Leveraging Your Intergenerational Workforce for AVHRA

AVHRA
Business
&
Law
Update
December
10,
2014
1

Stacy
Luckensmeyer
— Wenatchee
Valley
College
Center
for
Entrepreneurship
— Serial
Entrepreneur

Reimi
Marden
— Owner/Founder
of
The
Winning
Edge,
Image
Consulting
and
Corporate
Training
Firm
— 25
years
in
the
Training
&
Development
industry
— Extensive
experience
in
the
hospitality
and
gaming
industries
–
designing
training
for
hourly
to
Executive
level
team
members
3

Goals
for
Today:
— Review
the
generational
mix
— Highlight
generational
similarities
and
ways
to
leverage
differences
— Discuss
strategies
to
improve
retention
through
enhanced
recruitment
and
employee
engagement
— Share
best
practices
for
employee
training
design
and
delivery
4

Focus
on
“why”
generations
see
things
differently,
not
“what”
those
differences
are.
-‐
Haydn
Shaw
Sticking
Points:
How
to
Get
Four
Generations
Working
Together
in
the
12
Places
They
Come
Apart
5

Social
History
at
a
Glance
Core
Values
Family
Educa>on
Communica>on
&
Media
Dealing
With
Money
Tradi>onalists
Ages:
69-‐96
Respect
Authority
Discipline
Tradi>onal
Nuclear
A
dream
Rotary
phones
One-‐On-‐One
Write
a
memo
Put
it
away
Pay
Cash
Tradi>onalists
Baby
Boomers
Ages:
50-‐68
Op>mism
Involvement
Disintegra>ng
A
birthright
Touch-‐tone
phones
Call
me
any>me
Buy
now,
Pay
later
Genera>on
X
Ages:
34-‐49
Skep>cism
Fun
Informality
Latch-‐key
kids
A
way
to
get
there
Cell
phones
Call
me
only
at
work
Cau>ous
Conserva>ve
Save
save
save
Genera>on
Y
Ages:
19-‐33
Realism
Confidence
Extreme
fun
Social
Blended
An
incredible
expense
Internet
Picture
phones
Email
Text
messaging
Earn
to
spend
Genera>on
Z
Ages:
5-‐18
Prac>cality
Stability
Tolerance
Community
Make
it
happen
Changing
household
structures
Most
educated
genera>on
ever
but….
Image
Sharing
Crea>ng
From
2
screens
to
5
Balance
digital
&
live
Conserva>ve
It
will
be
there
I
will
leverage
yours

A
recent
Time
magazine
article
on
the
Millennials
offered
this
quote
from
a
forty-‐something
writer:
“Veteran
teachers
are
saying
that
never
in
their
experience
were
young
people
so
thirstily
avid
of
pleasure
as
now…so
selfish.”
The
source
of
the
quote?
A
letter
published
in
The
Atlantic
in
1911.
8

Workstyles
at
a
Glance
Workstyles
Communica>on
Style
Problem
Solving
Decision
Making
Leadership
Style
Feedback
Tradi>onalists
Ages:
69-‐96
Top-‐down
Hierarchical
Seeks
approval
Command
and
Control
No
News
is
Good
News
Tradi>onalists
Baby
Boomers
Ages:
50-‐68
Guarded
Horizontal
Team
informed
Get
out
of
the
way
Once
Per
Year
Genera>on
X
Ages:
34-‐49
Hub
and
spoke
Independent
Team
included
Coach
Weekly
/
Daily
Genera>on
Y
Ages:
19-‐33
Collabora>ve
Collabora>ve
Team
decided
Partner
On
Demand
Genera>on
Z
Ages:
5-‐18
Collabora>ve,
Global
Collabora>ve,
Innova>ve
Team
decided,
Ownership
Consensus;
empowered
Expect
It

Characteris>cs
of
Each
Genera>on
— Key
Influences
— Expectations
&
Work
Styles
— Communication
Preferences
10

Benefits
to
Building
Your
Mul>-‐Genera>onal
Team
— Productivity
— Stability
— Company
Culture

Recruitment
— The
generational
aspect
of
your
recruitment
plans
— Generational
appeal
can
weather
many
storms
— Economic
changes
— Population
shifts
— Using
generational
differences
to
your
advantage

What
are
they
looking
for?
— Traditionalists
(69
–
96)
— Boomers
(50
–
68)
— Generation
X
(34
-‐
49)
— Generation
Y
(19
-‐
33)
— Generation
Z
(0
-‐
18)

What
do
they
have
in
common?

