The Business Of Generations 11 10 09
•Download as PPT, PDF•
1 like•478 views
It raises the question of whether a company\'s managers are prepared to meet the demands of the next two generations
Report
Share
Report
Share
Recommended
Generational Differences in the Workplace
Generational differences are perceived in the workplace, according to "Can You Trust Anyone Under Thirty?", a case study in Conrad and Poole's (2012) Strategic Organizational Communication (pp. 14-17). Levenson (2010) counters that perceived differences may not be actual differences, especially when stages of life cycles and environmental factors are considered.
Engaging four generations infographic Options With learning Ltd
When working with multigenerational groups, it can be helpful to be aware of the cultural backgrounds, goals, life influencers and behaviours.
This infographic helps to summarise the differences between Traditionalists (the Silent Generation), Baby Boomers, Generation X and Generation Y (Millenials, Echo Boomers, Net Gen, Generation Why, Entitlement Generation)
Our goal is understand the strengths and differences of each generational groups to build successful organisations.
Of course, generalisations about generations are just that. Age defines a demographic, not a person. Ultimately, we need to get to know indviduals, not just make assumptions.
Multi-Generational Workforce
Creating Synergies in a Multi-Generation Workplace, presented by Katrina Plourde, Human Resources Manager
Generational Differences In Workplace [Supervisory Training}
This is a presentation I did for a group of 15 supervisors.
It is an interactive training session which requires an experienced facilitator. It is a great way to present generational differences using input from the group you are training. You can send the survey to participants in advance and add your company's demographics to the presentation to make it even more effective
Team Building Across Generations
Today’s economic situation may have leveled the playing field in terms of the impact rising unemployment is having across all the generations, however, this does not diminish the fact that each generation brings its own unique way of dealing with the world and its ever changing terrain. This manifesto addresses the uniqueness and similarities of the four generations known as the: Traditionalists, Baby Boomers, Generation X, and Millennials with regards to workplace teams.
Recruitment baby boomers, gen x & gen y
Difference between Baby Boomers, Generation X and Generation Y and their attitude towards work. How to manage Generation X & Y and what to expect from the three generation
Engaging 5 Generations in the Workplace
For the first time, 5 generations will share workspace. We're talking about Traditionalists, Baby Boomers, Generation X, Millenials and Generation Z. Come and explore some tactics to engage each of these generations in a meaningful way.
8 Tips To Communicate With 4 Different Generations In The Modern Workplace
This document provides 8 tips for communicating effectively with a multi-generational workforce. Each generation has different preferences and views of work based on their experiences. The tips include getting everyone on the same page about expectations, using multiple communication avenues to accommodate different preferences, personalizing your approach for each employee, understanding value differences between generations, being aware of different motivating factors, asking questions instead of making assumptions, being willing to teach and learn from each other, and embracing differences among the generations. Effective communication and understanding among a diverse workforce can lead to collaboration, productivity and success for an organization.
Recommended
Generational Differences in the Workplace
Generational differences are perceived in the workplace, according to "Can You Trust Anyone Under Thirty?", a case study in Conrad and Poole's (2012) Strategic Organizational Communication (pp. 14-17). Levenson (2010) counters that perceived differences may not be actual differences, especially when stages of life cycles and environmental factors are considered.
Engaging four generations infographic Options With learning Ltd
When working with multigenerational groups, it can be helpful to be aware of the cultural backgrounds, goals, life influencers and behaviours.
This infographic helps to summarise the differences between Traditionalists (the Silent Generation), Baby Boomers, Generation X and Generation Y (Millenials, Echo Boomers, Net Gen, Generation Why, Entitlement Generation)
Our goal is understand the strengths and differences of each generational groups to build successful organisations.
Of course, generalisations about generations are just that. Age defines a demographic, not a person. Ultimately, we need to get to know indviduals, not just make assumptions.
Multi-Generational Workforce
Creating Synergies in a Multi-Generation Workplace, presented by Katrina Plourde, Human Resources Manager
Generational Differences In Workplace [Supervisory Training}
This is a presentation I did for a group of 15 supervisors.
It is an interactive training session which requires an experienced facilitator. It is a great way to present generational differences using input from the group you are training. You can send the survey to participants in advance and add your company's demographics to the presentation to make it even more effective
Team Building Across Generations
Today’s economic situation may have leveled the playing field in terms of the impact rising unemployment is having across all the generations, however, this does not diminish the fact that each generation brings its own unique way of dealing with the world and its ever changing terrain. This manifesto addresses the uniqueness and similarities of the four generations known as the: Traditionalists, Baby Boomers, Generation X, and Millennials with regards to workplace teams.
Recruitment baby boomers, gen x & gen y
Difference between Baby Boomers, Generation X and Generation Y and their attitude towards work. How to manage Generation X & Y and what to expect from the three generation
Engaging 5 Generations in the Workplace
For the first time, 5 generations will share workspace. We're talking about Traditionalists, Baby Boomers, Generation X, Millenials and Generation Z. Come and explore some tactics to engage each of these generations in a meaningful way.
