This document discusses managing a multi-generational workforce. It provides an overview of the different generations currently in the workforce - Baby Boomers, Gen X, and Millennials. Each generation has different experiences that shaped them and bring unique skills and preferences to the workplace. The document advocates understanding generational differences to attract, retain, and motivate all employees. It also shares some strategies companies have used, such as flexible benefits, recognition programs, and childcare options, to engage a multi-generational workforce.

1. Dynamics of Demographics:
Your Multi-GenerationalWorkforce
JenniferVena l Senior Consultant l Bright Horizons

2. JenniferVena – Gen-X (Barely)
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3. Workshop Objectives
 Explore the diverse generational make-up of today’s workforce
 Share what organizations are doing in response to the multi-
generational workforce
 Identify strategies and approaches which participants can
implement in their own workplace
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4. Generation Mix
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PEW RESEARCH CENTER

5. What Shaped the Generations
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Boomers
1946-1964
• Kennedy’s “Camelot”
Presidency
• Cuban Missile Crisis
• Vietnam
• Civil Rights
• Women’s Liberation
• Protests
• Assassinations
• Watergate
Millennials
1981-1997
• Terrorism
• SchoolViolence
• Ubiquitous
technology
• Working mothers
• Unprecedented bull
market
• Pro-child culture
Gen-X
1965-1980
• Troubled economy
• Widespread lay-offs
• Women entering
workforce
• Rising divorce rates
• Challenger disaster
• CNN and electronic
games
Source: Tammy Erickson Associates

6. The Result
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Boomers
1946-1964
• Competitive
• Hard-working and
driven
• Anti-authoritarian
• Idealistic
Millennials
1981-1997
• Immediate and eager
to live each day to
the fullest
• Confident and
determined
• Optimistic / upbeat
• Digital natives
• Tolerant
• Family-centric
Gen-X
1965-1980
• Self-reliant
• Mistrustful of
institutions
• Rule-morphing
• Tribal
• Dedicated parents
Source: Tammy Erickson Associates

7. How the Generations are Alike
 Similar values
 Everyone wants respect
 Leaders must be trustworthy
 Nobody likes change
 Everyone wants to learn
 Everyone likes feedback
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Source: Jennifer J. Deal, Center for Creative Leadership cited in “The Myth of Generational Differences
in the Workplace

8. Dynamics of Demographics:
Your Multi-Generational Workforce
Jennifer Hopper l Manager l Piedmont Healthcare

9. Jennifer Hopper
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10. Piedmont Healthcare
Piedmont Healthcare is a private, not-for-profit health system in Georgia comprised of the following entities:
 Piedmont Atlanta Hospital (North Atlanta)
 Piedmont Fayette Hospital (Fayetteville)
 Piedmont Henry Hospital (Stockbridge)
 Piedmont Physicians Group
 Piedmont Mountainside Hospital (Jasper)
 Piedmont Newnan Hospital (Newnan)
 Piedmont Healthcare Foundation
 Piedmont Heart Institute

11. About Piedmont Healthcare
 Founded in 1905 by two physicians
 1,063-bed health system
 Areas of clinical expertise include: cancer, heart, neuroscience, transplant and women’s services
 Serves the metro Atlanta area as well as communities in Fayette, Coweta, Henry and Pickens counties
 More than 11,000 employees across its entities
 Always Safe program: system-wide safety behaviors and prevention tools to reduce the number of
serious safety events
 Epic: industry-leading EMR and practice management system will provide better care and enhance the
patient experience; system-wide launch in 2013
Partnered with WellStreet to expand fast access to quality care by launching Piedmont Urgent Care by
WellStreet (seven locations in greater Atlanta area)
The only health system in Georgia to become an affiliate of MD Anderson Cancer Network®, a
program of The University of Texas MD Anderson Cancer Center
OUR MISSION:
Healthcare marked by compassion and sustainable excellence in a progressive environment, guided by
physicians, delivered by exceptional professionals, and inspired by the communities we serve.

12. Millennials DrivingWellness
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• More balanced work day
• Driving healthier work
environment
• Executive challenge promoted
executive support and alignment
for all eight entities to design
wellness-based initiatives

13. Millennial Impact
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“The executive health challenge partnership took the mystery
out of how I view senior leadership and brought them down to
a very human level. I began to see my executive as more of a
colleague and less of a suit behind a desk.
Professionally it exposed me to new ways of thinking about my
job, my company, and the work/life balance I was advocating.
Participating in the challenge made me feel like more of an
integral part of the healthcare system.”

