workforce. It notes that within 3 years there will be a shortage of 10 million workers as the number of people aged 55+ increases by 35% while those aged 35-45 shrink by 15%. The modern workforce is comprised of four generations - Traditionalists, Baby Boomers, Generation X, and Millennials - with each having unique views of careers, management, and success. Understanding these differences is important to avoid tensions between age groups in the workplace.
The document discusses generational theory and the four main generations currently in the workforce - Traditionalists/Silent Generation, Baby Boomers, Generation X, and Millennials. It provides background on each generation including defining events and examples of prominent members. The document also notes strategies for creating harmony between the generations in the workplace such as knowledge management, mentoring, and empowering multi-generational teams.
The document discusses managing multiple generations in the workplace. It covers the characteristics of Traditionalists, Baby Boomers, Generation X, Generation Y, and Generation Z. Each generation has unique attributes based on the historical events that shaped them. To be effective, workplaces must understand generational differences and allow flexibility in management style, communication preferences, and benefits to engage all generations. Focusing on mutual respect and leveraging the strengths of each generation creates a cohesive and high performing workplace.
The document discusses different generations in the workforce, focusing on Millennials. It identifies key events that shaped each generation and characteristics that define them. The document also discusses strategies for effectively managing a multigenerational workplace, including understanding generational differences, leveraging each generation's strengths, and how to recruit, engage, and retain Millennial employees through opportunities like internships that introduce them to potential careers. The overall message is that each new generation faces challenges when entering the workforce but with open communication and understanding of what motivates different age groups, multigenerational teams can be highly productive.
This document discusses the multigenerational workforce and the four main generations currently comprising it: Silent Generation, Baby Boomers, Generation X, and Generation Y. Baby Boomers currently make up 41% of the workforce while Gen X and Y together make up 50.5%. With Boomers delaying retirement, the workforce is aging. By 2025, over 20% of workers will be 55 or older. Each generation brings distinct values and expectations to work. Managing a multigenerational workforce requires retaining older generations through mentorship while developing younger generations through training.
This document discusses different generations in the workforce - Baby Boomers, Generation X, and Millennials - and their characteristics, as well as tips for working with each generation. Baby Boomers are described as idealistic and career focused, Generation X as distrustful of institutions and prioritizing family/friends over work, and Millennials as very tech-savvy, collaborative, and impatient. The document provides advice on work environment, work content, compensation, and relationships for each generation.
From Baby Boomers to Gen Y'ers: Managing Multiple Generations in the WorkplaceMultifamily Insiders
Produced by Multifamily Insiders: http://www.multifamilyinsiders.com
Most of us know the basics when it comes to generational gaps in the workplace, so now Alex is going to dig into these differences and explain how you can use this knowledge to manage your teams better! In this webinar, you will learn how to:
a. Define the four generations and their workplace characteristics
b. Define each generational personality
c. Recognize generational differences
d. Identify the common drivers and value systems of each generation and how those
drivers affect motivation and behavior in the workplace
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.
This document discusses the four generations currently in the workforce - Veterans, Baby Boomers, Generation X, and Millennials. It notes that this is the first time these four generations have worked alongside each other and outlines some of the key attributes of each generation, including their attitudes, behaviors, expectations, habits, and motivations. The document concludes by providing tips for effectively managing a multigenerational workforce, such as emphasizing common goals, developing cross-generational mentoring, and focusing on each employee's unique skills rather than generational differences.
Working with and Managing Multiple generationsEvelyn Neale
We are now working in environments with a mix of 5 or more generations making for dynamic workplaces. Learn the generational characteristics and what motivates them. How to resolve conflicts and create an innovative and positive working environment.
Leadership in the age of Participation Trophies appears ever more challenging for those entering or existing in the leadership space, especially in the public sector. Observations from the field present a challenging picture of applying yesterday’s solutions to today’s problems.
The fact is that the oldest of the "millennials" are now almost 40 and have had the same things in life happen to them that every generation before them had (bankruptcy, divorce, disease etc.)
What's followed in the form of Gen Z however are a new crop of hard working, fair minded, worldly young people who aren't seeking what the generations before them once did.
Preparing to lead the next generation of young professionals, especially in the public sector, will take less of the hard‐line “command and control” methods of the past and more authenticity, personal strength and servant‐centered leadership along with the "soft" skills like empathy, self‐awareness, kindness, and self‐esteem.
