#FIRMday London 24th November 2016 - Talent Works: ProjectGenUp - 'The multi generational workplace'
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‘ProjectGenUp - The multi-generational workplace’ Katharine Newton & Becky Grove, Talent Works. Drawing on research into all four generations working alongside each other today, Talent Works will address a lot of the misunderstanding and stereotyping that surrounds how the generations operate in the workplace, and provide practical recommendations on how to manage them in a way that drives performance, innovation and teamwork. Each generation’s attitudes to a range of hot topics from diversity to the younger boss phenomenon will be covered – and more.
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#FIRMday London 24th November 2016 - Talent Works: ProjectGenUp - 'The multi generational workplace'
- 3. STEREOTYPES
- 4. • IT IS CRITICAL THAT THE GAP IN UNDERSTANDING THE MULTI-GENERATIONAL WORKPLACE IS PLUGGED TO ATTRACT AND RETAIN THE BEST QUALITY TALENT OF ALL AGES • AN ORIGINAL TALENT WORKS RESEARCH PROGRAMME PROVIDING YOU WITH A UNIQUE UNDERSTANDING OF THE WORKPLACE GENERATIONAL DIFFERENCES THIS IS WHERE TALENT WORKS INTERNATIONAL COMES IN…
- 5. o Specific challenges for management o How to minimise inter-generational conflict o How to unlock each generation’s potential o How to attract and keep tomorrow’s employees – Generation Alpha WHAT WE SET OUT TO DISCOVER • HOW AN AGEING WORKFORCE IS DISRUPTING THE WORKPLACE WITH NEW CHALLENGES • THE EXPECTATIONS AND PRIORITIES THAT UNITE AND DIVIDE EACH GENERATION • HOW EMPLOYERS’ EXPECTATIONS AND PRIORITIES COMPARE AND CONTRAST WITH CANDIDATES AND EMPLOYEES OF EACH GENERATION • THE OPPORTUNITIES AND CHALLENGES CREATED BY HAVING EMPLOYEES FOUR GENERATIONS WORKING SIDE BY SIDE
- 6. PROJECT GEN UP BY TALENT WORKS INTERNATIONAL IS SHINING A LIGHT ON THE MULTI-GENERATIONAL WORKPLACE: • 1200 PROFESSIONALS SURVEYED • 300 FOR EACH GENERATION IN THE WORKPLACE TODAY
- 8. DIVERSITY: THE KEY TO RECRUITMENT SUCCESS
- 10. EVERYONE ACCEPTED GIVEN THE SAME OPPORTUNITIES A DIVERSE EMPLOYER IS A FAIR EMPLOYER OPEN NO DISCRIMINATION FLEXIBLE WAYS OF WORKING TOWARDS A COMMON GOAL EVERYONE COMFORTABLE AND AT EASE WORKING TOGETHER FORWARD THINKING EMPLOYED FOR OUTLOOK AND ABILITY CALM
- 11. OLDER GENERATIONS DON’T RESENT HAVING A YOUNGER BOSS MEN ARE SIGNIFICANTLY MORE COMFORTABLE WITH A YOUNGER BOSS THAN WOMEN - 59% VS 46% DID YOU KNOW? 37% 45% 58% 68% 56% 50% 38% 29% 7% 6% 5% 3% 0% 10% 20% 30% 40% 50% 60% 70% 80% Gen Z Gen Y Gen X Baby Boomers Not at all comfortable Somewhat comfortable Very comfortable
- 12. • SHOWCASE OCCASIONS WHEN OLDER AND YOUNGER EMPLOYEES HAVE WORKED WELL TOGETHER. INVITE CANDIDATES TO FOLLOW, LINK, CONNECT WITH COLLEAGUES WHO CAN TALK ENTHUSIASTICALLY ABOUT THEIR REVERSE MENTORING EXPERIENCES • ASSEMBLE A TEAM OF OLDER BRAND AMBASSADORS WHO CAN TALK ABOUT THE POSITIVES OF WORKING FOR YOUR COMPANY • INCORPORATE IN YOUR EMPLOYEE PROPOSITION A BROAD DEFINITION OF DIVERSITY. PROVIDE EVIDENCE OF A CULTURE OF FAIR AND EQUAL TREATMENT AND PROGRESSION FOR ALL • ENABLE CANDIDATES TO SPEAK DIRECTLY TO EMPLOYEES WITH DIVERSE BACKGROUNDS, EXPERIENCES AND PERSPECTIVES. CONSIDER INVOLVING THESE EMPLOYEES IN YOUR RECRUITMENT PROCESS AND ARRANGING FOR CANDIDATES TO SPEND THE DAY WITH THEM. RECOMMENDATIONS
- 13. INTERACTION: WHY BEING SOCIABLE IS A KEY SELLING POINT
- 15. ALL FOUR GENERATIONS THINK GETTING ALONG WITH COLLEAGUES IS IMPORTANT 83% TO 88% OF EACH GENERATION COUNT AT LEAST ONE WORK COLLEAGUE AS A FRIEND DID YOU KNOW?
