LavaCon Las Vegas 2016 Presentation

1. Darcy Vigneault Beery
Asst. Professor, Technical Writing
Metropolitan State University of Denver
Managing the Multigenerational
Workforce
[1]

2. [2]
• Often named by
• Broadcasters / Writers
• Cultural Commentators
• Advertising Agencies
• Demographers

3. [2]
• Linked to Economic, Political &
Social Events:
• Great Depression
• WWII
• Post WWII
• Civil Rights Movement
• Rise of Television
• Advancement of Technology

4. Multi-Generational Timeline
Traditionalist
1925-45
Baby
Boomer
1944-55
Gen
Jones
1954-65
1920 1930 1940 1950 1960 1970 1980 1990 2000 2010 2020
Gen X
1964-77
Gen Y
1975-90
Millennial
1982-2004
Gen Z
1998-2016
D.V. Beery, 2016

5. Multi-Generational Timeline
Traditionalist
1925-45
Baby
Boomer
1944-55
Gen
Jones
1954-65
1920 1930 1940 1950 1960 1970 1980 1990 2000 2010 2020
Gen X
1964-77
Gen Y
1975-90
Millennial
1982-2004
Gen Z
1998-2016
GreatDepression
ConservativeRevolution
CivilRights
SexualRevolution
RiseofTV
RiseofthePC
RiseofInternet
EndofColdWar
RiseofSocialMedia
WWII
WaronTerrorism
Recession
D.V. Beery, 2016

6. Traditionalist
1925-45
Work Style: Detailed directions and guidance, hard work leads to success [3]
Communication Preference: Formal, face-to-face, written memo or phone
call [3][4]
Characteristics: Strong work ethic, respectful of authority [4]
Effective Messaging: Your experience is respected [5]
Feedback Success: “No News Is Good News”, feedback in digestible amounts
[3][6]

7. Baby Boomer
1944-55
Work Style: Work best in teams, value meetings, ask for direction when
needed, adapt life to work needs [3]
Communication Preference: Face-to-Face, telephone or e-mail - allow for
discussion [3][4]
Characteristics: Optimistic / Competitive
Effective Messaging: Your contribution is unique and important to our
success [5]
Feedback Success: Promotions, Title Hierarchy, Pay Raise [3]

8. Gen Jones
1954-65
Work Style: Work within the system, whatever that may be
Communication Preference: Face-to-Face, telephone, e-mail or voice mail [3]
Characteristics: Cynical Optimism
Effective Messaging: You are worthy [5]
Feedback Success: Here’s an opportunity for advancement

9. Gen X
1964-77
Work Style: Work / Life balance is most important [3]
Communication Preference: Communication that involves technology – avoid
lengthy discussion [2][4]
Characteristics: Latch-Key Kids, Question Authority
Effective Messaging: Your technical expertise is a big asset [5]
Feedback Success: Immediate & continual feedback to align with
organizational goals [3]

10. Gen Y
1975-90
Work Style: Want flexibility for work time, will use technology to
accommodate [3]
Communication Preference: E-Mails, Chat Rooms – expect immediate
feedback / response to message on any technology they use. [4]
Characteristics: High performance / High Maintenance, Collaborative Multi-
Taskers, Technologically Adept
Effective Messaging: You will be collaborating with other bright, creative
people [5]
Feedback Success: Seeking validation, continual feedback with immediate
rewards [3]

11. Millennial
1982-2004
Work Style: Blend work-life and home-life with a limit to work time
Communication Preference: Texting, social networking, in person with boss [3]
Characteristics: Prefer optimism
Effective Messaging: You will be collaborating with other bright, creative
people [5]
Feedback Success: Continuous, be honest, value interaction at all levels of the
organization

12. Gen Z
1998-2016
It’s too early to say for sure, but…
Work Style: Well defined chain of command with well defined expectations,
great at virtual collaboration
Communication Preference: First true digital natives but prefer to
communicate in person
Characteristics: Used to being immersed in data streams
Feedback Success: Be honest but have your facts together, they don’t like
waiting for answers

13. Really, How Bad Can It Be?

14. Strategies for Managing Generations: Communication
• Don’t get caught up on labels
• Honor the basics[6]
• Explore communication preferences
• Balance traditional procedures with support for
flexibility & creativity [5]
Goal: Help everyone be heard!

