For the first time ever we have 3 different generations in our workforce working together side-by-side: Baby Boomers, Generation X and Millennials (Gen Y).
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.
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.
Can Baby Boomers & Generation Y Coexist in the Workplace? 08-20-10Shawna Britt
It is the first time in history that there are four generations working side by side in the workplace. Generation Y are destined to replace an aging workforce. The American Society of Training and Development is predicting that 76 million Americans will retire over the next two decades. Only 46 million will be arriving to replace them. Most of those new workers will be Generation Y’ers. The Baby Boomers have been running the show for the past 20 years and they like things just the way they are. The Generation Y’ers are under the age of 30 and the most productive of all the generations, but require a lot of attention and flexibility. Some say that this mix of experience and efficiency, is causing some friction in the workplace. This presentation will introduce the Generation Y perspective (common myths and expectations), give some real life examples of what HR professionals are faced with in today’s workplace, and tips/resources to help both generations work together and be successful!
Gen Y; Millennials; Echo Boomers; the Trophy Generation; Net Y Not. Google “managing” any of those
terms and you’ll receive hundreds of thousands of hits. The literature positively explodes with deep
insight and pop psychology on how to deal with younger employees—professionals in their mid-20s to
early 30s.How do you recruit, hire,
manage and survive with younger, rising executives who may not speak your language or respect your
values? If the Millennials receive most of their validation from outside of their professional network,
what leverage does the leadership of your organization have to shape raw talent into valuable current
and future leaders?
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.
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.
Can Baby Boomers & Generation Y Coexist in the Workplace? 08-20-10Shawna Britt
It is the first time in history that there are four generations working side by side in the workplace. Generation Y are destined to replace an aging workforce. The American Society of Training and Development is predicting that 76 million Americans will retire over the next two decades. Only 46 million will be arriving to replace them. Most of those new workers will be Generation Y’ers. The Baby Boomers have been running the show for the past 20 years and they like things just the way they are. The Generation Y’ers are under the age of 30 and the most productive of all the generations, but require a lot of attention and flexibility. Some say that this mix of experience and efficiency, is causing some friction in the workplace. This presentation will introduce the Generation Y perspective (common myths and expectations), give some real life examples of what HR professionals are faced with in today’s workplace, and tips/resources to help both generations work together and be successful!
Gen Y; Millennials; Echo Boomers; the Trophy Generation; Net Y Not. Google “managing” any of those
terms and you’ll receive hundreds of thousands of hits. The literature positively explodes with deep
insight and pop psychology on how to deal with younger employees—professionals in their mid-20s to
early 30s.How do you recruit, hire,
manage and survive with younger, rising executives who may not speak your language or respect your
values? If the Millennials receive most of their validation from outside of their professional network,
what leverage does the leadership of your organization have to shape raw talent into valuable current
and future leaders?
Difference between Baby Boomers, Generation X and Generation Y and their attitude towards work. How to manage Generation X & Y and what to expect from the three generation
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.
Win the “War for Millennial Talent.”
Adopt new mindset – initiate, engage, collaborate and evolve.
Create a GEN Y friendly workplace culture.
Best Practices for Managing Millennials.
Change perspective involving time, technology and loyalty.
Provide in the moment performance feedback.
Create emotionally intelligent teams.
Develop future leadership bench strength.
People are products of their history, their environment and all of their experiences. As a result, people from different generations often have very different life experiences that shape how they think, what they value, and what drives them. These influences affect people’s values and attitudes throughout their lives.
Is your organization and its leaders ready for the influx of the Millennial generation in the workplace? This presentation covers tips for recruiting and retaining Millennials and several "clashpoints" that appear among the four generations of employees today.
By understanding the generations in our workplace and what drives each of us, you help create a work environment where we can all focus on providing the best services for our clients (internal and external) and get needs for respect and communication met.