Your
Approach
to
Recrui>ng
Statistics
from
Gen
Y:
38%
selected
‘opportunity
for
advancement’
as
one
of
their
top
three
must-‐haves
42%
placed
‘relationship
with
peers
‘
as
one
of
the
top
reasons
for
getting
or
keeping
their
job.
32.7%
preferred
colleagues
to
be
of
different
ages
— Be
Flexible
— Offer
Diverse
Experiences
and
Challenges
— Evolve
with
the
Workforce
— Engage
Top-‐Choice
Talent

Reten>on
— Employee
Engagement
— Employee
Satisfaction

Engagement
Strategies
— Acknowledge
shared
needs
— Create
a
sense
of
teamwork
that
spans
generations
— Give
employees
meaningful
and
ongoing
feedback
— Recognition
and
reward
— Adopt
participative
decision
making
and
problem
solving
— Update
company
policies
/
unwritten
rules

Training
Design
&
Delivery
The
most
powerful
tool
to
build
commitment
-‐-‐-‐
— Offering
regular
opportunities
to
learn
and
develop
—
not
just
through
training,
but
through
a
variety
of
challenging
tasks
— The
opportunity
to
work
with
people
who
impart
valuable
knowledge,
and
regular
developmental
feedback.
— As
it
turns
out,
this
is
how
you
build
commitment
in
employees
of
all
ages.
19

LTeradia/onralinst
&i
Bnabyg
Styles
Boomers
Gen
Xers
Gen
Y/Millenials
Gen
Z
Classroom
Facilitated
Independent
Collaborated/Networked
Values
tradi>onal
training
Instructor-‐led,
Classroom-‐
based
learning
programs
Willing
to
adopt
technology
based
learning
formats
(i.e
e-‐learning
that
provides
greater
flexibility)
Relies
heavily
on
collaboration
with
peers
as
a
form
of
learning.
Content
can
be
accessed
through
technology
anywhere,
and
ogen
in
very
visual,
engaging
forms
View
educa>on
and
training
as
a
perk
or
a
way
to
get
ahead
of
the
pack
Life
long
learner
Expects
con>nuous
access
to
training
and
business
communica>ons
Expect
to
have
access
to
technology;
learning
needs
to
be
hands-‐on,
interactive,
collaborative,
and
fun.
Teaching
and
learning
is
designed
to
accommodate
the
needs
of
the
student,
is
cri>cal
Best
to
use
them
as
classroom
instructors
or
mentors
Prefers
short,
highly-‐
focused
training
that
can
be
quickly
downloaded
and
accessed
via
mobile
phones,
PDAs,
or
MP3
players.
Responds
well
to
the
engaging,
compe>>ve
nature
of
games
and
simula>ons
and
already
is
accustomed
to
using
informal
social
networking
tools,
such
as
wikis,
blogs,
podcasts
Discussion
and
applica>on
of
the
content
is
cri>cal,
learning
takes
place
outside
the
classroom,
but
the
essen>al
engagement
and
prac>ce
is
s>ll
conducted
at
school.
20

Training
Design
&
Delivery
— Revise
learning
approaches
to
accommodate
the
younger
workforce
— Seek
Blended
Learning
Methods
— Seek
Active
Learning
Methods
21

Mix
of
Training
Modali>es
— Coaching:
Up
and
down
/
Influence
— Mentoring:
Bonding
younger
and
older
workers
— Giving
Feedback:
Frequent
/
on-‐going
/
celebrate
accomplishments
— Stretch
Assignments:
Encourage
employee
engagement
— Classroom
and
online
delivered
courses
23

Team
Building
Ac>vi>es
to
Strengthen
Cohesion
&
Performance
(See
Appendix)
24

Areas
for
Ac>on
25
1. Acknowledge
generational
differences.
2. Focus
on
the
“why,”
not
the
“what,”
and
the
common
needs.
3. Leverage
the
strengths
of
each
generation.
4. Decide
on
approach
to
meet
the
needs
of
your
people.
5. Evaluate
and
modify
approach.