15. Strategies for Managing Generations: Mentoring
• Mentoring
• Reverse Mentoring
• Cross-Generational
• Build a culture of coaching across generations
Goal: A structured program for knowledge transfer,
capturing institutional knowledge and helping with
the infusion of new technology and practices.

16. Strategies for Managing Generations: Assigning Work
• Train leaders to appreciate generational differences
• Plan training & coaching for new tasks
• Create opportunities for collaboration
• Plan for recognition programs
Goal: Generational understanding will facilitate the
greatest utilization of skills.

17. Evolving Business Models
Forward looking companies are:
• Designing the workplace purposefully [7]
• Open areas for collaboration
• Enclosed spaces for focused concentration and
dedicated project space
• Areas for face-to-face meetings
• Areas to facilitate virtual communication and
flexible working styles

18. Evolving Business Models
Forward looking companies are:
• Providing for changes in benefit structures
• Plan for flexibility in schedules
• Offer Fitness & Wellness programs
• Seasoned workers in part-time positions [8]
• Committed to employee education
• Accommodate different learning styles
• Establish institutional expectations

19. Take - Away
• People
• Communication
• Keys

20. Questions?

21. References
[1] Molisani, J. (2016). LavaCon Logo. Retrieved from: http://lavacon.org/2016/
[2] Hipp, P. (2016). F.U., I’m not a millennial. Huffington Post. Retrieved from:
http://www.huffingtonpost.com/patrick-hipp/fck-you-im-not-a-millennial_b_9873118.html
[3] Carebridge Corporation (2011). Five steps to bridging the workplace generation gap. Retrieved from:
https://www.princeton.edu/hr/benefits/pdf/generationgap.pdf
[4] Shacklock, K. (2015). The impact of generations working together: 2015 a significant year. Griffith
Business School MBA White Paper. Retrieved from:
https://www.griffith.edu.au/__data/assets/pdf_file/0015/701331/mba-white-paper-impact-of-generations-
working-together.pdf
[5] Dittman, M. (2005, June). Generational differences at work. APA Monitor , Vol. 36, No. 6. Retrieved from:
http://www.apa.org/monitor/jun05/generational.aspx
[6] Smith, G.P. (2013, July 9). Managing generations in the workplace. HR Voice. Retrieved from:
http://www.hrvoice.org/managing-generations-in-the-workplace/
[7] HermanMiller Research Summary (n.d.). Generations at work. HermanMiller. Retrieved from:
http://www.hermanmiller.com/research/research-summaries/generations-at-work.html
[8] Haas, N.A. (2005, March 22) Do generational differences impact the workplace? The News-Times.
Retrieved from: http://www.newstimes.com/news/article/Do-generational-differences-impact-the-workplace-
239282.php

22. References
General
The Economist (2013, Sept 18) Generations in the workplace: Winning the generation game. The Economist.
Retreived from: http://www.economist.com/news/business/21586831-businesses-are-worrying-about-how-
manage-different-age-groups-widely-different
American Management Association (2007, Jan 23) Leading the four generations at work. American
Management Association. Retrieved from: http://www.amanet.org/training/articles/Leading-the-Four-
Generations-at-Work.aspx
Knight, R. (2014, Sept 25) Managing people from 5 generations. Harvard Business Review. Retrieved from:
https://hbr.org/2014/09/managing-people-from-5-generations
Lessons In Leadership (2009, Apr 7) How to manage different generations. Wall Street Journal. Retrieved
from: http://guides.wsj.com/management/managing-your-people/how-to-manage-different-generations/
Celeste, J. (2015, Sept 8.) Seven ways businesses can surf the silver tsunami and survive. Huffington Post.
Retrieved from: http://www.huffingtonpost.com/janice-celeste/7-ways-businesses-can-surf-the-silver-tsunami-
and-survive_b_8094412.html
Society for Human Resource Management (2016, July 7) Aging workforce research initiative. Society for
Human Resource Management. Retrieved from: https://www.shrm.org/hr-today/trends-and-
forecasting/research-and-surveys/pages/aging-workforce-research-initiative.aspx