The document discusses research conducted on generational differences in the workplace. Key findings include: 1) Employees of different ages disputed that age alone causes issues between groups and that individuals vary more than generations. 2) Management should focus on communication, reasonable standards, and building trust rather than blaming age differences. 3) Communication with staff was identified as an area of weakness. Older workers appeared similarly motivated and eager to learn as younger employees, challenging stereotypes of the generations.

1. The Generation GapJason DunstoneManaging DirectorMarch 2009

3. The story starts here …

4. In the second half of 2007, Square Holes worked with the Australian Institute of Management of South Australia and SA Great to conduct research into the attitudes and needs of younger workers [aged under 40].

5. Then what?

6. AIM SA and Square Holes were interested in understanding employees beyond Gen X & Y.

7. Objective“Explore broader issues in relation to the needs of differing groups of workers. The particular relevance of this study is the ageing workforce.”

8. So what did we do?

9. Focus groupsSurveyCluster analysisReporting

10. An online survey was conducted from the 19th of February to the 5th of March 2009 using the AIM database to administer an insightful study of workplace culture.

11. Key insights

12. They typically disputed the idea that differing age groups have issues working together.

13. The Generation Gap

14. Blunt messagesfrom the research

15. 1.Not all employees are the same, yet it’s not about age

16. DynamoGimmePloddersMade it

19. 2.Management should stop shiftingthe blame

20. What employees seekTrust and respect in your abilitiesRespectful managementTrustworthy managementStrong communications skillsManagement has reasonable standards for output and workload

21. Person work best with

22. 3.Communicationwith staffis a weakness

23. 4.Job satisfaction does not equal loyalty

24. One in twenty employees are extremely happy & extremely likely to be with their employer in 3 years time

26. 5.Older staff are not that different

27. Staff aged 60+ appear to be the least loyal, although this could at least partly be attributed to a lower level of perceived job security.Most have an enthusiastic attitude to workand are not dissimilar to younger employees.They are often seeking professional development and challenges as are other employees.For many, they now have an invigorated relationship to work and may be seeking a second, third or subsequent career change.There is generally an eagerness to work within a team of differing ages. They prefer managers aged 38-60.

28. Challenges for employers

29. Focus on psychographics not demographicsUnderstand staff segmentsHire, train and guide strong managersMaximize satisfaction and loyaltyBe inclusive irrespective of age

30. A copy of the 2009 report can be downloaded from [Friday] ...http://www.aimsa.com.au