IN THIS SUMMARY
A few years ago, Chip Espinoza, Mick Ukleja, and Craig Rusch began to notice a growing frustration among managers and business leaders trying to integrate younger workers into their organizations. Three generations of workers (Builders, Baby Boomers, and Generation X) have been occupying the work force and keeping the status quo for well over a decade. But recently, tension in the workplace has been brewing between the new workers entering the workforce, the Millennials, and the other age groups. Espinoza, Ukleja, and Rusch conducted a two-year study, interviewing hundreds of managers and employees in a variety of work environments. In Managing the Millennials, they illustrate nine points of tension which result from the clashing value systems of the different generations of workers, and nine corresponding competencies required for managers to successfully turn these points of tension into points of connection.
SUBSCRIBE TODAY
http://www.bizsum.com/summaries/managing-millennials
Difference between Baby Boomers, Generation X and Generation Y and their attitude towards work. How to manage Generation X & Y and what to expect from the three generation
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.
Win the “War for Millennial Talent.”
Adopt new mindset – initiate, engage, collaborate and evolve.
Create a GEN Y friendly workplace culture.
Best Practices for Managing Millennials.
Change perspective involving time, technology and loyalty.
Provide in the moment performance feedback.
Create emotionally intelligent teams.
Develop future leadership bench strength.
People are products of their history, their environment and all of their experiences. As a result, people from different generations often have very different life experiences that shape how they think, what they value, and what drives them. These influences affect people’s values and attitudes throughout their lives.
Is your organization and its leaders ready for the influx of the Millennial generation in the workplace? This presentation covers tips for recruiting and retaining Millennials and several "clashpoints" that appear among the four generations of employees today.
By understanding the generations in our workplace and what drives each of us, you help create a work environment where we can all focus on providing the best services for our clients (internal and external) and get needs for respect and communication met.
IN THIS SUMMARY
A few years ago, Chip Espinoza, Mick Ukleja, and Craig Rusch began to notice a growing frustration among managers and business leaders trying to integrate younger workers into their organizations. Three generations of workers (Builders, Baby Boomers, and Generation X) have been occupying the work force and keeping the status quo for well over a decade. But recently, tension in the workplace has been brewing between the new workers entering the workforce, the Millennials, and the other age groups. Espinoza, Ukleja, and Rusch conducted a two-year study, interviewing hundreds of managers and employees in a variety of work environments. In Managing the Millennials, they illustrate nine points of tension which result from the clashing value systems of the different generations of workers, and nine corresponding competencies required for managers to successfully turn these points of tension into points of connection.
SUBSCRIBE TODAY
http://www.bizsum.com/summaries/managing-millennials
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
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.
The Impact of Artificial Intelligence on Modern Society.pdfssuser3e63fc
Just a game Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?
Want to move your career forward? Looking to build your leadership skills while helping others learn, grow, and improve their skills? Seeking someone who can guide you in achieving these goals?
You can accomplish this through a mentoring partnership. Learn more about the PMISSC Mentoring Program, where you’ll discover the incredible benefits of becoming a mentor or mentee. This program is designed to foster professional growth, enhance skills, and build a strong network within the project management community. Whether you're looking to share your expertise or seeking guidance to advance your career, the PMI Mentoring Program offers valuable opportunities for personal and professional development.
Watch this to learn:
* Overview of the PMISSC Mentoring Program: Mission, vision, and objectives.
* Benefits for Volunteer Mentors: Professional development, networking, personal satisfaction, and recognition.
* Advantages for Mentees: Career advancement, skill development, networking, and confidence building.
* Program Structure and Expectations: Mentor-mentee matching process, program phases, and time commitment.
* Success Stories and Testimonials: Inspiring examples from past participants.
* How to Get Involved: Steps to participate and resources available for support throughout the program.
Learn how you can make a difference in the project management community and take the next step in your professional journey.