8 Tips To Communicate With 4 Different Generations In The Modern Workplace
This document provides 8 tips for communicating effectively with a multi-generational workforce. Each generation has different preferences and views of work based on their experiences. The tips include getting everyone on the same page about expectations, using multiple communication avenues to accommodate different preferences, personalizing your approach for each employee, understanding value differences between generations, being aware of different motivating factors, asking questions instead of making assumptions, being willing to teach and learn from each other, and embracing differences among the generations. Effective communication and understanding among a diverse workforce can lead to collaboration, productivity and success for an organization.
Generational Differences in the Workplace
Develop your understanding of how generational differences impact productivity, morale and working relationships in the workplace.
Managing a Multigenerational Workforce
This document discusses generational differences in the workplace and how to maximize a multigenerational workforce. It outlines the core values and experiences of Veterans, Boomers, Gen Xers, and Gen Y. While there are opportunities like diverse perspectives, challenges include differing motivations and communication styles between generations. The presentation emphasizes acknowledging generational diversity, understanding differences, and finding ways for generations to value each other's contributions to achieve positive outcomes.
Bridging the Generation Gap in the Workplace
The document discusses the four generations currently in the workforce - Traditionalists, Baby Boomers, Generation X, and Millennials. It describes the defining events for each generation and their core values and preferences. Differences in perspectives and work styles between the generations are noted. Managing a multigenerational workforce effectively requires understanding these generational differences and adapting practices for attracting, motivating, and retaining each generation.
Working with and Managing Multiple generations
We are now working in environments with a mix of 5 or more generations making for dynamic workplaces. Learn the generational characteristics and what motivates them. How to resolve conflicts and create an innovative and positive working environment.
Bridging the Generation Gap
This document discusses bridging the generation gap between different age groups in government. It presents perspectives from different generations, including Gen Y and Baby Boomers. Some key points:
- 60% of federal workers will be eligible to retire by 2015, necessitating better collaboration between generations.
- Gen Y emphasizes the importance of open communication, not thinking you know everything, learning the organizational culture, and knowing when to listen.
- While many Boomers plan to work past retirement, they want to mentor younger workers and ensure a smooth transition. Technology experience gaps between generations are also addressed.
- A government employee viewpoint survey shows some differences in priorities between older and younger workers but also many similarities. Both value important
Leading 4 Generations in the Workplace
Generational issues in the workplace are one of the biggest challenges facing organizations today. This presentation covers the latest research and ideas to successfully lead 4 generations in the workplace.
Generations In Workplace
This document discusses aligning a multigenerational workforce by understanding the differences between generations currently in the workforce. It defines the four main generations - Silent, Baby Boomers, Generation X, and Nexters - and their defining events, characteristics, values, work styles, and assets/liabilities in the workplace. The document provides recommendations for organizations to activate careers, reduce job stress, provide social interaction, offer work-life balance benefits, and align the generations to build a high performing, diverse workforce.
Generational Differences @ Work
Title: Generational Differences @ Work.
Presenter: Janea S. McDonald, PHR, President, Edge Consulting, LLC.
Contact: janea@edgehrconsulting.com.
Event: ASTD MS Chapter Gulf Coast Lighthouse Unit Membership Meeting.
Date: August 9, 2012.
Site: Advanced Manufacturing Technology Center, 10298 Express Drive, Gulfport, MS.
Host: Corporate Skills & Training – Mississippi Power Company.
Leading 5 Generations in the Workplace
One of the most important factors in the generational debate is a secret that almost no one is talking about.
Managing Different Generations
This document summarizes the key differences between four generations currently in the workforce - Veterans, Baby Boomers, Generation X, and Generation Y. It discusses their general characteristics, workplace behaviors, communication preferences, and managerial styles. It provides examples of generational gaps that can occur and ways managers can bridge differences, such as encouraging mentoring, fine-tuning compensation, and acknowledging each generation's unique traits when managing teams. The goal is to help managers understand generational differences and effectively lead multi-generational workforces.
Managing The Generation Gaps
Managing the Generation Gaps is a presentation about understanding the characteristics of different generations (Baby Boomers, Gen X, and Millennials) and how to communicate effectively with each generation. The document discusses the employment expectations and work ethics of each generation. Baby Boomers value hard work and loyalty to companies. Gen X values work-life balance and autonomy. Millennials want frequent feedback and meaningful work. Managing across generations effectively can improve employee motivation, productivity, and business success.
Generations in the workplace
The document discusses the four generations currently in the workplace - Silents, Boomers, Generation X, and Millennials. It provides details on the values and characteristics of each generation, such as Boomers believing in long work hours and Millennials wanting meaningful work. The document also discusses how to work with each generation effectively by understanding their differences and communicating expectations.
Generational Differences Texas Medical Association 10 3 2008
1. The document discusses generational differences in expectations and values between physicians and medical students from different generations.
2. Younger physicians and medical students prioritize work-life balance, flexibility, and lifestyle factors over income potential and hours worked. They also value diversity and use of technology.