14. Recognition
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• Engagement score analysis
• Recognition preference
discovery
• Support Services Week
contribution to millennial
growth

15. Boomers Need Grandchild Care
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16. Dynamics of Demographics:
Your Multi-Generational Workforce
Lisa Poon l HR Manager, Global Benefits l Cisco Systems

17. Lisa Poon
 The loves of my life (and the reasons for stress lines and grey hair!)
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18. Who is Cisco?
 Headquartered in San Jose, California, Cisco is the worldwide
leader in networking, communications technology and services
that transforms how people connect, communicate and
collaborate.
© 2015 Bright Horizons Family Solutions LLC

19. Cisco Confidential 19© 2013-2014 Cisco and/or its affiliates. All rights reserved.
cultureemployees
…are our competitive advantage
71K+
employees
380+
offices
17%
other
39%
engineering20%
services
24%
sales

20. U.S. Demographics
 Average age: 42
 Gender: 76% male/ 24% Female
 Average Tenure: 8.5 years
 <3 years – 24%
 3-5 years – 11%
 5-10 years – 28%
 >10 years – 36%
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21. How We Win in Talent Marketplace:
People Strategy and People Deal
Grow Our
Talent
Attract the
Best
People
Planning
Focus On
Experience

22. What’s Driving the People Deal...WhatWe are Hearing
 “Mediocre people are rising up the ladder and good talent is leaving for
other smaller companies and startups.” [2014 Glassdoor post on Cisco]
 “The company has the inevitable emergence of internal bureaucratic, slow
response to market changes and competition.” [2014 Glassdoor post on
Cisco]
 Cisco not perceived as top employer by best engineering schools [Cisco
Founders Forum 8/19]
 Late to Social Media Channel
• @ciscojob has 1k followers (Google 400k)
• Facebook likes: Cisco 52k (Microsoft 366k, Dell 500k)
© 2015 Bright Horizons Family Solutions LLC

23. Our People Deal:What It Is
• Supports the brand
• Drives higher engagement
• Delivers stronger performance
People Deal Manifesto
https://www.youtube.com/watch?v=sokQV
ZcoLPc&feature=player_embedded
WhatWe
Offer
WhatWe
Expect in
Return
People
Deal

24. Culture
Recognition
Workplace
Leadership
Technology
Compensation
Benefits
Perks
We ALL Deliver Through Our People Deal

25. Multi-generational Benefits
Innovation Breakout Session
 During the Multi-generational Benefits Innovation breakout session
at our Global Total Rewards All Hands offsite, we narrowed the
scope of discussion to the early-in-career employee segment.
 Our team generated the best benefit ideas that will engage and
provide value to this segment to ensure that Cisco is a market
leading employer of choice.
 To help get creative juices flowing, we pre-read articles on global
generational studies.
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26. Millennials
 Asking for international assignments / travel budgets
 Inquiring about student loan repayment assistance
 Flexibility with using healthcare dollars
 Use 401K match for other means (i.e. home down payment)
 Location of offices: suburban to urban shift
 Resources app: ease of use and access
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27. Our Approach
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Multi-gen Workforce – understanding different needs is the beginning (characteristics of each
generation), then understanding key drivers/motivators of what attracts them, retains them,
motivates them in order to offer the most relevant, impactful, sustainable benefits.
Cisco Approach
• Conducting focus groups to understand what will make Cisco transform our employee experience
• Our People Deal training to embed the culture of looking at things through the eyes of our employees in a
simple, productive way (results include revamp of our performance management process)
• Evaluating our current benefits/perk portfolio and partnering with our vendors to drive innovative strategy, i.e.
childcare strategy
• Recent US FinancialWellness launch and developing personas – persona approach, analyzing engagement on
our personas, tailoring resources/communication styles to each persona to make it more relevant to them
(versus just a financial website with a smorgasbord of resources/products)

28. MultigenerationalWorkforce Success
 Inclusive and Respectful
 Appreciate
 Acknowledge
 Adapt
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