What
ac>on
steps
will
you
take?
26

What
We’ve
Accomplished
Today:
þ Reviewed
the
generational
mix
þ Highlighted
generational
similarities
and
ways
to
leverage
differences
þ Discussed
strategies
to
improve
retention
through
enhanced
recruitment
and
employee
engagement
þ Covered
good
practices
for
employee
training
design
and
delivery
27

For
more
informa>on,
contact:
Stacy
Luckensmeyer
Center
for
Entrepreneurship
&
Continuing
Education
Wenatchee
Valley
College
(509)
682-‐6915
SLuckensmeyer@wvc.edu
Reimi
Marden
The
Winning
Edge
(702)
645-‐5488
reimi@tweconsultinggroup.com
28

Access
Slides
at
Slide
Share
www.slideshare.net
29

Resources
1. "Consumer
spending
and
U.S.
employment
from
the
2007—2009
recession
through
2022"
by
Stephanie
Hugie
Barello.
2. Use
Reward
to
Bridge
the
Generations
Gaps
and
Your
People,
by
The
Hays
Group.
3. It’s
Not
All
About
‘Y’:
It’s
Time
to
Prepare
for
Generation
Z,
Webinar
by
Alexia
Vernon.
4. PLACE
INFO
FOR
THE
5
GEN
GRAPHIC
HERE.
5. “Intergenerational
Challenges
at
Work”
slideshare
presentation
by
Boomer
Match
to
Business.
6. “Creating
Synergies
in
a
Multi-‐Generational
Workplace”
slideshare
by
Katrina
Plourde,
SPHR.
7. Quiz:
How
Milennial
Are
You?
By
the
Pew
Research
Center
8. “What
is
Employee
Engagement?”
article
by
Custom
Insight.
9. “Communicating
Across
a
MultiGenerational
Compus”
slideshare
by
Michelle
Baker.
10. “Three
Reasons
You
Need
To
Adopt
A
Millennial
Mindset
Regardless
Of
Your
Age”
article
by
Jean
Meister.
30

— Training
Tomorrow’s
Workforce
By
Janice
Ware,
Rosemary
Craft,
and
Steve
Kerschenbaum
http://www.kreativelearningsolutions.com/pdfs/Generational%20Dynamics/Training
%20Tomorrow%27s%20Workforce_ASTD%20Pub.pdf
— http://www.bls.gov/opub/ted/2014/ted_20140106.htm
— http://www.slideshare.net/BizLib/effective-‐employee-‐training-‐in-‐a-‐multigenerational-‐
workforce?related=1
— https://hbr.org/2013/05/hitting-‐the-‐intergenerational
— http://www.teampedia.net/wiki/index.php?title=Category:Communication
— http://extension.psu.edu/youth/intergenerational/curricula-‐and-‐activities/
intergenerational-‐activities-‐sourcebook/download
31

APPENDIX:
Intergenera>onal
Exercises
“You
can
discover
more
about
someone
in
an
hour
of
play
than
from
a
year
of
conversation.”
-‐
Plato
32

Intergenera>onal
Sweet
Spot
There
is
an
intergenerational
sweet
spot
we
should
aim
for,
a
point
of
maximum
engagement
for
all
employees.
But
we
miss
it
by
fixating
on
minor
differences
and
taking
them
out
of
context,
and
by
failing
to
appreciate
the
similarities
among
employees
of
different
ages.
-‐
Monique
Valcour
Hitting
the
Generational
Sweet
Spot
33

APPENDIX:
Intergenerational
Exercises
#1
Strength
Centered
Comments
Objectives
— Building
a
team
spirit
Helping
each
member
feel
valued
Reinforcing
what
is
working
well
for
the
team
Raising
awareness
of
each
person's
contributions
Set
Up
— Have
a
small
group
of
4-‐6
people
be
seated
where
they
can
see
each
other
(around
a
table
or
in
a
circle
of
chairs).
— Introduce
the
ideas
that:
everyone
makes
contributions,
large
and
small,
to
the
team/organization;
acknowledging
each
other's
value
is
good
for
the
person
and
for
the
whole
team;
this
is
not
to
compare
people
nor
to
put
anyone
"on
the
spot.”
— Strength
centered
comments
can
be
about
single
actions
or
ongoing
ways
supported
by
evidence
(specific
observation)
of
the
person
demonstrating
this
strength.
34