This document discusses generational differences between Baby Boomers, Generation X, and Generation Y in the workforce. It provides details on the values and characteristics of each generation. Generation X values diversity, balance, and informality. Myths about Generation X include that they are materialistic, whiners, or have a "you owe me" attitude. Generation Y is optimistic, civic-minded, and technologically savvy. Managing different generations requires understanding their different perspectives and priorities.
Today’s economic situation may have leveled the playing field in terms of the impact rising unemployment is having across all the generations, however, this does not diminish the fact that each generation brings its own unique way of dealing with the world and its ever changing terrain. This manifesto addresses the uniqueness and similarities of the four generations known as the: Traditionalists, Baby Boomers, Generation X, and Millennials with regards to workplace teams.
An extended presentation on generational diversity at work (also called multi-generational work teams). The goals were to provide an understanding of the generations with special emphasis on their work paths and styles. The four generations include Civics (also called Traditionalists, The Greatest Generation), Baby Boomers, Generation X (Gen Xers) and Millennial (also called Gen Y, Generation Next).
The multi-generational workforce - the new fault line? Hayat Hamici
There are more similarities than differences between the three main generational cohorts in the UK workforce - Baby Boomers, Generation X, and Millennials. While stereotypes suggest the generations have varying work preferences and levels of engagement, data from a large survey found few meaningful differences. Generation X reported slightly lower levels of trust in colleagues compared to the other generations. However, differences in engagement were more linked to age than generation. Additionally, all generations prioritized financial benefits and job security highly with little disparity in priorities. Overall, the data indicates a "one-size-fits-all" approach to employee engagement can be effective across generational lines in the workforce.
This document discusses four generations currently in the workforce - Matures/Traditionalists, Baby Boomers, Generation X, and Millennials. It provides demographic breakdowns and key events that shaped each generation. It also summarizes each generation's characteristics related to work ethic, expectations of leadership, and views of success. The document concludes with opportunities for employers to better engage and retain an intergenerational workforce.
The document discusses generational differences, focusing on Generation Y. It outlines some key characteristics of Gen Y including that they value flexibility, lifestyle, feedback and mentoring at work. They are constantly connected through technology and prioritize work-life balance. The document also discusses implications for career development, suggesting tailoring approaches for Gen Y through branding, marketing, technology, interactions and content that meet their needs and expectations.
This document summarizes a presentation about outliers and the American Dream. It discusses key concepts from Malcolm Gladwell's book Outliers, including what defines an outlier and factors that contribute to success. It also covers social science research on outliers and opportunities for success. Additionally, it examines issues like wealth inequality in the US, the impact of the Great Recession, and pursuing greater equality of opportunity to achieve the American Dream. Sociological perspectives are provided on these topics.
This document discusses how nonprofits can address generational differences to ensure long-term success. It outlines the key characteristics of different generations, from the Greatest Generation to Generation X and Generation Y/Millennials. The presentation notes that baby boomers currently dominate nonprofit organizations but will soon retire, creating leadership and staffing challenges. It recommends that nonprofits develop multigenerational strategies, mentor younger generations, use technology to engage Generation Y, and consider work-life balance needs across generations.
Innovation Overload – Technology, Jobs and the FutureInnoTech
David Smith will give a talk on the future of work and how technological changes are impacting jobs and companies. The pace of technological innovation is increasing rapidly and forcing companies to constantly change their strategies, products/services, and workforces. This has contributed to trends like downsizing, outsourcing, and automation. The ability to adapt to continuous learning will help professionals in the future. The talk will explore implications for both companies and individuals.
April 2012 Presentation In Lawrence With NotesFrank Fletcher
Between January and March of that year this strike by 30,000 unskilled and immigrant workers captured the attention of the entire nation. This paper examines that strike through the prism of the American Dream and considers how three versions of it converged in Lawrence in 1912.
Managing Generational Differences in a Utility's WorkforceFrank Fletcher
This presentation aims to assist water utility managers (or any manager) by documenting the need for the industry to address the issues of a multigenerational workplace. It profiles the current demographic changes and their possible impact on a utility’s bottom-line. Then it explains the concepts of generations and the generation gap in today’s workplace. Multigenerational diversity as well as a system-wide approach for attracting and retaining workers from all generations is also explored. Specifically the issues of: motivation, communications and technology as well as knowledge transfer and management are addressed.