- 16. ALL FOUR GENERATIONS ASPIRE TO HAVE AN APPROACHABLE MANAGER NO MATTER WHAT THE GENERATION, MANAGERS ARE NOT EXPECTED TO DEAL WITH CONFLICT ALL FOUR GENERATIONS THINK COMMUNICATION IS MANAGERS’ MAIN SHORTCOMING JUST 10% OF GEN Z WOULD APPEAL TO THEIR MANAGER DID YOU KNOW?
- 17. MANAGERS UNDER-ESTIMATE THE IMPORTANCE OF DAILY AND WEEKLY UPDATES 28% 26% 23% 24% 21% 22% 16% 18% GEN Z GEN X GEN Y BABY BOOMERS DAILY Desired Actual 52% 52% 53% 46% 41% 41% 41% 29% GEN Z GEN X GEN Y BABY BOOMERS WEEKLY Desired Actual 17% 15% 17% 20% 25% 20% 23% 24% GEN Z GEN X GEN Y BABY BOOMERS MONTHLY Desired Actual
- 18. • INVITE CANDIDATES TO AN AFTER-WORK SOCIAL EVENT SO THEY KNOW THEY CAN LOOK FORWARD TO A SOCIABLE WORK ENVIRONMENT AND CAN SEE THAT THIS IS SOMETHING YOU ACTIVELY ENCOURAGE • HOST ‘TASTER DAYS’ SO POTENTIAL CANDIDATES [PASSIVE AND ACTIVE] CAN GET A FEEL FOR YOUR CUTLURE AND ATMOSPHERE • GET EMPLOYEES TO SHARE THEIR EXPERIENCES OF YOUR NETWORKING AND TEAM BUILDING ACTIVITIES. THIS COULD TAKE THE FORM OF WRITTEN OR VIDEO TESTIMONIALS ON YOUR CAREERS WEBSITE AND SOCIAL MEDIA PAGES • HOST AN ONLINE CHAT ROOM WHERE CANDIDATES CAN CONVERSE WITH MANAGERS AND SEE THAT MANAGERS ARE OPEN AND APPROACHABLE FROM THE START. RECOMMENDATIONS
- 19. WORK ETHIC: THE NEED TO DEFINE YOUR EXPECTATIONS
- 21. CONTRARY TO EXPECTATIONS, THE YOUNGER GENERATIONS ARE NOT WORK-SHY Note: Londoners are not as strongly opposed to working unpaid overtime: 31% Vs a UK average of 42% 14% 35% 39% 37% 6% 3% 2% 3% 0% 10% 20% 30% 40% 50% Gen Z Gen Y Gen X Baby Boomers EMPLOYEES SHOULD BE CONTACTABLE EVENINGS AND WEEKENDS Strongly disagree Strongly agree IN FRANCE, FRANCOIS HOLLANDE PLANS TO INTRODUCE A “RIGHT TO DISCONNECT” – MEANING NO CHECKING EMAILS IN THE EVENING OR AT WEEKENDS DID YOU KNOW?
- 22. GOING THE EXTRA MILE WHAT THIS MEANS TO EACH GENERATION GEN Z GEN Y GEN X BABY BOOMERS =1. Teamwork 1. Do the best you can 1. Do the best you can 1. Do the best you can =1. Give more attention than usual to customers’ needs =2. Teamwork 2. Work outside normal hours =2. Work outside normal hours 3. Do the best you can =2. Give more attention than usual to customers’ needs 3. Teamwork =2. Give more attention than usual to customers’ needs TOP THREE ASSOCIATIONS WITH GOING THE EXTRA MILE THE EAST MIDLANDS ASSOCIATES GOING THE EXTRA MILE WITH WORKING OUTSIDE NORMAL HOURS MORE THAN OTHER REGIONS: 34% VS AN AVERAGE OF 20% DID YOU KNOW?
