Download to read offline
Uploaded byBusiness Learning Institute
NABA Symposium - Managing Multiple Generations, Karl Ahlrichs
The document discusses generational dynamics in the workplace, emphasizing the differences in communication styles, work values, and expectations among various age groups, particularly focusing on Baby Boomers, Generation X, and Millennials. It highlights the importance of understanding these differences to foster engagement, improve communication, and enhance productivity. The text also provides strategies for leadership and management to bridge gaps and motivate a multi-generational workforce effectively.
More Related Content
Similar to NABA Symposium - Managing Multiple Generations, Karl Ahlrichs
NABA Symposium - Managing Multiple Generations, Karl Ahlrichs
- 1. 1 Fresh Data& Scary Facts The Art of Engaging Multiple Generations www.bizlearning.net Karl J. Ahlrichs, SPHR. Expertspeaks.com September 26, 2014 you mustTAKE CONTROL of the generations in the workplace what should you know?
- 2. 2 You need to know: Marketing Motivation Communication Objectives • Identify characteristics and gain a better understanding of the generations, with a particular focus on Millennials • Accept personal responsibility in engaging each other in meaningful work and communication • Provide tactics for overcoming generational differences
- 3. 3 “Each generationimagines itself to be more intelligent than the one that went before it, and wiser than the one that comes after it.” George Orwell, Author 5 What does A CLIENT care about? Great Outcomes Great Customer Service Engaged Culture, Job Fit, High Performing Total Compensation Employees Managing Smart
- 4. 4 Important Facts about the generations • The accounting function is at risk • Baby boomers are not retiring. As of 2014, some will be (gasp) 68. • On average, 10,000 Boomers will turn 65 today. Succession planning is key. • A new generation is about to arrive. Q: If WM is 10% better than your competition at keeping your high performers no matter their age… Is this a competitive advantage?
- 5. 5 So, What’s New?? Two surprises! Generations Birth Years Age - 2014 Veterans 1925 - 1945 69 – 89 Old Boomers 1946 – 1954 60 - 68 Young Boomers 1955 - 1964 50 – 59 Generation X 1965 - 1976 38 – 49 Millennials/Y 1977- 1993 21 - 37 Gen Wireless 1992 - ? 20 -
- 6. 6 Most Indifferent? Boomers Most Important? Gen X
- 7. 7 Most TalkedAbout? Millennials Most Scary? Gen Wi-Fi
- 8. 8 On-the-Job Strengths Trads Boomers Xers Millennial Job Strength Stable Service Oriented/Team Players Adaptable and Techno- Literate Multitaskers and Techno- Savvy Outlook Practical Optimistic Skeptical Hopeful View of Unimpressed Authority Respectful Love/Hate and Unintimidated Polite Leadership By Hierarchy By Consensus By Competence By Pulling Together Relationships Personal Sacrifice Personal Gratification Reluctant to Commit Inclusive On-the-Job Strengths Trads Boomers Xers Millennial Time on the job Punched the clock Visibility is key “Face Time” As long as I get the job done, who cares It’s quitting time – I have a real life to live Diversity Ethnically segregated Integration began Integrated No majority race Feedback No news is good news Once a year with documentation Interrupts and asks how they are doing Wants feedback at the push of a button Work/Life Balance Needs help shifting Balances everyone else and themselves Wants balance now Need flexibility to balance activities
- 9. 9 Generational Challenges We Face in the Workplace • Poor communication • Decreased productivity, quality, & innovation • Misunderstood attitudes, relationships & working environments • Less engaged volunteers & coworkers • Lack of motivation, initiative, and team work On-the-Job Challenges Traditionalists and Boomers generally do not question or challenge authority. Xers and Millennials have been taught to speak up.
- 10. 10 On-the-Job Challenges • Xers and Millennials – Prefer electronic communication. – Do not like meetings. – Many have not developed listening skills. • Traditionalists and Boomers – Prefer face-to-face communication. – Boomer bosses like to have at least one meeting each week with employees. 2 Simple Truths 1. All generations value belonging to a group, high integrity leadership, and being rewarded for getting it right 2. The best thing you can do to engage any employee at any level is appear to listen to them
- 11. 11 Boomer Facts Boomers feel flexibility is “earned” They separate time at work from family time, social activities and hobbies, etc. – “compartmentalizing” There is an expectation of “face time” that tells others whether you’re working or not Boomers believe in structured feedback They grew up working for the Silent Generation where “no news is good news” Feedback is formal, annual reviews are normal Gen X Facts Gen Xers are committed to balance They like the concept of flex-time but struggle with prioritizing Like “One Minute Manager” structure Lots of little meetings, casual interactions, work alone and meet as needed, for as short as possible
- 12. 12 Millennial Facts Gen Y expects flexibility immediately as a cultural norm They integrate working with play and social activities They’d rather focus on results and efficiency while having more fun doing it Millennial Facts Hotels report 50% of business travel are now Millennials 36% are living with their parents 17% Unemployment rate If employed, often dissatisfied with job They often say they are unhappy in general.