3. Medical institutions need to be mindful of these generational differences and adapt practices, education, and systems to attract and retain younger physicians committed to excellence and patient-focused care while also supporting work-life balance.
The multi-generational workforce - the new fault line?
There are more similarities than differences between the three main generational cohorts in the UK workforce - Baby Boomers, Generation X, and Millennials. While stereotypes suggest the generations have varying work preferences and levels of engagement, data from a large survey found few meaningful differences. Generation X reported slightly lower levels of trust in colleagues compared to the other generations. However, differences in engagement were more linked to age than generation. Additionally, all generations prioritized financial benefits and job security highly with little disparity in priorities. Overall, the data indicates a "one-size-fits-all" approach to employee engagement can be effective across generational lines in the workforce.
Managing Millennial Generation Future Leaders
This document discusses strategies for managing the millennial generation in the workplace. It begins by outlining learning objectives around winning talent wars with millennials, adopting a new mindset, and creating a millennial-friendly culture. It then profiles different generations and their core values before focusing on millennials' characteristics like being confident, tech-savvy, and seeking work-life balance. The rest summarizes best practices for attracting, selecting, developing, and retaining millennial talent through flexible work, frequent feedback, mentorship, and an emotionally intelligent culture.
Surviving and thriving in a multi generational workforce
Presentation given to the Allen County Health Department about strategies for working in a multi-generational work environment. 10/7/11
Adapting to Generational Change in the Workplace
“Every generation imagines itself to be more intelligent than the one that went before it, and wiser than the one that comes after it.”
– George Orwell
“There is a problem in the workplace, a problem of values, ambitions, views, mind sets, demographics, and generations in conflict. The workplace we inhabit today is awash with the conflicting voices and views of the most age- and value-diverse workforce the world has known” (Zemke, Raines, & Filipczak, 2013, p. 11). At no time in our history have so many and such different generations with such diversity been asked to work together shoulder to shoulder, side-by-side, cubicle-to-cubicle.
Though today it is not unusual for all of the 4 major generations to be working side by side. Each generation has different views on work ethic, and loyalty to the organization and its culture. Understanding the culture of an organization is a very important aspect in the continuity of leadership. Generational differences equate to differences in workplace characteristics and values of employees. Through experience and research, a key element in leading an organization is to understand and accept the values and beliefs of different generational gaps that make up today’s workplace. Not only is this key as a leader, but also it is crucial to the success of the organization. This research is intended to examine the four generations in the workplace, and research different management styles to be an effective leader in an ever-changing environment.
Age matters
This document discusses managing a multi-generational workforce, identifying four main generations currently in the workforce - Traditionalists, Baby Boomers, Generation X, and Millennials. It outlines the core values and behaviors of each generation, strategies for their success, and motivating messages. Best practices for managing a multi-generational workforce include knowing your company's demographics, being flexible to different generations' needs, building on their strengths, providing training, encouraging mentoring, and embracing diversity.
Generation Theory
Generation TheoryMandy Lee Miller, #CarseatFullstop, Tums 2 Tots Online, Pregnant in Cape Town & Ever After
I find Generation Theory fascinating & prepared this presentation for my colleagues. I used many sources, some of which I reference under recommended reading, all images were sources from the Internet.Generations at Work PowerPoint PPT Content Modern Sample
The document discusses generational differences in the workplace and provides an overview of four generations: Veterans, Baby Boomers, Generation X, and Millennials. It outlines characteristics of each generation, how they differ in terms of values, work ethic, leadership preferences, and technology use. The presentation also addresses implications of generational diversity for organizations, including impacts on turnover, costs, morale, and perceptions of fairness. Understanding generational differences can provide benefits such as improved communication, recruitment/retention, motivation, expectations, and productivity.
Engaging the Frontline
The document discusses reward and recognition programs for frontline customer service employees. It highlights that engaged employees provide better customer service and engagement is linked to feeling valued through meaningful recognition. Recognition programs need to match rewards to individual achievements and involve employees and managers. Measuring program impact and continually improving programs is important for success. The document provides characteristics of effective programs and worst programs to avoid.
C:\fakepath\el impacto de las redes sociales de internet en el mundo del trab...
Este documento describe el impacto creciente de las redes sociales en Internet en el mundo laboral de México. Resalta que el 73% de los profesionistas mexicanos pertenecen a alguna red social, aunque sólo el 19% de las organizaciones permite su uso. Examina cómo las redes sociales están transformando la sociedad y el trabajo a través de nuevas herramientas de comunicación y colaboración. También discute los desafíos que plantean, como la fuga de conocimiento, y las oportunidades, como impulsar la creatividad
More Related Content
What's hot
Generational Differences in the Workplace
Develop your understanding of how generational differences impact productivity, morale and working relationships in the workplace.
Managing a Multigenerational Workforce
This document discusses generational differences in the workplace and how to maximize a multigenerational workforce. It outlines the core values and experiences of Veterans, Boomers, Gen Xers, and Gen Y. While there are opportunities like diverse perspectives, challenges include differing motivations and communication styles between generations. The presentation emphasizes acknowledging generational diversity, understanding differences, and finding ways for generations to value each other's contributions to achieve positive outcomes.