- 23. • INCORPORATE IN YOUR EMPLOYEE PROPOSITION: • YOUR EXPECTATIONS REGARDING WORKING OUTSIDE OF NORMAL OFFICE HOURS • HOW YOU DEFINE ‘GOING THE EXTRA MILE’. EVERYONE HAS THEIR OWN EXPECTATIONS BUT WHAT DOES YOUR COMPANY SAY, AND HOW IS THIS RECOGNISED AND REWARDED? ...THIS WAY YOU WILL BE CONTRIBUTING INFORMATION CANDIDATES WILL FIND GENUINELY USEFUL. THIS LEVEL OF CLARITY ABOUT WHAT GOOD LOOKS LIKE IS RARE SO YOU WILL STAND OUT • TO GET CANDIDATES’ ATTENTION, PROVIDE EXAMPLES OF WHERE EMPLOYEES HAVE BEEN REWARDED FOR GOING ABOVE AND BEYOND RECOMMENDATIONS
- 24. REWARD AND RECOGNITION PACKAGE: THE IMPORTANCE OF PAID FOR TRAINING
- 26. ALL GENERATIONS LACK CONVICTION THEY ARE WELL EQUIPPED FOR THE WORLD OF WORK THE NORTH WEST IS SIGNIFICANTLY LESS CONFIDENT THAN OTHER REGIONS. ONLY 12% STRONGLY AGREE THEY ARE WELL-EQUIPPED DID YOU KNOW? Only 32% of Baby Boomers agree they are well-equipped for work, despite decades of experience AXA PPP found a similar story
- 28. CONTRARY TO EXPECTATIONS, THERE’S VERY LITTLE DIFFERENCE BETWEEN THE DIFFERENT GENERATIONS’ REWARD AND BENEFIT PREFERENCES FIVE MOST IMPORTANT BENEFITS REWARD SCHEME PREFERENCES
- 29. RELAXATION AREAS ARE OVERRATED BY ALL GENERATIONS THE NORTH EAST IS MOST SCEPTICAL OF RELAXATION AREAS - 57% DID YOU KNOW?
- 30. REWARD SCHEMES ARE LESS ENCOURAGING TO BABY BOOMERS WOMEN ARE SLIGHTLY MORE INCLINED TO SAY THAT A REWARD SCHEME WOULD ENCOURAGE THEM TO WORK HARDER, 74% VERSUS 69% OF MEN DID YOU KNOW? 88% 79% 67% 53% 7% 11% 20% 30% 5% 11% 12% 16% GEN Z GEN Y GEN X BABY BOOMERS WOULD A COMPANY REWARD SCHEME ENCOURAGE YOU TO WORK HARDER? Yes No Not sure
- 31. FREQUENT REWARD SCHEMES RESONATE LESS WITH AGE 0% 10% 20% 30% 40% 50% 60% Gen Z Gen Y Gen X Baby Boomers HOW OFTEN DO YOU THINK STAFF REWARDS SHOULD BE GIVEN OUT? Weekly Monthly Quarterly Half Yearly Yearly
- 32. • HIGHLIGHT IN YOUR EMPLOYEE PROPOSITION THE PAID-FOR TRAINING OPPORTUNITIES – PARTICULARLY FOR OLDER EMPLOYEES. SHOW THAT, AS AN EMPLOYER, YOU PLAY AN ACTIVE ROLE IN EMPLOYEES’ DEVELOPMENT • DON’T OVERSELL CERTAIN PERKS – HAVE A BALANCED APPROACH TO WHAT YOU ARE SHOWCASING – DON’T SELL YOUR ORGANISATION ON POOL TABLES ALONE • EMPHASISE FREQUENT RECOGNITION. AND NOT JUST MONETARY RECOGNITION - INTERNAL AWARDS, OR EVEN JUST A PAT ON THE BACK. DON’T JUST SAY IT, PROVIDE EVIDENCE ON YOUR WEBSITE/SOCIAL MEDIA RECOMMENDATIONS
- 34. KEY TAKE OUTS CONTRARY TO EXPECTATIONS… The younger generations: Do recognise the need to be sociable in the office Do appreciate the need for hard work The older generations: Don’t have a problem reporting to someone younger than them Do recognise the importance of teamwork
- 35. KEY TAKE OUTS THERE ARE MANY AREAS OF COMMON GROUND BETWEEN THE DIFFERENT GENERATIONS THAT EMPLOYERS CAN EXPLOIT: A SHARED APPRECIATION OF THE IMPORTANCE OF TEAM WORK A SHARED PREFERENCE FOR FACE-TO-FACE COMMUNICATION A SHARED PREFERENCE FOR AN OPEN PLAN OFFICE SIMILAR REWARD AND REMUNERATION PREFERENCES
- 36. KEY TAKE OUTS THERE ARE SOME ISSUES AROUND MANAGERS’ COMMUNICATION SKILLS. PUT CANDIDATES IN TOUCH WITH MANAGERS, SUCH AS VIA AN ONLINE CHAT ROOM, SO THEY CAN SEE THAT MANAGERS ARE APPROACHABLE FROM THE START SPEAK TO A BROAD DEFINITION OF DIVERSITY TO GRAB CANDIDATES’ ATTENTION : INVITE CANDIDATES TO FOLLOW, LINK, CONNECT WITH EMPLOYEES WHO CAN SPEAK POSITIVELY ABOUT THEIR EXPERIENCES
