Create winning results by knowing the differences in what engages and motivates your multi generational audience.

1. Service Awards-Baby Boomers to “Connected” Gen C-The differences!
Baby Gen-C
When designing and implementing your Service Awards intiative, it is vital to
keep in mind. “One awards program doesn’t fit all” Providing s
sincere recogntion
and more reward choices always addresses generation differences and keeps
your service awards and incentives fresh and exciting.
Create winning results by knowing the differences in what engages and
motivates your multi generational audience.
Whatever your service awards or performance improvement programs may be:
employee appreciation, years on the job, attendance, sales achievement, company staff recognition day or other
employee recogntion and rewards, knowing the most about the people you value will assure success.
Today’s workforce is more techno-savvy, informed, diverse, creative and performance driven. Sure, job se
savvy, performance-driven. security
would be nice but the modern economy doesn’t provide that luxury anymore. Today’s knowledge based employee is
always seeking better opportunity, irrespective of the economy.
The stats are stunning. In 2008, the average employee tenure was 4.1 years. Statistics show that the typical member
of Generation Y – those born between 1978 and 2000, will have 10 jobs by the age of 38, and stay an average of 1.5
years with their employer. Even with a good salary and healthcare benefits, the quality of your serv award will still
service
remain high on your employee’s list. In fact, over 82% of employees will become more loyal and productive if they
perceive sincere recognition and value the reward. Service Awards for today’s economy are your key.
Design your Performance Achievement/Service Awards program understanding that the ages of your workforce
ance
may span more than 50 years.
For starters the definition of “quality of life” varies by generation.
Recognition and reward choices should reflect this. Not all employee are the same.
employees
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2. Employees born between 1930 and 1945 have generally had career experiences where a premium is placed on
loyalty and what they know, not just what they do. Your recognition and rewards program should reflect these
performance criteria.
Several surveys by the American Association of Retired Persons have shown that workers in this category
eral
increasingly will work for non-financial reasons. As many studies continue to confirm. Individuals of any age will
financial
respond positively to authentic recognition and reward.
ion
In general, employees born between 1946 and 1963 have been categorized as the “me” generation or Baby
Boomers. Most organizations report them as being in middle or upper management. Overall, they grew up in a
healthier economic time. They like to be in charge and make an impact. Employers must work a bit harder to provide
recognition and rewards incentives of value to them.
Financial future anxiety is more prevalent today among many boomers. Your organization can offer help in ways
that may address their retirement and financial plans. According to a survey by the National Institute on Aging,
y
nearly three-quarters of boomer workers would prefer gradual retirement. They crave time for leisure activities and
quarters
family, and look for part-time, job sharing, flextime, or other flexible opportunities.
b
Retention with Training. Some of your most knowledgeable and valued employees are Baby Boomers. Keeping them
up-to-speed with your organization’s changes and newest products and services, especially in the area of
speed
technology, is a notable challenge. Effective training can minimize burnout while engaging and motivating interest in
their work. An excellent training tool is using IncentiQuiz™ or IncentiGames™ which provides a user friendly way to
create employee training, quiz and survey material and automatically award points for correct answers.
e
Increasingly, boomers are taking breaks mid career. Sabbaticals can be an effective means to keep them aboard and
mid-career.
energize them.
Your employees born between 1964 and 1981 have been labeled as Generation X-ers. Their general profile includes
ers.
such qualities as being fiercely independent, self directed, resourceful, and skeptical of authority and institutions in
self-directed,
general.
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-228-5136 :: info@taico.com
© 2012 Taico® Incentive Services Inc.

3. Commitment from these employees is not a problem but blind company loyalty is not one of their strong suits. They
but
seek an exciting and challenging environment. Your recognition and rewards initiative should reflect this fact.
Flexible work arrangements. Many have grown up with lesser level of supervision than their parents. Employers will
engage and motivate more effectively by being cognizant of their need for personal independence, flextime, job
sharing, telecommuting and shows of appreciation.
Skill development. This generation wants to learn new skil You can keep their job exciting and engaging by
skills.
keeping them informed about your organizations latest and greatest. Ongoing training and motivation can be
supported by regular meetings and incentive tools.
Feedback from senior staff and managers. Generation X ers' greatly value feedback. Although they crave autonomy,
X-ers'
they appreciate ready access to and abundant time with managers.
This is another type of recognition venue that will prove engaging and motivating.
Tangible recognition and rewards. You will generally find the most success with Generation X X-ers providing Hi-Touch
recognition and tangible rewards such as merchandize, travel, experiences, dinner certifica
certificates, and tickets to events.
Enjoyment Factor. Many in this group want the balance they saw missing from their parents' lives. You can best
engage these employees by being cognizant that their personal lives are more important than their careers.
Incentives that may include experiences and travel will demonstrate your organization's support of that balance that
is attractive to them.
Employees born after 1982, often referred to as Generation Y, have noted similarities with Generation X. Companies
hoping to capture the best of this new workforce would be wise to listen to the needs of these employees.
Employees between 18 years to 24 years are referred to as Generation C. (“C” stands for connected.) According to
the most recent U.S. Census, they make up 23% of the population. Yet they watch 27% of online videos, constitute
27% of visitors to social networking sites, own 33% of tablets and use 39% of smart phones. When it comes to
smart-phones.
watching TV, they are exactly in proportion with their ratio of the population, representing 23% of TV viewers.
n
Their ownership and use of connected devices makes them a unique workforce representing both a challenge and
opportunity for employers to motivate and engage them in your organization’s mission and goals.
organization’s
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Taico® :: 67 Patterson Village Ct., Bldg F :: Patterson, NY 12563 :: 845-228-GIFT (4438) :: fax: 845-
-228-5136 :: info@taico.com
© 2012 Taico® Incentive Services Inc.

4. By understanding the wonderful and unique qualities of your employees and working with the tools of a professional
incentive company, you will achieve an engaged, appreciative and motivated workforce.
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Taico® :: 67 Patterson Village Ct., Bldg F :: Patterson, NY 12563 :: 845-228-GIFT (4438) :: fax: 845-
-228-5136 :: info@taico.com
© 2012 Taico® Incentive Services Inc.