Bridging the Generation Gap in the Workplace
The document discusses the four generations currently in the workforce - Traditionalists, Baby Boomers, Generation X, and Millennials. It describes the defining events for each generation and their core values and preferences. Differences in perspectives and work styles between the generations are noted. Managing a multigenerational workforce effectively requires understanding these generational differences and adapting practices for attracting, motivating, and retaining each generation.
Working with and Managing Multiple generations
We are now working in environments with a mix of 5 or more generations making for dynamic workplaces. Learn the generational characteristics and what motivates them. How to resolve conflicts and create an innovative and positive working environment.
Bridging the Generation Gap
This document discusses bridging the generation gap between different age groups in government. It presents perspectives from different generations, including Gen Y and Baby Boomers. Some key points:
- 60% of federal workers will be eligible to retire by 2015, necessitating better collaboration between generations.
- Gen Y emphasizes the importance of open communication, not thinking you know everything, learning the organizational culture, and knowing when to listen.
- While many Boomers plan to work past retirement, they want to mentor younger workers and ensure a smooth transition. Technology experience gaps between generations are also addressed.
- A government employee viewpoint survey shows some differences in priorities between older and younger workers but also many similarities. Both value important
Leading 4 Generations in the Workplace
Generational issues in the workplace are one of the biggest challenges facing organizations today. This presentation covers the latest research and ideas to successfully lead 4 generations in the workplace.
Generations In Workplace
This document discusses aligning a multigenerational workforce by understanding the differences between generations currently in the workforce. It defines the four main generations - Silent, Baby Boomers, Generation X, and Nexters - and their defining events, characteristics, values, work styles, and assets/liabilities in the workplace. The document provides recommendations for organizations to activate careers, reduce job stress, provide social interaction, offer work-life balance benefits, and align the generations to build a high performing, diverse workforce.
Generational Differences @ Work
Title: Generational Differences @ Work.
Presenter: Janea S. McDonald, PHR, President, Edge Consulting, LLC.
Contact: janea@edgehrconsulting.com.
Event: ASTD MS Chapter Gulf Coast Lighthouse Unit Membership Meeting.
Date: August 9, 2012.
Site: Advanced Manufacturing Technology Center, 10298 Express Drive, Gulfport, MS.
Host: Corporate Skills & Training – Mississippi Power Company.
Leading 5 Generations in the Workplace
One of the most important factors in the generational debate is a secret that almost no one is talking about.
Managing Different Generations
This document summarizes the key differences between four generations currently in the workforce - Veterans, Baby Boomers, Generation X, and Generation Y. It discusses their general characteristics, workplace behaviors, communication preferences, and managerial styles. It provides examples of generational gaps that can occur and ways managers can bridge differences, such as encouraging mentoring, fine-tuning compensation, and acknowledging each generation's unique traits when managing teams. The goal is to help managers understand generational differences and effectively lead multi-generational workforces.
Managing The Generation Gaps
Managing the Generation Gaps is a presentation about understanding the characteristics of different generations (Baby Boomers, Gen X, and Millennials) and how to communicate effectively with each generation. The document discusses the employment expectations and work ethics of each generation. Baby Boomers value hard work and loyalty to companies. Gen X values work-life balance and autonomy. Millennials want frequent feedback and meaningful work. Managing across generations effectively can improve employee motivation, productivity, and business success.
Generations in the workplace
The document discusses the four generations currently in the workplace - Silents, Boomers, Generation X, and Millennials. It provides details on the values and characteristics of each generation, such as Boomers believing in long work hours and Millennials wanting meaningful work. The document also discusses how to work with each generation effectively by understanding their differences and communicating expectations.
Generational Differences Texas Medical Association 10 3 2008
1. The document discusses generational differences in expectations and values between physicians and medical students from different generations.
2. Younger physicians and medical students prioritize work-life balance, flexibility, and lifestyle factors over income potential and hours worked. They also value diversity and use of technology.
3. Medical institutions need to be mindful of these generational differences and adapt practices, education, and systems to attract and retain younger physicians committed to excellence and patient-focused care while also supporting work-life balance.
The multi-generational workforce - the new fault line?
There are more similarities than differences between the three main generational cohorts in the UK workforce - Baby Boomers, Generation X, and Millennials. While stereotypes suggest the generations have varying work preferences and levels of engagement, data from a large survey found few meaningful differences. Generation X reported slightly lower levels of trust in colleagues compared to the other generations. However, differences in engagement were more linked to age than generation. Additionally, all generations prioritized financial benefits and job security highly with little disparity in priorities. Overall, the data indicates a "one-size-fits-all" approach to employee engagement can be effective across generational lines in the workforce.
Managing Millennial Generation Future Leaders
This document discusses strategies for managing the millennial generation in the workplace. It begins by outlining learning objectives around winning talent wars with millennials, adopting a new mindset, and creating a millennial-friendly culture. It then profiles different generations and their core values before focusing on millennials' characteristics like being confident, tech-savvy, and seeking work-life balance. The rest summarizes best practices for attracting, selecting, developing, and retaining millennial talent through flexible work, frequent feedback, mentorship, and an emotionally intelligent culture.