- 37. KEY TAKE OUTS GETTING ON WITH PEOPLE AND MAKING FRIENDS IS IMPORTANT TO MANY CANDIDATES DON’T JUST TELL THEM, SHOW THEM THAT THIS IS SOMETHING THEY CAN LOOK FORWARD TO HOST ‘TASTER DAYS’ INVITE CANDIDATES TO AFTER-WORK SOCIAL EVENTS
- 38. KEY TAKE OUTS USE YOUR EMPLOYEE PROPOSITION TO PROVIDE CLARITY ON WHAT GOOD LOOKS LIKE PROVIDE EXAMPLES OF WHERE EMPLOYEES HAVE BEEN REWARDED FOR GOING ABOVE AND BEYOND EMPHASISE FREQUENT RECOGNITION. AND NOT JUST MONETARY RECOGNITION. PAID FOR TRAINING AS A FORM OF REWARD WILL RESONATE WELL WITH OLDER WORKERS
- 40. BE PART OF GEN UP At Talent Works we are committed to helping each and every one of our clients attract and retain talent that delivers success. Our dedicated insight, creative and sourcing teams support you every step of the way from initial market audit to creative activation. We enable you to: • Develop employer brand-building strategies and objectives • Articulate a clear and compelling employee proposition • Address short-term, pressing recruitment needs • Design, launch and implement cut-through campaign solutions
- 41. BE PART OF GENUP But we can’t know how to message an employee proposition in the right way without a true and accurate understanding of the market and the different generations that make up the market. Today’s presentation marks the first stage of our programme of research to understand the multi-generational workforce and its implications for you.
- 42. BE PART OF GENUP You can join us and help shape the agenda for the next stages of our journey towards understanding: Employers’ contrasting expectations Each generation’s ideal onboarding programme Career aspirations of each generation How each generation hunts for jobs TO JOIN US, COME SEE US AFTERWARDS
Editor's Notes
- For some time the different generations have been the subject of some very negative stereotyping. Whether you’re an employer or an employee, understanding the different generations in the workplace is too important to rely on stereotypes. Without a true and accurate understanding of the different generations, it’s impossible to know how to manage them in a way that drives performance, innovation and teamwork. It’s impossible to know how to communicate, train and retain each generation. It’s not possible to unlock the potential of each generation.
- we surveyed 1200 professionals, 300 from each generation, giving you research results you can rely on and confidently use to optimise the way you appeal to and manage the different generations
- today we’re pleased to share with you some of our most thought-provoking results and how they can inform your attraction and retention strategies
- it’s increasingly clear that building a diverse and inclusive workplace is key to business success. companies in the top quartile for gender, racial or ethnic diversity are more likely to have above-average financial returns. [gender: 15 %; racial or ethnic: 35%] evidence also shows that more diverse companies are better able to win top talent But what does a diverse and inclusive workplace mean to the different generations? do they have a shared understanding of diversity or do they see it differently?