The document discusses generational theory and the four main generations currently in the workforce - Traditionalists/Silent Generation, Baby Boomers, Generation X, and Millennials. It provides background on each generation including defining events and examples of prominent members. The document also notes strategies for creating harmony between the generations in the workplace such as knowledge management, mentoring, and empowering multi-generational teams.
The document discusses managing multiple generations in the workplace. It covers the characteristics of Traditionalists, Baby Boomers, Generation X, Generation Y, and Generation Z. Each generation has unique attributes based on the historical events that shaped them. To be effective, workplaces must understand generational differences and allow flexibility in management style, communication preferences, and benefits to engage all generations. Focusing on mutual respect and leveraging the strengths of each generation creates a cohesive and high performing workplace.
The document discusses different generations in the workforce, focusing on Millennials. It identifies key events that shaped each generation and characteristics that define them. The document also discusses strategies for effectively managing a multigenerational workplace, including understanding generational differences, leveraging each generation's strengths, and how to recruit, engage, and retain Millennial employees through opportunities like internships that introduce them to potential careers. The overall message is that each new generation faces challenges when entering the workforce but with open communication and understanding of what motivates different age groups, multigenerational teams can be highly productive.
This document discusses the multigenerational workforce and the four main generations currently comprising it: Silent Generation, Baby Boomers, Generation X, and Generation Y. Baby Boomers currently make up 41% of the workforce while Gen X and Y together make up 50.5%. With Boomers delaying retirement, the workforce is aging. By 2025, over 20% of workers will be 55 or older. Each generation brings distinct values and expectations to work. Managing a multigenerational workforce requires retaining older generations through mentorship while developing younger generations through training.
This document discusses different generations in the workforce - Baby Boomers, Generation X, and Millennials - and their characteristics, as well as tips for working with each generation. Baby Boomers are described as idealistic and career focused, Generation X as distrustful of institutions and prioritizing family/friends over work, and Millennials as very tech-savvy, collaborative, and impatient. The document provides advice on work environment, work content, compensation, and relationships for each generation.
From Baby Boomers to Gen Y'ers: Managing Multiple Generations in the WorkplaceMultifamily Insiders
Produced by Multifamily Insiders: http://www.multifamilyinsiders.com
Most of us know the basics when it comes to generational gaps in the workplace, so now Alex is going to dig into these differences and explain how you can use this knowledge to manage your teams better! In this webinar, you will learn how to:
a. Define the four generations and their workplace characteristics
b. Define each generational personality
c. Recognize generational differences
d. Identify the common drivers and value systems of each generation and how those
drivers affect motivation and behavior in the workplace
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.
This document discusses the four generations currently in the workforce - Veterans, Baby Boomers, Generation X, and Millennials. It notes that this is the first time these four generations have worked alongside each other and outlines some of the key attributes of each generation, including their attitudes, behaviors, expectations, habits, and motivations. The document concludes by providing tips for effectively managing a multigenerational workforce, such as emphasizing common goals, developing cross-generational mentoring, and focusing on each employee's unique skills rather than generational differences.
Working with and Managing Multiple generationsEvelyn Neale
We are now working in environments with a mix of 5 or more generations making for dynamic workplaces. Learn the generational characteristics and what motivates them. How to resolve conflicts and create an innovative and positive working environment.
Leadership in the age of Participation Trophies appears ever more challenging for those entering or existing in the leadership space, especially in the public sector. Observations from the field present a challenging picture of applying yesterday’s solutions to today’s problems.
The fact is that the oldest of the "millennials" are now almost 40 and have had the same things in life happen to them that every generation before them had (bankruptcy, divorce, disease etc.)
What's followed in the form of Gen Z however are a new crop of hard working, fair minded, worldly young people who aren't seeking what the generations before them once did.
Preparing to lead the next generation of young professionals, especially in the public sector, will take less of the hard‐line “command and control” methods of the past and more authenticity, personal strength and servant‐centered leadership along with the "soft" skills like empathy, self‐awareness, kindness, and self‐esteem.
This document discusses generational differences between Baby Boomers, Generation X, and Generation Y in the workforce. It provides details on the values and characteristics of each generation. Generation X values diversity, balance, and informality. Myths about Generation X include that they are materialistic, whiners, or have a "you owe me" attitude. Generation Y is optimistic, civic-minded, and technologically savvy. Managing different generations requires understanding their different perspectives and priorities.