Surviving and thriving in a multi generational workforce
Presentation given to the Allen County Health Department about strategies for working in a multi-generational work environment. 10/7/11
Adapting to Generational Change in the Workplace
“Every generation imagines itself to be more intelligent than the one that went before it, and wiser than the one that comes after it.”
– George Orwell
“There is a problem in the workplace, a problem of values, ambitions, views, mind sets, demographics, and generations in conflict. The workplace we inhabit today is awash with the conflicting voices and views of the most age- and value-diverse workforce the world has known” (Zemke, Raines, & Filipczak, 2013, p. 11). At no time in our history have so many and such different generations with such diversity been asked to work together shoulder to shoulder, side-by-side, cubicle-to-cubicle.
Though today it is not unusual for all of the 4 major generations to be working side by side. Each generation has different views on work ethic, and loyalty to the organization and its culture. Understanding the culture of an organization is a very important aspect in the continuity of leadership. Generational differences equate to differences in workplace characteristics and values of employees. Through experience and research, a key element in leading an organization is to understand and accept the values and beliefs of different generational gaps that make up today’s workplace. Not only is this key as a leader, but also it is crucial to the success of the organization. This research is intended to examine the four generations in the workplace, and research different management styles to be an effective leader in an ever-changing environment.
Age matters
This document discusses managing a multi-generational workforce, identifying four main generations currently in the workforce - Traditionalists, Baby Boomers, Generation X, and Millennials. It outlines the core values and behaviors of each generation, strategies for their success, and motivating messages. Best practices for managing a multi-generational workforce include knowing your company's demographics, being flexible to different generations' needs, building on their strengths, providing training, encouraging mentoring, and embracing diversity.
Generation Theory
Generation TheoryMandy Lee Miller, #CarseatFullstop, Tums 2 Tots Online, Pregnant in Cape Town & Ever After
I find Generation Theory fascinating & prepared this presentation for my colleagues. I used many sources, some of which I reference under recommended reading, all images were sources from the Internet.Generations at Work PowerPoint PPT Content Modern Sample
The document discusses generational differences in the workplace and provides an overview of four generations: Veterans, Baby Boomers, Generation X, and Millennials. It outlines characteristics of each generation, how they differ in terms of values, work ethic, leadership preferences, and technology use. The presentation also addresses implications of generational diversity for organizations, including impacts on turnover, costs, morale, and perceptions of fairness. Understanding generational differences can provide benefits such as improved communication, recruitment/retention, motivation, expectations, and productivity.
What's hot (20)
Generational Differences Texas Medical Association 10 3 2008
Generational Differences Texas Medical Association 10 3 2008
The multi-generational workforce - the new fault line?
The multi-generational workforce - the new fault line?
Surviving and thriving in a multi generational workforce
Surviving and thriving in a multi generational workforce
Generations at Work PowerPoint PPT Content Modern Sample
Generations at Work PowerPoint PPT Content Modern Sample
Viewers also liked
Engaging the Frontline
The document discusses reward and recognition programs for frontline customer service employees. It highlights that engaged employees provide better customer service and engagement is linked to feeling valued through meaningful recognition. Recognition programs need to match rewards to individual achievements and involve employees and managers. Measuring program impact and continually improving programs is important for success. The document provides characteristics of effective programs and worst programs to avoid.
C:\fakepath\el impacto de las redes sociales de internet en el mundo del trab...
Este documento describe el impacto creciente de las redes sociales en Internet en el mundo laboral de México. Resalta que el 73% de los profesionistas mexicanos pertenecen a alguna red social, aunque sólo el 19% de las organizaciones permite su uso. Examina cómo las redes sociales están transformando la sociedad y el trabajo a través de nuevas herramientas de comunicación y colaboración. También discute los desafíos que plantean, como la fuga de conocimiento, y las oportunidades, como impulsar la creatividad
Keep Peace and Keep Learning in a Multi-Generational Workforce
This document discusses training a multigenerational workforce. It provides an overview of the four main generations currently in the workforce - Traditionalists, Baby Boomers, Generation X, and Millennials. Each generation has different formative life experiences that shape their work styles, views on change, careers, and expectations around training. Effective training requires understanding these generational differences and tailoring approaches to learning, communication, problem solving, and leadership to different preferences. Generational diversity in the workforce presents both challenges and opportunities for organizations.
Total Reward Design for an Intergenerational Workforce - Compensation Strategies
Total Reward Design for an Intergenerational Workforce:
This presentation discusses:
• An overview of generations
• Compensation strategies for rewarding and motivating the inter-generational workforce including Base salary, Incentives, Benefits and Pay increases.
Ed Rataj is a nationally recognized compensation expert, Certified Compensation Professional and Managing Director of Compensation Consulting with CBIZ Human Capital Services.
For more information about CBIZ Human Capital Services, visit http://www.cbiz.com/page.asp?pid=6034.
2014 Recognition & Incentive Campaign Planning Guide
Not sure where to begin or how to launch your incentive program?