About Hector Del Castillo
Hector is VP of Professional Development at the PMI Silver Spring Chapter, and CEO of Bold PM. He's a mid-market growth product executive and changemaker. He works with mid-market product-driven software executives to solve their biggest growth problems. He scales product growth, optimizes ops and builds loyal customers. He has reduced customer churn 33%, and boosted sales 47% for clients. He makes a significant impact by building and launching world-changing AI-powered products. If you're looking for an engaging and inspiring speaker to spark creativity and innovation within your organization, set up an appointment to discuss your specific needs and identify a suitable topic to inspire your audience at your next corporate conference, symposium, executive summit, or planning retreat.
About PMI Silver Spring Chapter
We are a branch of the Project Management Institute. We offer a platform for project management professionals in Silver Spring, MD, and the DC/Baltimore metro area. Monthly meetings facilitate networking, knowledge sharing, and professional development. For event details, visit pmissc.org.
1. HUMAN
RESOURCES
Building
a
Strong
Mul/genera/onal
Workplace
Eddy
M.
Jolicoeur
HRDC
-‐
Let’s
Talk
HR
21st
February
2013
2. What
is
this
all
about?
For
the
first
4me
ever
we
have
3
different
genera4ons
in
our
workforce
working
together
side-‐by-‐side:
! Baby
Boomers
(born
1946-‐1964)
! Genera4on
X
(born
1965-‐1980)
! Millennials
(Gen
Y)
(born
1981
to
1995)
3. What
is
this
all
about?
! Each
of
these
genera4ons
have
been
impacted
by
various
events
that
shape
who
they
are
and
how
they
work
! We
need
to
understand
what
mo4vates
the
various
genera4ons
and
how
we
can
work
together
! Stereotypical
experiences
and
percep4ons
of
each
genera4on
help
us
to
understand
perspec4ves
5. Different
PercepCons
Percep4ons
frequently
have
genera4onal
issues
as
their
cause
!
!
!
!
!
“He
is
not
commiVed
to
his
job”
“She
has
a
poor
work
ethic”
“He
does
not
respect
experience”
“I
can’t
believe
the
way
she
dresses”
“Who
cares
that
we
have
always
done
it
that
way,
with
technology
we
can
do
it
beVer
this
way”
6. The
Challenge
"Managing
mul4genera4onal
workforces
is
an
art
in
itself.
Young
workers
want
to
make
a
quick
impact,
the
middle
genera4on
needs
to
believe
in
the
mission,
and
older
employees
don't
like
ambivalence.
Your
move."
Harvard
Business
School
"Working
Knowledge“
newsleVer,
April
2006:
"Can
you
manage
different
generaCons?"
7. A
New
GeneraCon
Gap
“The
term
Genera4on
Gap
was
used
mostly
to
describe
conflicts
between
parents
and
children.
Today,
the
“Gap”
has
more
of
a
presence
in
the
workplace,
where
employees
from
different
genera4ons
are
finding
it
difficult
to
work
side
by
side
because
their
experiences,
goals
and
expecta4ons
are
different”.
GOVEXEC.com
8. What
about
us?
Baby
Boomers
12%
Millenials
52%
Gen
X
36%
THE
MCB
WORKFORCE
10. The
Business
Case…
Recruitment/Compe44on
for
talent
Reten4on
Reward
Produc4vity
and
business
results
linked
to
work
environment
! Employee
Sa4sfac4on
! Customer
Sa4sfac4on/Customers
from
all
genera4ons
!
!
!
!
11. Benefits
of
the
MulCgeneraConal
Team
! Can
aVract/retain
talented
people
of
all
ages,
more
inclusive
! More
flexible
! Can
gain/maintain
greater
market
share
because
reflect
mul4genera4onal
market
! Decisions
are
stronger,
more
broad-‐based
with
mul4ple
perspec4ves
! More
innova4ve
and
crea4ve
! Can
meet
needs
of
diverse
public
and
can
relate
more
effec4vely
11
SummitQues4ons@valueop4ons.com
12. What
Shaped
You?
!
!
!
!
!
!
!
