Understanding generational differences refers to the recognition and appreciation of the unique characteristics, values, beliefs, and behaviors that distinguish different generations within a population. Generational differences arise from the shared experiences, events, and cultural influences that shape individuals' worldviews and perspectives based on the time period in which they were born and raised. Key generations commonly discussed in the context of understanding generational differences include: Baby Boomers: Born roughly between 1946 and 1964, Baby Boomers are known for their strong work ethic, loyalty to organizations, and traditional values regarding career advancement and stability. They experienced significant social changes, such as the civil rights movement and the Vietnam War, which influenced their outlook on society and work. Generation X: Born roughly between 1965 and 1980, Generation X grew up during times of economic uncertainty and witnessed rapid technological advancements, such as the rise of personal computers and the internet. They are characterized by their independence, skepticism toward authority, and emphasis on work-life balance. Millennials (Generation Y): Born roughly between 1981 and 1996, Millennials are known for their digital nativity, social consciousness, and desire for meaningful work and experiences. They value diversity, inclusion, and flexibility in the workplace and seek opportunities for personal and professional growth. Generation Z: Born roughly between 1997 and 2012, Generation Z represents the youngest cohort in the workforce. They are digital natives who grew up with smartphones, social media, and instant access to information. Generation Z is characterized by its entrepreneurial spirit, tech-savviness, and focus on authenticity and social justice. Understanding generational differences involves recognizing that each generation brings its own perspectives, strengths, and preferences to the workplace and society. It requires empathy, open-mindedness, and effective communication to bridge the generation gap and foster collaboration, respect, and inclusivity among individuals of different ages.

1. PENNSYLVANIA AMERICAN COUNCIL ON EDUCATION
WOMEN'S NETWORK LEADERSHIP CONFERENCE AND RETREAT
Leadership for a Multigenerational Workforce
Greg DeShields, Executive Director PHLDiversity
Sybil Davis, National Accounts Manager PHLCVB

2. LEADERSHIP FOR A MULTIGENERATIONAL WORKFORCE
• A Commercial Break – We Are PHL Diversity
• State The Case “Leadership for a Multigenerational Workforce”
• Defining Generational Groups
• Understanding Generational Differences
• Formative Influences
• Characteristics
• Workplace Behaviors
• Minority Millennial Generation
• The Millennial Generation
• Case Study Multigenerational Workforce
• Conclusion
Overview

4. LEADERSHIP FOR A
MULTIGENERATIONAL WORKFORCE

5. Primary objective as a leader is to build a work environment that
supports team members and business goals!
Leaders must be flexible to get the most from all employees and
build teams that thrive.
• Adapt your attitudes about rewards, work styles, communication
preferences and motivators to match generational
• Understand what makes each generation Leverage the
strengths of each generation
• Build bridges between generations
• Communicate uniquely with each generation
• Support the values of each generation
LEADERSHIP FOR A MULTIGENERATIONAL
WORKFORCE

6. DEFINING GENERATIONAL GROUPS

7. LEADERSHIP FOR A MULTIGENERATIONAL WORKFORCE
PRIMARY WORKFORCE GENERATION GROUPS
Baby Boomers Generation X Generation Y
1965 - 1976
1946 - 1964 1977 - 1994

8. UNDERSTANDING GENERATIONAL DIFFERENCES
FORMATIVE INFLUENCES

9. LEADERSHIP FOR A MULTIGENERATIONAL WORKFORCE
• Computers
• AIDS
• Vietnam
• Watergate/Nixon’s resignation
• Hostages in Iran
• Reagan era/Reaganomics
• End of the Cold War
• Fall of the Berlin Wall
• Grunge/Hip-Hop
• MTV
• Challenger explosion
• Yuppies
• “Age of Excess”
• “Latchkey kids” with two working
parents
• Changing of the millennium (Y2K)
• Terrorism (Oklahoma City)
• Death of Princess Diana
• O.J. Simpson’s Murder/Trial
• President Clinton/Monica Lewinsky
• School shootings (Columbine)
• Grew up with technology
• CD/DVD technology
BABY BOOMERS
FORMATIVE INFLUENCES