Download the FREE 2014 Recognition and Incentive
Campaign Planning Guide for tips and ideas on what types of
programs could be right for your business and what time of year to consider implementing.
No matter the type of business, type of program, or time of year, the 2014 Planning Guide can help you get started today!
Three Generations, Three Learning Styles
The document discusses three generations - Baby Boomers, Generation X, and Millennials. It summarizes their birth years, views on education, work ethics/values, motivations, opinions on mentoring, and learning styles. Baby Boomers prefer contact with faculty and lectures, Gen X prefers efficient learning, and Millennials prefer teams and technology. All three embrace technology. The conclusion states that teachers need to understand generational differences in order to plan lessons accordingly and recognize that students may have different beliefs about education.
Different strokes-Employee reward recognition plans- amazon
Rewarding one employee kills motivation of 10 others who expected. My book on amazon kindle./paper edition tells alls
please download now and read/review-
You don't need 100 mediocre ideas but need only 10 with stunning effect
tips for designing effective employee recognition plans, employee motivation, employee engagement, are given here free from out of 40 years of designing rewards with stunning results
Employee Behaviour gets repeated if there is positive reinforcement.
Rewards are the best reinforcers hence very powerful to engage employees
these ideas are based on actual schemes implemented with stunning results of 85% engagement.
65% increase in motivation and productivity
45% increase in retention
shows how to link Maslow, Herzberg, theories of motivation to actual implementation
engaged employees are more productive than satisfied employees.
Rewards build emotional connection, positive strokes, encouraging employees
If you liked it share with others and say so here
GENERATIONS AT WORK POWERPOINT
This document discusses generational diversity in the workplace and the characteristics of four generations: Traditionalists/Veterans, Baby Boomers, Generation X, and Millennials. It outlines how the generations differ in terms of social/political/economic influences, family structure, education, work ethic, leadership preferences, communication styles, and more. Understanding these generational differences can help improve communication, recruitment/retention, motivation, expectations, productivity and teamwork in the workplace.
Viewers also liked (8)
C:\fakepath\el impacto de las redes sociales de internet en el mundo del trab...
C:\fakepath\el impacto de las redes sociales de internet en el mundo del trab...
Keep Peace and Keep Learning in a Multi-Generational Workforce
Keep Peace and Keep Learning in a Multi-Generational Workforce
Total Reward Design for an Intergenerational Workforce - Compensation Strategies
Total Reward Design for an Intergenerational Workforce - Compensation Strategies
2014 Recognition & Incentive Campaign Planning Guide
2014 Recognition & Incentive Campaign Planning Guide
Different strokes-Employee reward recognition plans- amazon
Different strokes-Employee reward recognition plans- amazon
Similar to The Business Of Generations 11 10 09
Generations in the workplace
The document discusses different generations currently in the workforce and how to manage them effectively. It defines four generations - Post WWII (born before 1945), Baby Boomers (born 1946-1964), Generation X (born 1965-1978), and Generation Y (born 1979-1989). Each generation has distinct characteristics and preferences in terms of communication, expectations, work-life balance, and learning. The document provides tips on recruiting, retaining, and leveraging each generation by appealing to their attributes and meeting their unique needs through flexible work options, mentoring opportunities, and clear career paths.
Managing The New Generation Of IS Workers
This document discusses generational differences and their implications for leadership and management. It outlines the core values and characteristics of four generations currently in the workforce: Traditionalists, Baby Boomers, Generation X, and Millennials. Key differences discussed include work-life balance, views of authority, attitudes towards technology, and preferences regarding work responsibilities and feedback. Managing a multigenerational workforce effectively requires understanding these generational differences in values and priorities.
Generations in the Workplace and the future of work
The document discusses different generations in the workplace and the future of work. It provides information on the 5 generations currently in the workforce - Traditionalists, Baby Boomers, Generation X, Millennials, and Generation Z. It discusses their characteristics and tips for engaging each generation. The future of work section notes that technology and innovation are dramatically changing the workforce, with many new types of jobs being created and skills required constantly evolving. Good leadership and communication will be important for organizations to effectively engage multiple generations and adapt to the changing nature of work.
Generations And Engagement
An overview of three generational cohorts, boomers, generation x and generation y -- the similarities with how they approach work and what it will take to attract and retain them
Catitalizing on the Changing World of Work By Sherry Myers
The document discusses how companies can adapt to changing workplace demographics and expectations of different generations in the workforce. It highlights that companies need to recognize non-traditional employees and work arrangements, promote an authentic employment brand on multiple platforms, and meet technology expectations of younger generations. Companies also need flexible policies that support work-life balance and growth opportunities to engage talent. Embracing these changes will allow companies to stay ahead of the curve in the changing world of work.
Understanding Millennials In The Workforce
The Change School is an education provider that offers experiential learning programs to help individuals and organizations thrive in times of change. It designs holistic programs to develop people's intellectual, emotional, creative and physical potential, and encourage personal and social responsibility. The school believes that with the right tools, change can be a force for good. It offers immersive retreats and team programs using experiential learning to help people gain self-awareness, align their values, navigate change resiliently and inspire others.