Na4onal
Events
Music
Technology
Values
Rela4onships
Parental
Expecta4ons
Other?
13. Pickings
from
the
focus
group
! 14%
of
the
Boomers
agreed
that
a
person
should
build
their
career
with
one
employer,
compared
to
11%
of
Xers
! When
asked
“Which
genera4on
is
the
best
at
finding
work-‐life
balance?”,
all
genera4ons
picked
Millennials
! Millennials
indicated
that
flexible
workplace
and
opportunity
for
promo4on
were
more
important
than
salary
14. Characteristics
Baby Boomers
Born 1946-1964
Generation X
Born 1965-1980
Millennials
Born 1981-1996
Age Span
50 to 65 years old
34 to 49 years old
19 to 33 years old
Traits
Idealistic
Break the rules
Time stressed
Politically correct
Pragmatic
Self-sufficient
Skeptical
Flexible
Media/Info/Tech savvy
Entrepreneurial
Confident
Well-educated
Self-sufficient
Tolerant
Team builders
Socially/politically conscious
Defining Events
Vietnam War/Cold War
Mai 1968
Independence
Liberal subjects
Recession
Free education
Computers in schools
Globalisation
Terrorism
Corporate scandals
China
To Them Work Is
An exciting adventure
A difficult challenge
To make a difference
Work Ethic
Driven
Balanced
Eager but anxious
Employment Goals
Second career
Work/life balance
Unrealistic
Education
Birthright
Way to get to an end
A given
Communication
Telephone
Email
IM/Text messaging
Time at Work is defined
Visibility
Why does it matter if I get it done
today?
Is it 5 PM?
I have a life…TGIF
Need most in the
workplace
Recognition! ‘Stop
ignoring me!’
More information ‘Nobody tells
me anything!”
Praise and fun; or is that fun
and praise?
16. Baby
Boomers
! The
“Me”
genera4on
! More
hours
equals
beVer
performance;
now
regret
! They
are
the
managers
who
are
running
our
organiza4ons
today
! Career
oriented
! “Love
the
good
life”
! Love
job
performance
feedback
17. Managing
the
Baby
Boomers
! Help
them
explore
their
next
set
of
workplace
op4ons,
and
demonstrate
how
your
organiza4on
can
con4nue
to
use
their
talents
! Walk
the
talk
on
work-‐life
balance
by
redesigning
their
jobs
to
accommodate
mul4ple
life
demands
! Encourage
them
to
enrich
their
present
job
and
grow
in
place
if
they
need
to
slow
their
career
pace
19. GeneraCon
X
! The
next
genera4on
of
leaders
! The
most
well
educated
genera4on
! Goal-‐oriented
! Free
Agents
vs.
Company
Loyalists
! Thrive
on
independence
! Want
to
be
challenged
! Led
dot.com
boom
20. Managing
GeneraCon
X
! Talk
to
them
about
their
reputa4on,
not
just
job
tasks;
they
want
your
candid
perspec4ve
and
feedback
(Trust)
! Acknowledge
their
ability
to
work
independently
and
encourage
them
to
leverage
their
entrepreneurial
abili4es
! Help
them
get
the
most
out
of
every
job
posi4on
by
discussing
what
the
job
can
do
for
them
and
what
they
can
learn
from
it
22. Millennials
! Value
independence
but
need
some
supervision
! Look
for
new
challenges
! Challenge
the
status
quo
! Want
the
job
of
their
dreams
not
a
good
job
! Want
the
opportunity
to
make
an
impact
! Fear
boredom
more
than
anything
else
23. Managing
the
Millennials
! Demonstrate
the
stability
and
long-‐term
value
of
your
organiza4on,
and
also
show
how
your
organiza4on
is
flexible
and
filled
with
learning
opportuni4es
for
them
! Provide
work
schedules
that
help
them
build
careers
and
families
at
the
same
4me
! Make
groups
and
teams
part
of
their
job
26. 3
Strategies
to
Manage
by:
1) Communica4on
2) Delega4on
3) The
Giq
of
Feedback
27. CommunicaCon
• What
do
your
employees
want
from
a
work
environment?