Today’s economic situation may have leveled the playing field in terms of the impact rising unemployment is having across all the generations, however, this does not diminish the fact that each generation brings its own unique way of dealing with the world and its ever changing terrain. This manifesto addresses the uniqueness and similarities of the four generations known as the: Traditionalists, Baby Boomers, Generation X, and Millennials with regards to workplace teams.
An extended presentation on generational diversity at work (also called multi-generational work teams). The goals were to provide an understanding of the generations with special emphasis on their work paths and styles. The four generations include Civics (also called Traditionalists, The Greatest Generation), Baby Boomers, Generation X (Gen Xers) and Millennial (also called Gen Y, Generation Next).
The multi-generational workforce - the new fault line? Hayat Hamici
There are more similarities than differences between the three main generational cohorts in the UK workforce - Baby Boomers, Generation X, and Millennials. While stereotypes suggest the generations have varying work preferences and levels of engagement, data from a large survey found few meaningful differences. Generation X reported slightly lower levels of trust in colleagues compared to the other generations. However, differences in engagement were more linked to age than generation. Additionally, all generations prioritized financial benefits and job security highly with little disparity in priorities. Overall, the data indicates a "one-size-fits-all" approach to employee engagement can be effective across generational lines in the workforce.
This document discusses four generations currently in the workforce - Matures/Traditionalists, Baby Boomers, Generation X, and Millennials. It provides demographic breakdowns and key events that shaped each generation. It also summarizes each generation's characteristics related to work ethic, expectations of leadership, and views of success. The document concludes with opportunities for employers to better engage and retain an intergenerational workforce.
The document discusses generational differences, focusing on Generation Y. It outlines some key characteristics of Gen Y including that they value flexibility, lifestyle, feedback and mentoring at work. They are constantly connected through technology and prioritize work-life balance. The document also discusses implications for career development, suggesting tailoring approaches for Gen Y through branding, marketing, technology, interactions and content that meet their needs and expectations.
This document summarizes a presentation about outliers and the American Dream. It discusses key concepts from Malcolm Gladwell's book Outliers, including what defines an outlier and factors that contribute to success. It also covers social science research on outliers and opportunities for success. Additionally, it examines issues like wealth inequality in the US, the impact of the Great Recession, and pursuing greater equality of opportunity to achieve the American Dream. Sociological perspectives are provided on these topics.
This document discusses how nonprofits can address generational differences to ensure long-term success. It outlines the key characteristics of different generations, from the Greatest Generation to Generation X and Generation Y/Millennials. The presentation notes that baby boomers currently dominate nonprofit organizations but will soon retire, creating leadership and staffing challenges. It recommends that nonprofits develop multigenerational strategies, mentor younger generations, use technology to engage Generation Y, and consider work-life balance needs across generations.
Innovation Overload – Technology, Jobs and the FutureInnoTech
David Smith will give a talk on the future of work and how technological changes are impacting jobs and companies. The pace of technological innovation is increasing rapidly and forcing companies to constantly change their strategies, products/services, and workforces. This has contributed to trends like downsizing, outsourcing, and automation. The ability to adapt to continuous learning will help professionals in the future. The talk will explore implications for both companies and individuals.
April 2012 Presentation In Lawrence With NotesFrank Fletcher
Between January and March of that year this strike by 30,000 unskilled and immigrant workers captured the attention of the entire nation. This paper examines that strike through the prism of the American Dream and considers how three versions of it converged in Lawrence in 1912.
Managing Generational Differences in a Utility's WorkforceFrank Fletcher
This presentation aims to assist water utility managers (or any manager) by documenting the need for the industry to address the issues of a multigenerational workplace. It profiles the current demographic changes and their possible impact on a utility’s bottom-line. Then it explains the concepts of generations and the generation gap in today’s workplace. Multigenerational diversity as well as a system-wide approach for attracting and retaining workers from all generations is also explored. Specifically the issues of: motivation, communications and technology as well as knowledge transfer and management are addressed.
This document discusses managing a multigenerational workforce and provides recommendations. It notes that four generations are now working side by side, each with different experiences and expectations. This can lead to generational conflicts that impact engagement, turnover and costs. The document recommends focusing on motivation, technology, and knowledge transfer to bridge generational differences. Specifically, it suggests leveraging younger workers' technology skills through reciprocal mentoring. It also stresses the importance of formal knowledge transfer processes and involving all generations in deciding how knowledge is received and shared.