Millennials+gen x at work
The document discusses how Millennials and Generation X are changing the workplace. Millennials, born between 1982-2007, grew up during major events like 9/11 and the financial crisis. They are optimistic, compassionate, and focused on education. Over 80 million strong, they make up 34% of the workforce currently but will be 46% by 2020. Generation X, born between 1965-1981, grew up during feminist movements and see marriage as disposable. Numbering around 59 million, they seek work-life balance and skill-building opportunities. Both generations value flexibility and transparency. To manage them effectively, employers should provide coaching, feedback, and mentorship while leveraging their strengths in technology and independence.
Bridging the generation gap
This document discusses bridging the generation gap in the workplace as five generations will soon be working together. As people are living and working longer, it is important to understand differences in backgrounds, perspectives, and communication styles between generations in order to foster acceptance of this diversity. While generalizations can be made about characteristics of Veterans, Baby Boomers, Gen X, Gen Y/Millennials, and Gen Z, it is important not to stereotype individuals. Conflicts may arise from perceived lack of respect between generations, but exercises can help increase understanding. The workplace is shifting from command-and-control models to those with greater flexibility, autonomy and team-based work to attract younger generations. Culture and leadership must also change to engage
Multi-generational Workforce: Engaging the Millennial - Lola Esan
The document discusses strategies for engaging multigenerational workforces, with a focus on millennials. It notes barriers like negative stereotypes between older and younger workers, as well as differences in communication styles and values. Millennials seek opportunities for career growth, meaningful work, flexibility, and a sense of purpose. They prioritize work-life balance, learning and development opportunities, and non-traditional rewards like travel and wellness benefits. Engaging millennials requires developing these skills and providing continuous feedback, learning experiences, and a millennial-friendly culture that leverages technology.
Recruiting the Generations
Describes the key working Generations, how they differ, and what it takes to recruit and retain them..
Org 625 Generations Team 7 For Blog
The document discusses different generations in the workplace and the tensions that can arise. It notes that 60% of employers experience tensions between generations as Baby Boomers hold leadership roles while Gen Xers and Gen Yers enter the workforce. Younger workers prefer virtual communication and problem solving, while older Baby Boomers prefer phone calls or in-person meetings. As younger generations replace retiring Baby Boomers over the next two decades, workplaces will need to adapt to being more open, transparent, collaborative and technology-focused to suit incoming generations.
Recruiting and Retaining Millennials-Multiple Generations in the workplace
Recruiting and Retaining Millennials-Multiple Generations in the workplaceAngie Salmon asalmon@eflassociates.com
Age and generational differences are another aspect of workplace diversity that has been getting a lot of attention as Millennials enter the workforce. We highlight how to recruit, retain, motivate and lead four distinct generations. Trend-changing workforce
The document discusses emerging trends in the workplace, specifically the retirement of Baby Boomers and the influx of Millennials. Baby Boomers are retiring at a rate of 10,000 per day, taking their skills and knowledge with them. Millennials have different values and ideals than previous generations and will need flexibility and frequent feedback to feel engaged. Employers will need to adapt practices to attract and retain Millennial workers as they replace retiring Baby Boomers.
Improving Retention of Millennial Teachers Through Effective Induction Practi...
This document summarizes a presentation given by Dr. Janet F. Painter and Dr. Joyce H. Davis on improving retention of millennial teachers. It discusses the characteristics of millennial workers and challenges they present for traditional institutions. Examples are given of successful recruitment and retention strategies used by companies like Deloitte, Cisco Systems, and Carolina Healthcare Systems that could be applied to the education field. These include clear communication, opportunities for collaboration, customized recognition programs, flexible work arrangements, and professional development. The document concludes by considering what teacher educators can learn from other fields to better engage and retain millennial students and teachers.
MACPA Generational Symposium - 2013
How do you solve the issue of 4 Generations in the Workplace? MBSN - Management by Sticky Notes! That was the approach taken by the Maryland Association of CPAs as they convened a Generational Symposium on June 25th in Ellicott City, MD.
Bringing almost 100 CPAs representing all four generations and an almost even mix of Millennials, Gen-Xers, and Boomers together. MACPA designed a format built on dialog and collaboration with a backgounder on the generational research, a multi-gen panel featuring MACPA leaders representing the generations, and a final session asking particpants to collaborate at tables to help us identify Bold Actions we can use to solve the generational gap (Management by Sticky Notes.
The energy and dialog was off the charts and some real progress was made using the wisdom pf the crowd. Bottom-line is leverage the strengths of every generation and don;t generalize but focus on the individuals.
Generation Y and Generational Differences
An overview of the differences between generations and the issues to be considered in managing Y Generation employees in particular
Kin Millennials Final Presentation
The document discusses strategies for organizations to effectively engage millennial employees to maximize innovation. It outlines that millennials, born between 1980-2000, will soon make up the largest share of the workforce. They are driven, tech-savvy, socially responsible, and value work-life balance. To fully unleash millennials' potential, the document recommends cultivating their needs for career growth, a values-based culture, feeling part of a community, and connectivity through technology. Specific strategies include implementing reverse mentoring programs, idea management tools, and innovation contests. The document concludes with questions for discussion around engaging millennials.