- Poll Title: Which do you associate most with a diverse and inclusive workplace? https://www.polleverywhere.com/multiple_choice_polls/ksZNwuHXHaeP0I8 it’s increasingly clear that building a diverse and inclusive workplace is key to business success. companies in the top quartile for gender, racial or ethnic diversity are more likely to have above-average financial returns. [gender: 15 %; racial or ethnic: 35%] evidence also shows that more diverse companies are better able to win top talent But what does a diverse and inclusive workplace mean to the different generations? do they have a shared understanding of diversity or do they see it differently?
- employers tend to focus on the visible aspects of diversity – gender diversity, racial and ethnic diversity. but our research shows that all four generations share a broad understanding of diversity that transcends the visible aspects of diversity for all four generations diversity means treating everyone fairly and equally. it means a level playing field. it means giving everyone, across the full spectrum of differences including those not visible to the naked eye, equality of opportunity. companies must do more to speak to speak to all dimensions of diversity – such as differences of thought, experience and background
- Younger managers – already prevalent in industries like IT, professional services and accounting – are on the rise, as more and more companies promote young millennials into leadership positions to better attract and retain young talent. Reporting into a younger manager, with fewer years’ experience than you, could be quite challenging for older employees. But almost six out of ten Gen X workers we surveyed were very comfortable having a younger manager. This proportion rose to 68 per cent amongst Baby Boomers. In fact, only five per cent of Gen X and three per cent of Baby Boomers were uncomfortable with a younger manager. The older generations have adapted well to the younger boss phenomenon and seem willing to accept there are things they can learn from younger colleagues
- this research shows it’s important to create opportunities for older employees to work with and to learn from younger employees. reverse mentoring ought to be fully embraced companies must do more to broaden their definition of diversity to include a culture of fair and equal treatment and progression for all – across the full spectrum of diversity not just the visible differences
- Poll Title: How frequently does your company arrange out of work events for employees? https://www.polleverywhere.com/multiple_choice_polls/lhsGghofRuLBOSU
- The younger generations attach just as much importance to getting along with colleagues as their older counterparts do. The proportion for whom this is not important is negligible regardless of generation. Just 3% of Gen Z and 1% of Gen Y don’t think it’s important to get along with work colleagues. 83% to 88% of each generation count at least one work colleague as a friend.
- However, all four generations think their manager is falling short on communication. In fact, whatever the generation, communication is considered managers’ main shortcoming. This links back to our earlier point about clear communication being key, between managers, teams and departments.
- Whatever the generation, managers underestimate the importance of daily and weekly updates and overestimate the importance of monthly and quarterly updates. 52% of Gen Z would like weekly updates but only 41% said they received weekly updates. 46 per cent of Baby Boomers we surveyed said they wanted weekly updates but only 29 per cent said they received weekly updates. This was the highest discrepancy between how often updates are actually received and how often they would like to be received Are employers making the mistake of thinking that older employees no longer require updates?
- Poll Title: What does going the extra mile mean to you? https://www.polleverywhere.com/multiple_choice_polls/IC9swjL7YYy8am0
- It’s simply not true that the younger generations are work-shy and lazy. Our research shows that of all the generations, it’s the youngest, Generation Z that is most relaxed about being on call 24/7. Whilst not bowled over by the idea, they are twice as likely to strongly agree that employees should be contactable evenings and weekends as Baby Boomers . When we asked our respondents to describe their ideal culture and atmosphere at work, hardworking was one of the top three attributes for all generations, including the younger ones. Did you know? The French Socialist party was the subject of much mockery when the proposal was first mooted, but the French government believed that the problem of ‘permanent connection’ is too important to ignore – according to MP Benoit Hamon “all the studies show there is far more work-related stress today than there used to be, and that the stress is constant […] employees leave the office, but do not leave their work. They remain attached by an electronic leash” and basically argues that this continues until the person reaches “digital burnout” – what do you think? Is this just a way of the government controlling people, or a sensible idea? – FURTHER: http://www.bbc.co.uk/news/magazine-36249647
- The younger generations, like their older counterparts, want to go the extra mile and have a clear idea of what that means. For Gen Z and Gen Y it means being a team player, giving more attention than usual to customers’ needs and doing the best you possibly can.