- 13. 13 The Formula: Happiness = Reality - Expectation Success Boomer Expectations Years Reality Happy!
- 14. 14 Success Millennial Expectations Years Reality Not Happy! The Echo Chamber
- 15. 15 Why didis Gen Wi-Fi scary? What are high school students saying about ethics? Let’s ask the Josephson Institute of Ethics in Los Angeles, CA Have you cheated on an exam at least once in the past year? 80% 70% 60% 50% 40% 30% 20% 10% 0% 2012 2011 2010 2009 Yes!
- 16. 16 In thereal world, successful people do what they have to do to win, even if others consider it cheating. 62% 61% 61% 60% 60% 59% 59% 58% 58% 57% 57% 2012 2011 2010 2009 Yes! These will be your new hires. Note to self: Schedule ethics classes, build Integrity and ethics into every possible interaction with new hires
- 17. 17 Work onFeedback And Communication 33 Pop Quiz Which generation matches each style of feedback? – I want it once a year, with lots of documentation – Feedback whenever I want it, at the push of a button – Sorry to interrupt, but how am I doing? “When Generations Collide at Work Quiz” at humanresources.about.com/od/conflictresolution/a/ generationquiz.htm 34
- 18. 18 Where didthis come from? Facebook Video Games
- 19.
- 20.
- 21. 21 Motivating Millennials • Give them information and lots of it • Tell them why. “Because I said so” won’t work. • Don’t micromanage them • Surround them with Talented co-workers • Give them the latest technology…and…. • Teach them social skills • BE FLEXIBLE tools do not give you wisdom
- 22. 22 Your organizationwill only be productive you are if you’re working on the right things What are the right things? Know your people Motivate by who they are Communicate in their language Most important: listening skills Make integrity and ethics the baseline
- 23. 23 Key Leadership Issue: Understanding Millennial Motivators Feedback • Boomers believe feedback should be structured and only “when warranted” Imagine a basketball game… • Time to re-read “The One Minute Manager” 46
- 24. 24 Differing Feedback • Gen Xers want feedback more often – Their hands-off and independent approach may leave others seeking feedback, too • Millennials want instant feedback using multiple channels – They expect specific, timely feedback so expectations are set and can be adhered to 47 Differing Methods • Baby Boomers are all about face-time –They may make decisions or proceed with action and worry about communicating or explaining later –They want time in person with clients and peers and will substitute phone calls but are not sure if e-mail is as effective… 48
- 25. 25 Differing Methods • Gen Xers are looking to be in the know – Likely to use e-mail as a primary communication medium and prefer working with their door closed (independendent) • Millennials want to hear from the top and to hear it when it happens – They want direct access to leadership and they want you to text them the news the 49 minute it hits! New skills needed: • Behavioral Psychology • Strategic planning • Communication • Conflict Management
- 26. 26 Fact: ConflictManagement is a key life skill What do we need? • A plan to guide us
- 27. 27 What dowe need? • Logic Model to evaluate progress What do we need? • A crisis to add a sense of urgency
- 28. 28 What arethe answers? • Manage for values alignment Culture • High Performers want an entrepreneurial culture
- 29. 29 Motivation tobuild and keep high performers • How you treat your staff is how they treat your clients. • High performing teams are the best answer, but are tough to build and maintain 58 Secrets That Will Make a Difference • Align with Operations and Lean Theory • Forward Thinking Metrics • Performance Management Improvement • Get ready for migration of high performers
- 30. 30 Active Listening • The “Silver Bullet” for the new world What makes one generation different from another? Shared life experiences
- 31. 31 Events andExperiences that Shaped Generations • Generation X – Fall of the Berlin Wall – Challenger disaster – Desert Storm – Personal computers – Working mothers – MTV – Divorce – Energy crisis • Millennials – Child-focused world – School shootings – 9/11 – Boston Marathon – Internet – Social networking – Continual feedback – Enron/WorldCom – Iraq/Afghanistan Traditionalists • Born 1925 to 1945 • 49 million people • Grew up with many rules and pressure to conform • Increased prosperity over their lifetime; however, they remember the Depression • “Work First!” • Children should be seen and not heard • Expected lifetime career with one employer • Prefer communication in writing • Desire to leave a lasting legacy
