Generation xyz nov@016-hrmaj

Dr. Leahcim Semaj
Transformational Specialist
Intl. Keynote & Motivational Speaker
Above or Beyond
876-383-5627

The X-Y-Z
of Management
11/16/2016 www.LTSemaj.com 5
Leahcim Semaj, PhD

CanYou Gen-Flex?

 Traditionalists: 1922 – 1943 (over 70)
 Baby Boomers: 1944 – 1964 (51– 70)
 Generation X: 1965 – 1980 (35 – 50)
 GenerationY: 1981 – 1994 (21 – 34)
 Generation Z: 1995 - ? (Under 20)
11/16/2016 10www.LTSemaj.com

 Famed for their work ethic and commitment to getting the job done.
 Known to ask how they can help “improve” the work ethic of Generation
Xers and Millennials.
 The work-life balance of boomers traditionally includes a little more “work”
than “life.”
 Between work ethic and sheer years of experience in the workplace,
Boomers often represent a walking trust of organizational knowledge
 Unlike their younger colleagues, older workers were less likely to switch
employers throughout their careers

 In addition to the talent-specific concerns of filling positions
vacated by Boomers in critical leadership and technology roles,
 HR leaders should also value their older workers’ organizational
knowledge.
 By establishing strong knowledge management and transfer
programs, such as documentation, job transfers and mentor
relationships,
 HR leadership can ensure that Boomers’ critical experience and
knowledge isn’t lost the day they take retirement.

 Think that technology is a separate thing.
 They “go on” the internet.
 They “make a call on the cell phone”.
 They look something up “on the computer”.
 They have a distinction between doing a task and
the “tool” that they do the task with.

remember life without it,
 may use it and may be addicted to it like
everyone else
 but they can more easily let it go and live
without it.

 You’ve heard how large the Boomer
generation is in numbers, right?
 The Millennials are an even larger group
 The Gen Xers are a much smaller group

 arguably the best educated generation
 with that education and a growing maturity they
are starting to form families with a higher level of
caution and pragmatism than their parents
demonstrated.

 Primarily children of the Baby Boomers born between
1960–1981.
 These are children who seek a sense of purpose, work-
life balance, fun, variety, respect, and the opportunity
to do “real” work that makes a difference.
 Arguably everyone wants these things from a job;
 the difference with Generation X is they’ll talk with their
feet when their needs are not fulﬁlled.
11/16/2016
24www.LTSemaj.com

 They are extremely independent,
 they have totally embraced the technological revolution, and
they feel empowered and are optimistic about the future.
 Growing up in the age of technology has put a computer in
the hands of almost every child.
 These are people who have
 understanding,
 knowledge,
 a command of technology
 and they keep up with its advances.

 Generation X will question workplace
regulations
(such as dress codes and schedules),
 and know that there are other options out
there
if they are not satisﬁed with the answers.

 or at least to be climbing the corporate ladder by their
sixth month on the job.
 They believe that they deserve the position they want.
 This is not a lazy generation
 actually they are not against hard work by any means.
 They also want to do the work better and faster than their
co-workers.
 Being competitive with themselves and others is in their
nature.

 increasingly a challenge for employers.
 To a Gen-Xer, a good job is no longer deﬁned by monetary
gains alone
 Position selection is behavior-driven
 Xers will take a given job because theyWANT to work
there,
 not because they have to.
 What they’re looking for is an opportunity to make a
difference
 in the world, or the company.

Forget GenY
Gen Xers are the Future of Work!

 Poised for great leadership
 the average age of an S&P 1500 CEO is 50.
 They’re already leading the majority of growing
companies:
68% of Inc. 500 CEOs are Gen Xers.

 Generation X may be the smallest portion of the
workforce, but they’re your company’s rising and
current leaders.
 With the rise of millenials (predicted to be more than
40% of the workforce by 2020), we’re obsessed with
pleasing the masses and concerned about the aging
Boomer workforce.

 As the average child-bearing age increases and
life expectancy expands,
Generation X is bearing the burden of
▪Raising young children
▪Funding tertiary education
▪Caring for aging parents

 we can’t ignore the stress that follows them
into the workplace and into positions of
leadership.