APPENDIX:
Intergenerational
Exercises
#1
Strength
Centered
Comments
Each
should
be
very
brief
-‐
one
or
two
sentences.
“What
I
appreciate
about
you
is
your
<strength>.
I
say
this
because…<site
specific
example
of
a
time
when
the
person
demonstrated
that
strength>.”
Give
several
examples
of
appreciations:
— Linda,
what
I
appreciate
about
you
is
your
sense
of
humor.
Today,
you
helped
keep
our
group
light
and
made
our
meeting
fun.
It’s
a
joy
to
work
with
you.
— Joe,
you
are
so
positive
no
matter
what
is
going
on.
At
our
meeting
today,
you
brought
out
the
advantages
of
what
was
happening
instead
of
all
that
was
going
wrong.
Thanks!
35

APPENDIX:
Intergenerational
Exercises
#
1
Strength
Centered
Comments
— Say
that
the
only
response
of
the
"receiver"
of
strength
centered
comments
is
to
nod
or
say
"thanks"
or
"you're
welcome"
-‐
no
denial
or
discussion
at
this
time.
Instructions
— Give
5
minutes
of
quiet
time
in
which
each
person
can
think
about
their
strength
centered
comments
for
others
in
their
small
group
and
jot
them
down.
— Assure
them
that
their
notes
are
for
themselves
only.
— (Skipping
this
step
may
result
in
people
being
"not
present"
because
of
mentally
composing
what
they
will
say
while
others
are
speaking.
— It
also
helps
prevent
people
from
feeling
anxious.
— Assure
them
that
if
they
think
of
something
different
later,
they
are
not
bound
by
what
they
wrote.)
— Ask
for
a
volunteer
for
the
first
person
to
"receive”
strength
centered
comments.
— Each
person
around
the
table
offers
one
comment
to
that
person.
The
leader
can
help
remind
talkers
to
keep
the
comments
short
and
on
target,
and
for
the
receiver
to
just
"take
them
in."
— Go
around
the
circle
having
each
person
receive
appreciations
from
all
others.
36

APPENDIX:
Intergenerational
Exercises
#
1
Strength
Centered
Comments
Debrief
Suggestions:
— Have
participants
think
about
how
they
felt
receiving
strength
centered
comments.
— Alternatives:
Instead
of
an
in-‐person
session,
have
each
team
member
write
their
appreciations
for
each
other
person.
These
can
be
shared
with
all,
either
electronically
or
on
a
physical
bulletin
board,
and
refreshed
periodically
or
on
an
ongoing
basis.
37

APPENDIX:
Intergenerational
Exercises
#2
Quick
Talk
Objectives:
— Participants
explore
the
different
slang
or
short-‐cut
expressions
used
by
different
generations.
— Heighten
awareness
of
how
our
written
and
spoken
language
has
changed
over
the
past
10
to
60/70
years.
— Facilitate
effective
intergenerational
communication.
Instructions:
— With
all
participants
sitting
together,
the
facilitator
starts
by
speaking
briefly
about
how
slang
words
can
be
shorthand
communication,
and
then
shares
one
or
two
favorite
slang
words.
— The
facilitator
asks
participants
to
give
slang
words
for
the
word
“wonderful”
(ex.
groovy,
awesome).
After
the
slang
words
have
been
shared,
the
facilitator
should
mention
how
slang
is
likely
to
vary
across
the
generations
represented
in
the
room.
38

APPENDIX:
Intergenerational
Exercises
#2
Quick
Talk
— Begin
creating
a
slang
chart
by
making
a
chart
(in
PowerPoint
or
on
a
flip
chart)
that
is
similar
to
the
example
below.
Make
sure
to
leave
extra
blanks
for
participants
to
offer
suggested
words
for
the
left
column.
Participants
can
share
slang
words
and
work
together
to
place
the
word
in
the
appropriate
column,
recognizing
that
more
than
one
generation
may
use
the
same
word.
— Discuss
how
the
generations
may
be
saying
the
same
things,
just
using
different
words.
39