Reuters: Pictures of the Year 2016 (Part 2)maditabalnco
This document contains 20 photos from news events around the world between January and November 2016. The photos show international events like the US presidential election, the conflict in Ukraine, the migrant crisis in Europe, the Rio Olympics, and more. They also depict human interest stories and natural phenomena from various countries.
The Six Highest Performing B2B Blog Post FormatsBarry Feldman
If your B2B blogging goals include earning social media shares and backlinks to boost your search rankings, this infographic lists the size best approaches.
1) The document discusses the opportunity for technology to improve organizational efficiency and transition economies into a "smart and clean world."
2) It argues that aggregate efficiency has stalled at around 22% for 30 years due to limitations of the Second Industrial Revolution, but that digitizing transport, energy, and communication through technologies like blockchain can help manage resources and increase efficiency.
3) Technologies like precision agriculture, cloud computing, robotics, and autonomous vehicles may allow for "dematerialization" and do more with fewer physical resources through effects like reduced waste and need for transportation/logistics infrastructure.
A description of the life events that have shaped the lives of each of our current working Generations. Unfortunately, video inserts do not work with slideshare. If you download, they MAY work.
This document discusses communication challenges in a multigenerational workforce and analyzes strategies to improve effectiveness. It first provides an overview of the four main generations currently in the workforce: Traditionalists, Baby Boomers, Generation X, and Millennials. It describes key differences between the generations in values, work ethics, job mobility, compliance, and motivators. The document then discusses how organizational communication theories can be applied to build collaboration between generations. Specifically, it argues managers must understand generational characteristics to communicate effectively and motivate employees. A more collaborative environment that meets generational needs could improve efficiency, effectiveness, and teamwork.
Running head RESEARCH PROJECT116RESEARCH PROJECT.docxtoltonkendal
Running head: RESEARCH PROJECT 1
16
RESEARCH PROJECT
Ongoing Research Project
Michael
University
Research 8250
Professor X
I. Background
There are currently four generations working side by side in today’s workforce, yet very soon, there will be a fifth adding to the mix as the oldest generation ages out of the workforce and enters retirement (Zemke, Raines, & Filipczak, 2000). The Silent Generation have all but retired, but some still occupy positions in the workplace and still have significant influence through voting, media, and “heritage” or “emeritus” positions in high-placed institutions such as universities or executive boards. They were born around 1925 through 1945. The Baby Boomers are those said to be born between 1946 and 1964, many are still working and due to retirement age increases and the downfalls of the economy. This generation is can be found amongst Americans leadership at many city, state, and federal levels. The Baby Boomers, despite being rowdy and experimental in their youth, settled into a self-centered and materialistic approach to life in the 1980s, with a clear majority turning to Reagan, Reaganite neoliberal policies and even to religion through “born again” Christianity. Generation X is often referred to as the MTV Generation; they were born between 1965 and 1980. Many grew up during the Vietnam War and the rise of the AIDS virus. They are characterized by their hedonistic approach to life, their rejection of traditional values put forth by their conservative parents, and a cynicism for the established norms of society. Next is Generation Y, or the Millennials, which was born between 1981 and 1995. This generation saw the Persian Gulf War unfold before their very eyes on national television, and soon followed the OJ Simpson trial, as well as Former President Clinton’s impeachment. This so-called Millennial generation is among the most maligned in history, having been dismissed as narcissists and mindless, materialistic and venal workaholics (Barton, Koslow, Fromm, & Egan, 2012; Bergman, Fearrington, Davenport, & Bergman, 2011; Donatone, 2013; Twenge, 2013). This generation has simultaneously grown up with the Internet and yet still carries memories of the world before the digital sphere took over; this generation has nonetheless been denigrated in the popular press to the point where few take people of this generation seriously, even as they “age” into the dominant workforce generation. The newest generation that will be going to work soon is Generation Z, who were born toward the end of the 1990’s to 2010. This generation witnessed the 9/11 attacks from elementary school and endured OIF/OEF each day of their lives, with many seeing parents sent off to the Middle East and shipped home in body bags or with extreme disabilities. They have always known of Homeland Security’s threat levels to include increased airport security. They are soon to be the target demographic of colleges, m ...