 The generation under the most financial stress,
 In the USA
 Generation X lost 45% of its wealth
 almost double that of the Baby Boomers before them.
 What about CASH PLUS and OLINT IN JAMAICA
 Financial stress affects work quality and engagement
 This also means this generation may take fewer risks in the workplace
 for fear of losing their jobs and have a lower propensity for change and shifting
jobs even when opportunity arises.

 Because Gen Xers will make up only 20% of the
workforce,
 as leadership roles are vacated by older workers,
there are fewer Gen Xers available.
 And Millenials may not have the experience and
maturity needed for such roles.
 A possible war for talent.

 experienced leaders may be impossible to recruit.
 Focusing the same attention on the generation
that isn’t demanding it could be even more
productive than helicoptering over your
Millenials.

 Then you can work on removing the roadblocks in their
way
engagement,
financial,
personal
 and develop tailored plans for those high-potentials you
want and need to be ready for the top jobs.

 that’s where data comes into play–
 not the large sweeping global trends on generations, but a deep look
inside your organization:
 Who are your Generation Xers?
 How are they performing?
 What are their specific challenges?
 How is the organization helping to address those
challenges?

 5% Mortgage?
 Assistance withTertiary Education costs?
 Inclusion of elder parents of health Insurance?

 Sometimes people ask,
 “Isn’t this just an artifact because these people are young?
 Soon they will grow up
 and get married and have children
 and then they will be just like all the other Gen Xers, right?”.
 I don’t believe this.
 The differences are deep and have been ingrained since
childhood.
 The Millennials are not going to grow into Gen Xers,
 just like the Gen Xers are not going to grow into Boomers.

 They are the most tech savvy and demanding
generation ever on this planet
 Technology is in their DNA.
 The internet is their life.
 they will use it for everything
 They will be a transient workforce.
 They will 'follow the work' and live where the work is
based.

 For them the virtual world is real –
 Friends, Fans, Followers and Contacts
 Geography and distance are
 no hindrance,
 Everything is here and now - just a click away.

 They are more self-directed
 process information at lightning speed.
 are smarter than any other generation
▪(how wise? Time will tell?)

 They will give new meaning to the term Social workers:
 Raised in an educational culture of working in teams
 Highly socially connected through
 computers, cell phones, text messaging,
instant messaging, social networking,
 blogs, multi-player gaming, etc.,

 Millennials are extremely social workers.
 they are the first generation to begin to build
relationships virtually
 and are now bringing a culture of constantly
working together

 Millennials
 have integrated all the various technologies into their lives,
 they are the ones that will say,
 “We need to talk more instead of all this texting.”
 or “People are forgetting how to even just talk to each other”,
 or “I don’t use email. It’s a hassle and it’s too impersonal.
 IfYou need to communicate with them
Call or text or facebook

 Millennials (or GenerationY)
 were born between 1980 and 2000.
 reputation for ambition and efficiency and enjoy working on
teams.
 They were raised in a period of economic prosperity
 by Baby Boomer and Gen X parents
 Raised in a less authoritarian style than they themselves had
been raised.

 tried to give their children the very best
 (i.e., vacations, education, new forms of technology)
 encouraged them to seek employment in
occupations that were meaningful on a personal
level.

 recent studies and trends have shown that in
general this new group of young
professionals
 has a very different mindset and approach
than their predecessors.

 is primed to bring the biggest shift in
managerial styles and workplace culture
that has been seen in a long time.

 This generation would rather work remotely.
 They would prefer to get their work done at their
favorite coffee shop
 and get on with their personal lives.

 to advance quickly
 and need to feel they have an opportunity for growth.
 If they are unhappy in a position
 or don’t feel there is room for professional development
 they’re more likely to seek other employment options.
 Building tenure at an organization is not a top priority
for this group.

 prior generations have more of a
 “live to work” attitude.
 They are fine with logging a 60-hour work week
 and they enjoy face-to-face interaction with their
colleagues.

 to stay in one position for a long period of time
 and believe in the concept of
▪ “paying your dues”
 They are not comfortable
 working their way up the ladder
 and biding their time to achieving success.

