Presentation to Supervisors on how to manage a multi-generational workforce

2. 1. Discuss management styles and indentify
your personal style
2. Gain an understanding of different
generations in the workforce and what
makes each important on your team
3. Develop a plan for managing different
generations and personalities
4. Learning appropriate interview questions

5. 1st time
in US
History

10. • Important events included:
– The Great Depression
– WWII
– Disney releases it’s first animated feature (Snow
White)
– The Korean War
– Sputnik went into Orbit
You might be a veteran if…
• You have the ability to entertain yourself without
a TV, in fact you remember the days before TV
• Popular Technology: Radio

14. • Important events included:
– Man walks on the Moon
– Civil Rights
– Woodstock
– Deaths of JFK and Martin Luther King
– Vietnam War begins
You might be a Boomer if you can complete these
sentences…
• When the Beatles first came to the U.S. in early 1964,
we all watched them on the ______show
• "Get your kicks, ________________”
• Popular Technology: Television

19. • Important events:
– The Cold War (remember getting under your desk?)
– Challenger Shuttle Explodes on Takeoff
– Berlin Wall Dismantled
– Fall of Communism in Eastern Europe
– U.S. Troops go to Persian Gulf for the 1st time
– AIDS Identified
You might be a Gen Xer if…
• Schoolhouse Rock played a HUGE part in how you
actually learned the English language.
– I know what a Bill (sittin’ up on Capital Hill) is thanks to that
show!!
Popular Technology: Computers

23. • Important Events:
– Death of Princess Diana
– Death of Mother Teresa
– Columbine
– 9/11
– World Center Attacks
– War begins in Iraq for a 2nd time
You might be a Millennial if…
• Blog, Myspace/Facebook, IM, text messaging, and
other social media are a regular part of your daily life
• Popular Technology: The internet, cell phones

27. • Form generational groups
• Brainstorm 5 positive and 5 negative characteristics
of other generations
• Create a list of what you don’t understand about
other generations approach to work.
– Bring cards to front when finished
• Within your group, do the characteristics written
accurately describe you?
– Choose a spokesperson to explain your answer

30. • Looking for meaningful work
• Seeking challenge
• Chance to prove themselves and show they can
perform well
• Enjoys contact with people
• Desire to be in a position of responsibility
• Resents being looked at as though they have no
experience
• Tends to be more job mobile
• Less respectful of authority
Who does this describe?

31. Training and Development Journal
Sorry Boomers, the other generations in the workforce
didn’t like you when you started working!
Every generation that enters the workforce makes waves!

33. Veterans Boomers Gen Xers Millennials
Career Build a legacy Build a stellar Build a portable Build parallel
career career careers
Goals
Rewards Satisfaction of a job Money, title, Freedom is the Work that has
well done recognition, ultimate reward meaning for me
corner office
Work-Life Support me in Help me balance Give me balance Work isn’t
shifting the balance everyone else and now! Not when everything. Need
Balance
find meaning I’m 65 flexibility to
myself balance my other
activities
Job Carries a stigma Puts you behind Is necessary Is part of the daily
routine
Changing
Training I learned the hard Train ‘em too The more they Continuous
way, you can too! much and they’ll learn, the more learning is a way
leave they’ll stay of life
Source: When Generations Collide

35. Veterans
Assets: Experience, enhanced knowledge, dedication, focus,
loyalty, stability, emotional maturity, perseverance
Possible issues: Reluctant to buck the system, uncomfortable with
conflict, may want to keep things the way they are
Messages that Motivate: “Your experience is respected here”
Rewards: Tangible symbols of loyalty, commitment, and service
including plaques and certificates
Methods of Communication: Memos, letters and personal notes

36. Baby Boomers
Assets: Service orientation, dedication, team perspective,
experience, knowledge
Possible issues: May put process ahead of results
Messages that Motivate: “We need you”, “ Your opinion is valued”
Rewards: personal appreciation, promotion, and recognition
Methods of Communication: phone calls, personal interaction

37. Generation X
Assets: Adaptability, techno-literacy, independence, creativity,
willingness to buck the system
Possible issues: Skeptical, may distrust authority
Messages that Motivate: “Do it your way”, “there aren’t a lot of
rules around here”
Rewards: Free time, opportunities for development, certifications
to add to their resumes
Methods of Communication: Voice mail, email

38. Millennials
Assets: Collective action, optimism, ability to multi-task, and
technologically savvy
Possible issues: Need for supervision and structure, inexperience-
particularly when dealing with difficult people
Messages that Motivate: “Your work makes a huge difference
here”
Rewards: Awards, certificates, tangible evidence of credibility
Methods of Communication: texting, instant messaging,

40. FOCUS: on the similarities of the
four generations.
We all want to be successful in our careers.
We all have hopes and dreams.
•

41. UNDERSTAND: the differences
between the way the generations
approach work.
• OPTIMIZE: the strengths of each group:
Traditionalists are loyal employees.
Boomers are highly optimistic.
X-ers value independence and flexibility.
Millennials value teamwork and personal connection.

42. REALIZE: the possible weaknesses of
each generation.
Younger workers may not see the potential
hazards and pitfalls of business. They don’t
have the knowledge of what has worked in
the past and what has been a total failure.
Older workers may be too focused on the way
things have “always been done” and thus be
resistant to accepting new procedures and
new technologies.

53. Take time to review the candidates resume and cover
letter right before the interview
Have a list of questions you can ask
Have the job description in front of you
Be prepared to answer the candidates questions
Leave yourself plenty of time for the interview and to
take notes (1 hour)
Have a score card to keep your evaluation of each
candidate consistent and fair

56. Phone Interviews
• Great alternative to candidates who can’t come in for an
interview.
• Allows you to pre-screen candidates and reduce your pool
of candidates.
• Should be conducted the same as an in-person interview.
• Make sure that you are in a quiet and interruption free
environment to conduct the interview.
• Best to do over landline to avoid cell phone signal
problems.

58. In-Person Interviews
• Gives you an opportunity to meet the candidate and
see their professionalism in person.
• Should be conducted in a quiet and interruption free
environment (consider a conference room away from
your office or normal work area)
• If you have pre-screened candidates by phone, an in-
person interview can be the next step and give you a
chance to give a tour of the work area.
• Can be conducted by one person or a group of
employees.

60. What to Ask
• Open-ended questions that allow the candidate to talk.
• Avoid the dreaded, “So tell me about yourself” question.
There are other ways to get the candidate to open up and
talk.
• Behavioral style questions can help you understand a
candidates past behavior: (Tell me about a time when you
were working together with a team. What role did you have
on the team?)
• Refer to sheet of questions. Come up with your own.
• Remember, you’re talking to a student who may not have a lot
of experience. You’re looking for trainability and work ethic,
not necessarily job knowledge.

62. Definite Don’ts
• Don’t make assumptions about the candidate before the
interview has started.
• Don’t be late. Start the interview at the scheduled time.
• Don’t allow interruptions once the interview has started.
• Don’t spend the whole interview talking.
• Don’t leave the interview open-ended. Give the candidate
a timeline of when you plan to make a decision and tell
them how you’ll follow up.
• Don’t stray too far from your questions or the reason the
candidates

64. Jennifer Fisher, Program Manager
jfisher@fwchamber.org
Graduate Retention Program
Twitter: Jenfisherfw
Blog: www.generationalsoup.com
www.indianaintern.net