– Forget
exit
surveys;
why
do
people
stay?
– What
do
you
want
from
your
work
environment?
• Talk
about
peoples’
differences
amongst
your
team
• Develop
an
ac4on
plan
specific
to
your
team
• Talk
about
conflict
–
do
not
brush
it
under
the
carpet
28. DelegaCon
! Boomers
want
teamwork,
Xers
want
independence,
Millennials
want
more
responsibility
! Delega4on
can
be
the
answer
to
everyone’s
needs
! Prepare
Xers
for
the
next
role,
challenge
Millennials,
give
Boomers
some
much
needed
balance
! Requires
accountability
and
feedback
P.S.
Forget
how
long
it
took
you
to
reach
the
point
where
things
were
delegated
to
you…those
days
are
gone!!
29. The
Gi]
of
Feedback
Keys
to
providing
effecCve
feedback:
•
Immediate
feedback
–
to
recognize
good
performance,
and
address
performance
issues
as
they
arise
•
PosiCve
and
construcCve
feedback
–
direct,
non-‐judgmental,
ethical
and
based
on
values
governing
the
policy
•
Specific
feedback
–
the
feedback
should
pinpoint
targeted
strengths
and
areas
for
improvement
•
Give
feedback
OFTEN
–
keeps
employee
on
course,
prevents
work
from
going
“off
track”
for
long
periods
of
4me,
and
reduces
the
s4gma
of
giving
feedback
30. Keys
to
Providing
EffecCve
Feedback:
•
Spend
Cme
with
your
employees
to
discuss
the
work
and
see
how
they
are
doing
•
Explain
how
the
employee’s
work
contributes
to
the
big
picture
•
Delegate
based
on
employee
workload
and
capabiliCes
•
Show
your
commitment
to
their
objec4ves
by
providing
needed
support
and
direc4on
31. STAR
Model
for
Giving
Feedback
• S
SituaCon
–
describe
the
SITUATION
where
the
behaviour
occurred
• T
Task
–
describe
the
TASK
the
employee
performed
• A
AcCon
–
describe
the
ACTION
the
employee
chose
in
this
situa4on
• R
Result
–
describe
the
outcome
that
occurred
as
a
RESULT
of
the
ac4on
If
it
is
construc/ve
feedback
add
an
addi/onal
AR:
• A
AlternaCve
AcCon
-‐
suggest
an
ALTERNATIVE
ACTION
the
employee
could
have
chosen
in
this
situa4on
• R
AlternaCve
Result
-‐
describe
the
likely
outcome
that
would
have
occurred
as
an
ALETERNATE
RESULT
of
the
alternate
ac4on
33. What’s
Next?
• Digital
Na4ves
(born
1996
or
aqer)
enter
the
scene
star4ng
in
2014:
– More
‘knowledgeable’
about
technology
than
instructors
have
been
– Technology
is
how
they
connect
with
their
friends,
perform
research,
and
feel
at
home
– When
combined,
Millennials
&
Digital
Na4ves
out
number
Baby
Boomers
– Mul4-‐tasking
isn’t
a
concept
–
it
is
the
only
way!
35. Sources
and
references
• Harvard
Business
School
"Working
Knowledge“
newsleVer,
April
2006:
"Can
you
manage
different
generaCons?
hVp://www.hbswk.hbs.edu/archive/5297.html
• The
Economist
“Winning
the
genera4on
game”
September
2013
hVp://www.economist.com/
• McGee
Jr.,
Paul
E.
“A
New
Genera4on
at
Work:
Y
and
How
to
Manage
It.”
The
Washington
Business
Journal.
May
10,
2004.
hVp://www.washingtonbizjornals.com/
• Valueop4ons.com”
Understanding
and
managing
different
genera4ons”
hVp://www.valueop4ons.com/