- Poll Title: Do you feel Baby Boomers (b.1946-1965) are well-equipped for the world of work? https://www.polleverywhere.com/multiple_choice_polls/mIC0kXXbK7gSfmo
- our research shows that All four generations lack conviction they are well-equipped for the world of work. Even Baby Boomers, with decades of experience under their belts, do not feel well-equipped. only 32 per cent of Baby Boomers feel well-equipped for the world of work. Research by healthcare insurance provider AXA PPP found a similar story. Surveying 2000 employees, AXA found that only 25 per cent of the over-50s had been on a training course in the last six months. 27 per cent said they hadn’t had the chance to learn new things or develop workplace skills at all in the last year. Only 15 per cent had discussed career progression with their line manager in the last six months. It’s estimated that by 2020 half the working population will be over 50. Yet evidence suggests employers aren’t doing enough to nurture and develop this increasingly fundamental section of the workforce.
- Poll Title: Which of the following benefits is the most important to you? https://www.polleverywhere.com/multiple_choice_polls/qRZIX7EpIxm78yg
- much tends to be made of the differences between the generations in terms of their reward and recognition preferences. but our research shows there is very little difference between the reward and benefit preferences of the younger and older generations in terms of benefits, the younger and older generations share a similar preference for a pension, bonus, flexible working, health care insurance and life assurance in terms of reward schemes, the younger and older generations share a similar preference for time off work, vouchers, prizes and a trip But there is one key difference and it concerns paid-for training. the older generations rate paid for training their third most preferred form of reward and recognition, whereas Gen Z and Gen Y only rate it their 4th and 5th most preferred reward respectively do the older generations place more importance on paid-for training as a reward because they aren’t being given enough training and development opportunities day to day?
- we know intuitively that well-designed office spaces can have a positive impact on staff morale and productivity. a report for the British council offices found that effective design can affect workplace performance by up to 11%. but are break-out rooms with their bean-bags and table football– increasingly popular in tech companies and ad agencies - integral to a well-designed office space? our research shows none of the generations, including the younger ones, has high expectations that relaxation areas will be provided. 51% of Gen Z and 48% of Gen Y are either against or unsure about relaxation areas at work.
- reward schemes are less encouraging to baby boomers When we asked our research respondents if a reward scheme would encourage them to work harder, 88% of Gen Z said yes compared to only 53% of Baby Boomers. reward schemes become steadily less encouraging with age
- the younger generations are more likely than their older colleagues to think staff should be rewarded frequently – weekly or monthly. Gen Z are five times as likely as Baby Boomers to think rewards should be given out weekly. More than half of Gen Z and Gen Y think rewards should be given out monthly, compared to less than half of Gen X and Baby Boomers. The Incentive Research Foundation has also looked into the different generations’ rewards and recognition preferences and it also found that the younger generations are more demanding of frequent rewards than the older generations. It says the reason for this is that millennials have learnt to expect frequent validation from heavy use of the Internet and in particular social media sites since an early age. Facebook, Pinterest, Twitter and other social networking sites - offer near-immediate feedback - whether through likes, quick replies or extensive comments. If the younger generations feel entitled to frequent rewards it’s because they are used to getting almost instant validation on social media.
- Thanks to this research, we now know that contrary to popular belief the younger generations [see points on slide above]… Thanks to this research, we now know that contrary to popular belief the older generations [see points on slide above]… Attracting and engaging young talent is one of the biggest challenges employers face today. Exposing young people’s work ethic and willingness to integrate means we are well placed to make the most of the young talent pool. As the UK workforce ages, finding ways to make the most of older workers is going to be one of tomorrow’s biggest challenges. It’s estimated that by 2020 half the working population will be over 50. Exposing older workers’ strong sense of team and willingness to learn from younger colleagues, means we are well placed to make the most of the older talent pool as well.
- Following the Brexit referendum, we looked like a nation divided between the young and the old. The popular narrative is that younger voters who voted to remain feel betrayed by older voters who prefer to leave Europe. Employers could easily make the mistake of applying this narrative to the workplace. But our research has shown that there are many areas of common ground between younger and older workers [see slide above]. By exposing all that unites the generations we can create productive and harmonious workplaces.