#2
Quick
Talk
Quick
Talk
–
continued
APPENDIX:
Intergenerational
Exercises
40

APPENDIX:
Intergenerational
Exercises
#3
Common
Ground
Instructions:
— “With
your
small
group,
list
as
many
things
as
you
can
think
of
that
EVERYONE
in
the
group
has
in
common”
— Examples:
“We
are
all
wearing
brown
shoes.”
“We
are
all
the
oldest
sibling
in
our
families.”
“None
of
us
have
been
to
Europe.”
— How
many
can
your
group
come
up
with
in
3
minutes?
— Key
points:
We
can
find
similarities
/”common
ground”
if
we
look
for
it.
Finding
the
CORE
values
of
our
team
members
will
give
the
team
a
place
to
“come
from”
and
you
collaborate
and
make
decisions.
41

APPENDIX:
Intergenerational
Exercises
#4
Jigsaw
Puzzle
Pieces
Objectives
— Help
teams
think
about
collaboration,
communication
and
strategy.
Materials
— A
jigsaw
puzzle
(Childs
100
pieces
or
less).
One
for
each
group.
Size
of
group
is
adaptable.
Set
Up
— Each
team
gets
a
puzzle
to
assemble.
Directions
— The
goal
for
each
team
is
to
assemble
the
puzzle
as
fast
as
they
can
following
the
rules
set
forth
-‐
e.g.
highlighting
similar
challenges
teams
face
in
working
together
in
the
company
— Give
people
time
to
work
on
it.
— 1st
Round:
The
team
is
not
allowed
to
speak
to
each
other.
— 2nd
Round:
The
team
is
allowed
to
speak.
— 3rd
Round:
The
team
is
asked
to
plan
their
approach
to
assembling
the
puzzle
before
they
begin.
— Facilitate
discussion
about
how
this
relates
to
what
the
group
is
doing
in
real
life
(i.e.
how
group
is
working
together)
Debrief
— How
is
this
similar
to
what
we
are
trying
to
do
as
a
team?
How
is
this
different?
— Did
you
collaborate
with
other
team
members?
Why
or
why
not?
How
did
that
help
or
hinder
your
progress?
— What
are
the
implications
back
on
the
job?
— So
what?
what
do
we
want
to
take
away
from
this?
42

APPENDIX:
Intergenerational
Exercises
#5
Pin
the
Trait
on
the
Genera>on
Set
Up
— Everyone
will
be
given
a
card
with
a
generational
trait.
— Attach
your
card
to
the
generation
with
which
it
is
most
closely
associated.
— We’ll
discuss
as
a
group
-‐
be
prepared
to
explain
what
you
chose
and
why!
43

APPENDIX:
Intergenerational
Exercises
#6
Human
Treasure
Hunt
Instructions:
— Create
a
list
of
15-‐30
statements
to
distribute
to
your
group.
— Give
the
group
a
period
of
time
to
find
people
who
meet
different
the
criteria
of
different
statements
on
the
list.
— When
participants
find
someone
who
meets
the
criteria,
they
ask
that
person
to
sign
their
list.
— At
the
end
of
the
activity,
read
off
the
various
statements
and
ask
anyone
who
meets
the
criteria
to
stand
up.
The
list
of
statements
makes
learning
about
multi-‐
generations
fun
and
relevant
to
those
they
work
with.
— Statements
could
include:
44

APPENDIX:
Intergenerational
Exercises
#
7
Data
Match
Objectives
— Draw
attention
to
how
people
of
different
generations
often
share
interests
and
life
experiences.
— Promote
casual
conversation.
Steps
1.
Preparation:
— Ahead
of
time,
print
copies
of
sheets
of
paper
with
the
following
questions
written
on
them
with
a
blank
on
each
side
of
the
question
(or
two
blanks
to
one
side).
Additional
questions
can
be
added
that
follow
a
similar
theme.
45

#
7
Data
Match
2.
Play:
APPENDIX:
Intergenerational
Exercises
— Provide
each
participant
with
one
sheet
and
ask
them
to
fill
out
the
answers
to
the
questions
under
the
YOU
column
so
that
one
side
will
be
filled
in.
— Once
everyone
has
answered
the
questions,
have
them
move
around
the
room
and
look
for
people
who
share
the
same
answers.
— For
example,
participants
will
want
to
find
people
born
in
their
same
month,
people
who
have
the
same
number
of
pets
or
who
are
also
a
middle
child.
— Once
everyone
is
done,
the
group
should
sit
down
again
and
share
some
of
the
things
that
they
learned.
46

#
7
Data
Match
APPENDIX:
Intergenerational
Exercises
47

Leveraging Your Intergenerational Workforce for AVHRA

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