10. UNDERSTANDING GENERATIONAL DIFFERENCES
CHARACTERISTICS

11. LEADERSHIP FOR A MULTIGENERATIONAL WORKFORCE
BABY BOOMERS
• Created the term “workaholic”
• Want to consume products and
services that show their success
• Tend to be more experimental than
previous generation
• Tend to be free spirited
• Focus is on individualism rather than
collectivism
• Oriented toward social causes
• Tend to be somewhat cynical and
distrustful of government;
• less optimistic than previous
generation
• Are often referred to as “empty
nesters”
• Tend to be very independent and
self-reliant
• Comfortable with multitasking
• Tend to be entrepreneurial
• Tend to reject ‘the rules’
• Expect to receive immediate and
ongoing feedback
• Tend to be distrustful of institutions
• Place a high value on family time
• Values are very different from
previous generations
• First generation to become truly at-
ease with technology
• Entrepreneurial
• Tend to have shorter attention spans
than previous generations
• Have an expectation for instant
gratification
• Tend to be more tolerant of
differences than previous gens.
• Tend to be more open to/accepting of
change
• They expect work/life balance
• Raised by parents who focused on
building their self-esteem
• Tend to have an “everyone wins”
philosophy
CHARACTERISTICS

12. UNDERSTANDING GENERATIONAL DIFFERENCES
WORKPLACE BEHAVIORS

13. LEADERSHIP FOR A MULTIGENERATIONAL WORKFORCE
BABY BOOMERS
• Tend to be very job focused
• Measure work ethic in terms of
hours worked
• Prefer clearly stated goals and tasks
• View teamwork as being critical to
success
• Place great importance on
relationship building
• Expect loyalty from the people they
work with
• Prefer communication through in-
person meetings and email
• Expect to be involved in
decisions that impact them
• View the workplace as a place
to learn/grow/develop
• Focus on working smarter, not
harder
• Tend to be adaptable and
resourceful
• Open communication
• Comfortable with technology-
mediated communication
• Seek mentoring
• Expect leadership from bosses
• Comfortable with/prefer technology
• Want positive reinforcement from
supervisors
• Seek employment that provides
personal fulfillment
• Want to be close to peers
• They “work to live” – but don’t “live
to work”
WORKPLACE BEHAVIORS

14. DEFINING GENERATIONAL GROUPS
MILLENNIALS

15. LEADERSHIP FOR A MULTIGENERATIONAL WORKFORCE
EMERGING WORKFORCE GENERATION GROUPS
Generation Z Millennials Digital Natives
1994 - Beyond

16. LEADERSHIP FOR A MULTIGENERATIONAL
WORKFORCE
BLACK AND LATINO MILLENNIALS FACE UNIQUE
CHALLENGES
Unemployment Rates
16.6% of Black Millennials
10.3% of Latino Millennials
Discrimination Rates
(Workplace)
35.6% Black Female Millennials
21.2% Latinas Millennials
Poverty Line
32% Black Millennials
21% Latinas Millennials
Source: Black Youth Project Survey, June 2014

17. LEADERSHIP FOR A MULTIGENERATIONAL
WORKFORCE
BLACK AND LATINO MILLENNIALS FACE UNIQUE
CHALLENGES
Gun Violence
41.2% of Black Millennials
42.8% of Latino Millennials
Incarceration
5.7% Black Millennials
2.3% Latino Millennials
Harassed by Police
54.4% Black Millennials
1 in 4 Latino Millennials
Source: Black Youth Project Survey, June 2014

18. UNDERSTANDING GENERATIONAL DIFFERENCES
MILLENNIALS

19. LEADERSHIP FOR A MULTIGENERATIONAL WORKFORCE
FORMATIVE INFLUENCES
• Terrorism/911 Attacks
• “Great Recession”
• Hurricane Katrina
• Ebola
• School shootings (Newtown)
• Workplace/random violence
• Digital everything
• Social media
• Light speed communication
• Highly connected to use of
communication
• Like/expect instant gratification
• Thrive on acceleration; always
looking for what comes next
• Community- focused
• Very little concern with
privacy/personal information in
most aspects of life
• Do best with small bits of
information
• Feel pressure to succeed
• Want to be treated as equals
• Tend to be very collaborative
• Tend to be creative
• Tend to seek freedom
• Tend to be very self-directed
• Tend to process information at “light
speed”
• Expect work/life balance
• Seek work that is meaningful and
challenging
• Do not “fear” authority
• Prefer communication via texting and
IM
MILLENNIALS

20. GENERATIONAL DIFFERENCES IN ORGANIZATIONS
CASE STUDY

21. Case Study
The Year 1983
Members in 2018 vs. Members in 1998
Acknowledgment of Generational Differences
Generational Differences in Organizations
LEADERSHIP FOR A MULTIGENERATIONAL WORKFORCE

22. THANK YOU!
greg@discoverphl.com