- 32. 32 Common Values • Traditionalists – Hard work – Dedication and sacrifice – Respect for rules – Duty before pleasure – Honor – Conformity – Loyalty – Frugality Baby Boomers • Born 1946 to 1964 • 79 million • “Live to Work!” • Grew up with fewer rules and a more nurturing environment • Lived in generally prosperous times, but experienced layoffs • Women entered workforce in record numbers • Spend “quality time” with children • Excelling in their career is important • Prefer telephone or face-to-face communication • Desire challenge and opportunity
- 33. 33 Common Values • Baby Boomers – Optimism – Team orientation – Personal gratification – Involvement – Personal growth – Workaholics – Competitors Generation X • Born 1965 to 1981 • 49 million • Grew up as latchkey or day care children • Turbulent economic times – downturn in 80s, upswing in 90s • “Work to Live!” • Friends with their child, want to spend quantity time • Expect their career to keep moving forward or they will leave • Prefer electronic communications • Change from job security to career security
- 34. 34 Common Values • Generation X – Diversity – Techno-literacy – Fun and informality – Self-reliance – Pragmatism – realists – Results oriented – Individualism – Challenge the system Millennials • Born 1982 to 2000 • 75 million • Attended day care, very involved “helicopter” parents • Prosperity has increased over their lifetime • “Live, then Work!” • Achievement oriented • Prefer instant or text messaging • Want to build parallel careers – experts in multitasking
- 35. 35 Common Values • Millennials – Optimistic – Civic duty – Confident – Achievement oriented – Respect for diversity – Informal – Tenacious – Social consciousness On-the-Job Strengths Trads Boomers Xers Millennial Job Strength Stable Service Oriented/Team Players Adaptable and Techno- Literate Multitaskers and Techno- Savvy Outlook Practical Optimistic Skeptical Hopeful View of Unimpressed Authority Respectful Love/Hate and Unintimidated Polite Leadership By Hierarchy By Consensus By Competence By Pulling Together Relationships Personal Sacrifice Personal Gratification Reluctant to Commit Inclusive
- 36. 36 On-the-Job Strengths Trads Boomers Xers Millennial Time on the job Punched the clock Visibility is key “Face Time” As long as I get the job done, who cares It’s quitting time – I have a real life to live Diversity Ethnically segregated Integration began Integrated No majority race Feedback No news is good news Once a year with documentation Interrupts and asks how they are doing Wants feedback at the push of a button Work/Life Balance Needs help shifting Balances everyone else and themselves Wants balance now Need flexibility to balance activities Generational Challenges We Face in the Workplace • Poor communication • Decreased productivity, quality, & innovation • Misunderstood attitudes, relationships & working environments • Less engaged volunteers & coworkers • Lack of motivation, initiative, and team work
- 37. 37 On-the-Job Challenges Traditionalists and Boomers generally do not question or challenge authority. Xers and Millennials have been taught to speak up. On-the-Job Challenges • Xers and Millennials – Prefer electronic communication. – Do not like meetings. – Many have not developed listening skills. • Traditionalists and Boomers – Prefer face-to-face communication. – Boomer bosses like to have at least one meeting each week with employees.
- 38. 38 Bridging theGeneration Gaps “We have absolutely nothing in common!” What bugs you? Drives you crazy? Bridging the Generation Gaps • For Managers –Focus on goals –Make everyone feel included –Break the bonds of tradition –Show employees the future –Encourage balance
- 39. 39 Bridging theGeneration Gaps Getting along with Boomers –Show respect –Choose face-to-face conversations –Give people your full attention – Learn the corporate history Bridging the Generation Gaps • Getting along with Xers –Get to the point –Use email –Give them space –Get over the notion of dues paying – Lighten up
- 40. 40 Bridging theGeneration Gaps • Remember that all generations want: – To be treated fairly – Work that provides personal satisfaction – Employers who understand personal lives are important – Work that is valued by employers and customers – A clear sense of purpose from employers Bridging the Generation Gaps Remember the Golden Rule? “Treat others as you would like to be treated.” Change it to the Platinum Rule “Treat others as they would like to be treated”
- 41. 41 Action Plan • What changes will you make based upon what you have learned today? –Relationships –Work environment –Rules vs. Growing Organizations Aging Organizations
- 42. 42 The greatestgift you can ever give another is the example of your own life working, and working well.