The document discusses navigating generational differences in organizations. It defines the organizational generation gap as differing experiences and value systems between generations. Four generations currently in the workforce - Traditional, Baby Boomer, Generation X, and Millennial - each have defining experiences that shaped their values. These differences in values can lead to challenges, but understanding generational stereotypes, focusing on realities over perceptions, improving communication skills, and leading change with self-awareness can help bridge gaps between generations in the workplace.
Advances In Management Vol. 9 (5) May (2016)
1
Generation Gaps: Changes in the Workplace due to
Differing Generational Values
Carbary Kelly, Fredericks Elizabeth, Mishra Bharat and Mishra Jitendra*
Management Department, Grand Valley State University, 50 Front Ave, SW Grand Rapids Michigan 49504-6424, USA
*[email protected]
Abstract
The purpose of this study is to discuss the
generational gaps that are found in the workplace
today. With multiple generations working together,
and the oldest generation having to work longer and
retire later, generational changes are occurring in the
workplace and for management. There is a lack of
communication and understanding between the
different generations caused through differing values
and goals. Younger generations are also entering
different fields than those that were popular for older
generations. There is a serious new problem in the
workplace, and it has nothing to do with downsizing,
global competition, pointy-haired bosses, stress or
greed. Instead, it is the problem of distinct
generations — the Veterans, the Baby Boomers, Gen
X and Gen Y — working together and often colliding
as their paths cross.
Individuals with different values, different ideas,
different ways of getting things done and different
ways of communicating in the workplace have always
existed. So, why is this becoming a problem now? At
work, generation differences can affect everything
including recruiting, building teams, dealing with
change, motivating, managing, and maintaining and
increasing productivity All of these ideas are
explored, discussed, and evaluated, through looking
at current research on the topic and case studies that
have been conducted not only in the United States but
around the world.
Keywords: Generation gap, workplace, values.
Introduction
Throughout the years, as the population has continued to
both grow and age, it has caused generational changes to
take place in the various aspects of life. With the changes in
the demographics of the world’s population, there have also
been changes in how each group thinks and what they
value. This not only affects the way people behave in their
personal lives, but it also affects the workplace. As
generational changes occur in the workplace, a lack of
communication has caused adisconnect to occur between
the values and goals present among the different age groups
along with newer generations choosing different career
paths.
* Author for Correspondence
In order to understand where these differences stem from,
you need to analyze how each generation is different when
it comes to their beliefs and values. So, it is best to identify
the different groups present in workplace which range from
those born in 1922 to those born in the early 1990’s.
Moving chronologically, the fi.
Advances In Management Vol. 9 (5) May (2016)
1
Generation Gaps: Changes in the Workplace due to
Differing Generational Values
Carbary Kelly, Fredericks Elizabeth, Mishra Bharat and Mishra Jitendra*
Management Department, Grand Valley State University, 50 Front Ave, SW Grand Rapids Michigan 49504-6424, USA
*[email protected]
Abstract
The purpose of this study is to discuss the
generational gaps that are found in the workplace
today. With multiple generations working together,
and the oldest generation having to work longer and
retire later, generational changes are occurring in the
workplace and for management. There is a lack of
communication and understanding between the
different generations caused through differing values
and goals. Younger generations are also entering
different fields than those that were popular for older
generations. There is a serious new problem in the
workplace, and it has nothing to do with downsizing,
global competition, pointy-haired bosses, stress or
greed. Instead, it is the problem of distinct
generations — the Veterans, the Baby Boomers, Gen
X and Gen Y — working together and often colliding
as their paths cross.
Individuals with different values, different ideas,
different ways of getting things done and different
ways of communicating in the workplace have always
existed. So, why is this becoming a problem now? At
work, generation differences can affect everything
including recruiting, building teams, dealing with
change, motivating, managing, and maintaining and
increasing productivity All of these ideas are
explored, discussed, and evaluated, through looking
at current research on the topic and case studies that
have been conducted not only in the United States but
around the world.
Keywords: Generation gap, workplace, values.
Introduction
Throughout the years, as the population has continued to
both grow and age, it has caused generational changes to
take place in the various aspects of life. With the changes in
the demographics of the world’s population, there have also
been changes in how each group thinks and what they
value. This not only affects the way people behave in their
personal lives, but it also affects the workplace. As
generational changes occur in the workplace, a lack of
communication has caused adisconnect to occur between
the values and goals present among the different age groups
along with newer generations choosing different career
paths.