 While some employers and managers
 might see the attitudes of this younger generation in
a negative light,
 This group could bring many positive changes
to the way we do business.

 one of the greatest attributes about this group is
 their comfort level in not only using technology
 but embracing new technology.
 They know how to use the latest and greatest
 and they’re not afraid to flow with the changes.

 They want to be judged based on their
performance per project
rather than by the hours they log in the office.
 In this respect,
GenerationY works to live.

 Since technology continues to become deeply
embedded into how we all work
 and is a huge part of how we do business.
 Being “technology literate” isn’t going to cut it
anymore.

 you want a high-technology campaign that is
colorful, upbeat and modern.
 Xers are fast to recognize when a potential
employer uses technology in lieu of
important parts of the hiring process.
 They expect to interact with recruiters who
are knowledgeable and skillful.

 the possibilities, and the opportunities.
 Hiring the next generation of workers means
utilizing new recruitment methods.

 Eric Chester,
 author of GettingThem to Give a Damn: How to GetYour
Front Line to Care aboutYour Bottom Line,
 suggests that
 employers no longer need to hire the best people
▪ rather, they need to employ the right people.
 Using personality proﬁles to hire people with similar
work habits and views
 will reduce the tension and turnover in the workplace.

 1. Good relationships with bosses and co-workers
 2. Income
 3. Opportunity for growth
 4. Opportunity utilize their skills
 5. Challenging daily work
 6. Flexible schedules for social and personal time
 7. A casual dress environment.
 8.Tuition reimbursement
 9. Pension match by employer
 10. Bonuses
 11. Comp days

 GenerationY is not very different from any other
demographic.
 They, too, want to be respected and recognized
for their workplace contributions.
 These kids are connected:
 Technologically savvy, they are used to using cellular
telephones and the Internet as primary means of
communication.

 The work they do should mean something and
have importance to them personally and to their
company.
 They are conﬁdent;
 products of encouraged self-esteem and
educational opportunities,
 they believe they can do it all
and trust me, many can!

 will bring new ideas and values into the
workplace.
 They are highly educated, willing to learn,
technologically savvy, and motivated.
 Understanding and being sensitive to the needs
of these workers will be the key factor in
recruiting and retaining them.
 If you want them to care about your company,
 remember to show that you care about them.

 Sometimes people ask,
 “Isn’t this just an artifact because these people are young?
 Soon they will grow up
 and get married and have children
 and then they will be just like all the other Gen Xers, right?”.
 I don’t believe this.
 The differences are deep and have been ingrained since
childhood.
 The Millennials are not going to grow into Gen Xers,
 just like the Gen Xers are not going to grow into Boomers.

 Coaching
 Mentoring
 Active Listening
 Rate them, don’t rank them
 Reward, daily
 Vary the package
 Give them challenges
 Share their interests
 Learn their language
 Meet them where they are

 Millennials are the ‘hottest’ thing in the job market and are touted
as being the greatest assets to organisations.
 They are tech savvy and they are a lot of them!
 They also come with attitudes and behaviours that organisations
balk at and not much ‘real’ work experience.
 Generation Xers, Baby Boomers andTraditionalists (XBT) are
becoming endangered species in the job market.
 Organisations that want to discard XBTs based on the latest fad
and hype around millennials will miss the boat.

 60 IS the new 40!
 Current Generation Xers, Baby Boomers andTraditionalists (XBT)
are the fittest, healthiest and sharpest the world has ever seen.
 Today at age 60 the projected life expectancy is 85.
 XBTs have a wealth of education, experience, emotional
intelligence and organisational navigation skills that no other
group possesses.
 They can hit the ground running which results in immediate value
to the organisation with focused attention and steady hands.

 When a company is in crisis or experiencing rapid growth, it needs a
CEO who has experience in crisis management or scaling in a hurry,
 not someone who is smart but needs CEO experience.
 In this dynamic market when everything is changing at the speed of
light experience in solving big problems quickly,
 is a requirement to succeed.
 Organisations that want to have a competitive edge must embrace
XBTs who haveTAPTalent.
 Not all XBTs want to own their own business.

Generation xyz nov@016-hrmaj

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