* Author for Correspondence
In order to understand where these differences stem from,
you need to analyze how each generation is different when
it comes to their beliefs and values. So, it is best to identify
the different groups present in workplace which range from
those born in 1922 to those born in the early 1990’s.
Moving chronologically, the fi ...
Advances In Management Vol. 9 (5) May (2016)
1
Generation Gaps: Changes in the Workplace due to
Differing Generational Values
Carbary Kelly, Fredericks Elizabeth, Mishra Bharat and Mishra Jitendra*
Management Department, Grand Valley State University, 50 Front Ave, SW Grand Rapids Michigan 49504-6424, USA
*[email protected]
Abstract
The purpose of this study is to discuss the
generational gaps that are found in the workplace
today. With multiple generations working together,
and the oldest generation having to work longer and
retire later, generational changes are occurring in the
workplace and for management. There is a lack of
communication and understanding between the
different generations caused through differing values
and goals. Younger generations are also entering
different fields than those that were popular for older
generations. There is a serious new problem in the
workplace, and it has nothing to do with downsizing,
global competition, pointy-haired bosses, stress or
greed. Instead, it is the problem of distinct
generations — the Veterans, the Baby Boomers, Gen
X and Gen Y — working together and often colliding
as their paths cross.
Individuals with different values, different ideas,
different ways of getting things done and different
ways of communicating in the workplace have always
existed. So, why is this becoming a problem now? At
work, generation differences can affect everything
including recruiting, building teams, dealing with
change, motivating, managing, and maintaining and
increasing productivity All of these ideas are
explored, discussed, and evaluated, through looking
at current research on the topic and case studies that
have been conducted not only in the United States but
around the world.
Keywords: Generation gap, workplace, values.
Introduction
Throughout the years, as the population has continued to
both grow and age, it has caused generational changes to
take place in the various aspects of life. With the changes in
the demographics of the world’s population, there have also
been changes in how each group thinks and what they
value. This not only affects the way people behave in their
personal lives, but it also affects the workplace. As
generational changes occur in the workplace, a lack of
communication has caused adisconnect to occur between
the values and goals present among the different age groups
along with newer generations choosing different career
paths.
* Author for Correspondence
In order to understand where these differences stem from,
you need to analyze how each generation is different when
it comes to their beliefs and values. So, it is best to identify
the different groups present in workplace which range from
those born in 1922 to those born in the early 1990’s.
Moving chronologically, the fi.
Generations: A Perspective to Employee Engagementsbasu_71
Abstract:
Employee Engagement is the key to the talent management in Indian IT-BPO Industry. However the Challenge is to factor in the diversity in the work force to ensure success of the engagement model.
Generational theory or the concept of generations helps with one such lens which makes it possible to find cohort groups within the work force and brings in the flexibility of segmentation.
• Generation is defined as people born in a certain period of time in history, coming of age together as a group experiencing same historical events during their child hood and teen age, forming a cohort having same set of values & basis that world view
• Generations share an ‘age location’ in the history. They witness key historical events and social trends in the same phase of their life
• Members of a particular generation are shaped in a lasting ways by the eras they witness in childhood and as young adults and basis that they develop and share certain common beliefs and behaviours.
• As aware of the experience and traits they have in common with their peers, they develop a sense of common perceived membership in terms of generation.
• Though the concept of defining & identifying generations have its root in the West, applying the same definitions, 5 existing generations in India can be contextualized and defined as well.
Generational theory helps providing an effective lens for employee segmentation to design more effective employee engagement model. This also makes eminent the reality that there is diversity in our work force and we need to manage this diversity effectively.
In a composite culture like India, each generation cohort has its own separate but overlapping regional, religious & linguistic cultures which are respected by and interact with their shared culture. This also needs to be factored in while designing any employee engagement model.
Managing today's multigenerational workforce presents unique challenges as four generations - Silent, Baby Boomer, Gen X, and Gen Y - now work together. Understanding differences in each generation's attitudes, styles, and expectations is critical for effective communication and collaboration. As Baby Boomers delay retirement and Gen Y enters the workforce, companies must prepare for potential leadership and talent deficits. Creating a workplace where all staff works in harmony despite generational differences will strengthen organizations.
Managing today's multigenerational workforce presents unique challenges as four generations - Silent, Baby Boomer, Gen X, and Gen Y - now work together. Understanding differences in each generation's attitudes, styles, and expectations is critical for effective communication and collaboration. As Baby Boomers delay retirement and Gen Y enters the workforce, companies must prepare for potential leadership and talent deficits. Creating a workplace where all staff works in harmony despite generational differences will strengthen organizations.
The document discusses different generations in the workplace and the tensions that can arise. It notes that 60% of employers experience tensions between generations as Baby Boomers hold leadership roles while Gen Xers and Gen Yers enter the workforce. Younger workers prefer virtual communication and problem solving, while older Baby Boomers prefer phone calls or in-person meetings. As younger generations replace retiring Baby Boomers over the next two decades, workplaces will need to adapt to being more open, transparent, collaborative and technology-focused to suit incoming generations.
Cool Uniforms and Flying Cars: The Evolving Workforce and the Challenge to ...Bill Wooten
1. The document discusses how the evolving workforce, known as knowledge workers, and changing expectations and technologies are challenging US businesses.
2. Key trends include a shrinking pool of skilled labor, changing family structures and gender roles, and different expectations around work-life balance from younger generations.
3. Technologies are transforming where and how work gets done, with many knowledge workers expecting flexibility in working remotely and setting their own schedules.
The document discusses Generation Y (Gen Y), born between 1980-1994. Gen Y values making a difference in the world and sees work as a way to fulfill their potential. They are most influenced by their peers and popular culture like music/TV. To manage Gen Y, employers should listen to them, provide feedback, encourage problem solving, make their work meaningful, and not reject them as difficult to manage. The document also proposes a project using the internet to bridge experiences between Gen Y and older generations.
This document discusses intergenerational relationships and challenges in Rotary. It defines different generations based on defining historical events and provides characteristics of each. Veterans/Traditionalists were born 1900-1945 and lived through the Great Depression and WWII. Baby Boomers were born 1946-1964 and lived through social movements of the 1960s. Generation X was born 1965-1980 and came of age during times of rising divorce and crime rates. Millennials were born 1981-1999 and the first to come of age in the new millennium and with new technology. The youngest generation, called Centennials or Gen Z, were born 1997-present and have never known life without the internet. The document notes challenges in communication and motivation across generations
This document discusses generational differences and how to manage a multigenerational workforce. It outlines the core values and life experiences that shaped the Silent Generation, Baby Boomers, Generation X, and Millennials. While these generations view work differently, understanding each group is important as they now all work together. The document provides tips for managing and motivating Millennials, how Millennials can work with other generations, and ways for companies to attract Millennial talent.
Bridging the Generation Gap in the Workplacebeatyaall
The document discusses the four generations currently in the workforce - Traditionalists, Baby Boomers, Generation X, and Millennials. It describes the defining events for each generation and their core values and preferences. Differences in perspectives and work styles between the generations are noted. Managing a multigenerational workforce effectively requires understanding these generational differences and adapting practices for attracting, motivating, and retaining each generation.
Gen Y workers, also known as Millennials, are becoming the largest segment of the American workforce. Their career expectations differ from older generations in that they expect frequent feedback, opportunities for development, and a better work-life balance. For organizations to attract and retain Gen Y talent, they need to adapt practices like offering flexible work arrangements and emphasizing skills growth over hierarchy.
Gen Y workers, also known as Millennials, are becoming the largest segment of the American workforce. Their career expectations differ from older generations in that they expect frequent feedback, opportunities for development, and a better work-life balance. For organizations to attract and retain Gen Y talent, they need to adapt practices like offering flexible work arrangements and emphasizing skills growth over hierarchy. Understanding generational differences can help employers engage younger workers and ensure business success.
Exploring Career Paths in Cybersecurity for Technical CommunicatorsBen Woelk, CISSP, CPTC
Brief overview of career options in cybersecurity for technical communicators. Includes discussion of my career path, certification options, NICE and NIST resources.
Resumes, Cover Letters, and Applying OnlineBruce Bennett
This webinar showcases resume styles and the elements that go into building your resume. Every job application requires unique skills, and this session will show you how to improve your resume to match the jobs to which you are applying. Additionally, we will discuss cover letters and learn about ideas to include. Every job application requires unique skills so learn ways to give you the best chance of success when applying for a new position. Learn how to take advantage of all the features when uploading a job application to a company’s applicant tracking system.
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25. Six emerging trends because of the cohorts According to Peter Brinckerhoff's research, we can expect six big trends to unfold over the next fifteen years.