Leading Four Generations in the Workplace - AICPA Global Manufacturing Confer...
Leading Four Generations in the Workplace - AICPA Global Manufacturing Confer...Tom Hood, CPA,CITP,CGMA
Presentation to the AICPA Global Manufacturing Conference in NOLA
The 'shift change' is underway as the retiring baby boom generation makes way for Generation X. The shift change is the transfer of the retiring baby boomers to the next generation of leaders that will be taking the helm in the next few years. This time what got you here won;t get you there. The incoming shift will require a new set of skills and tools to continue the work of the prior shift. This time it is different.
Generational issues in the workplace are one of the biggest challenges facing organizations today. This presentation covers the latest research and ideas to successfully lead 4 generations in the workplace. The latest research on the new skills needed in the modern workforce and how leadership has changed. Participants will learn new approaches to engaging the next generation of workers to connect and collaborate in a way that maximizes their discretionary effort.Ppt 1 The Leaders We Need
The document discusses the need for new leadership approaches to engage and retain younger generations in the workforce. As the large Millennial generation enters the workforce, leaders must understand how to motivate them. Millennials expect flexibility, meaningful work, feedback, and work-life balance. They also seek fun work cultures with opportunities for growth. Effective leaders will link business strategy to talent management, creating an employee value proposition that appeals to Millennials and other emerging generations.
Generational Differences Presentation
This document discusses managing intergenerational conflict in the workplace. It notes that for the first time, there are four generations (Traditionalists, Baby Boomers, Generation X, Gen Y/Millennials) working together, each shaped by different events and with different work motivations and expectations. This can lead to workplace conflicts over issues like commitment, work ethic, and dress code. Managing different generations requires understanding what motivates each group. The document provides characteristics and traits of each generation, as well as strategies for managing them, including communication, delegation, and feedback. Effective multigenerational management involves dealing with generational differences.
Similar to The Business Of Generations 11 10 09 (20)
Generations in the Workplace and the future of work
Generations in the Workplace and the future of work
Catitalizing on the Changing World of Work By Sherry Myers
Catitalizing on the Changing World of Work By Sherry Myers
Multi-generational Workforce: Engaging the Millennial - Lola Esan
Multi-generational Workforce: Engaging the Millennial - Lola Esan
Recruiting and Retaining Millennials-Multiple Generations in the workplace
Recruiting and Retaining Millennials-Multiple Generations in the workplace
Improving Retention of Millennial Teachers Through Effective Induction Practi...
Improving Retention of Millennial Teachers Through Effective Induction Practi...
Leading Four Generations in the Workplace - AICPA Global Manufacturing Confer...
Leading Four Generations in the Workplace - AICPA Global Manufacturing Confer...
The Business Of Generations 11 10 09
- 1. Is your organization prepared ?
- 3. Oops!
- 7. “ A Generation is shaped by the events and circumstances its members experience at certain phases of life, beginning with childhood. Common generational traits initially develop as a result of social attitudes toward children and child rearing norms at the time.” - William Straus and Neil Howe Authors of Generations and 13 th Gen
- 8. Their Events & Circumstances History & Events Boomers Gen X Gen Y Era American High Consciousness Revolution Culture Wars & Roaring 90’s Presidents Truman to Kennedy LBJ to Carter Regan to Clinton Confrontations Abroad Korea to Cuba Vietnam to Iran Iraq to Kosovo Economy Affluent Society Stagflation Long Boom Popular Phrases Cold War Great Society Morning Again Ask Not Hell No! Kinder, Gentler I Have A Dream Limits to Growth Family Values
- 9. Their Influences…Their World Society & Culture Boomers Gen X Gen Y Child Nurture Relaxing Under protective Tightening Family Policy Priority Needs of Community Needs of Adults Needs of Children School Emphasis Excellence Liberation Standards Gender Role Gap Wide Narrowing Narrow Racial Goal Integration Assertion Diversity Income Equality Rising Peaking Falling Popular Culture Homogenizing Confrontational Fragmenting
- 24. The issues for the organization: Financial – cost of transitioning, lost revenue from talent loss or underutilization People & Performance – getting the most out of talent, reinforcing behaviors that support openness and morale, willingness to address generational differences Leadership – transparent, sets clear objectives, and is seen as "fair" to both older and younger workers Governance-related – workable policies, flexibility, best practices that are consistent with stated values The issues for individuals are: Psychological – identity, self-esteem, denial, etc Career – a fulfilling next phase Economic – lifestyle, security Health/fitness – maintaining it Legacy – contributions: both financial and through involvement
- 27. Are your managers prepared to lead ?
Editor's Notes
- Didn’t receive a lot of formal training Smallest Generation in the Workforce Want to be seen as Individuals 10% of Gen X’ ers are Entrepreneurs
- Tell me how to do it and then leave me alone Want honesty and directness Praise focused on job and results not time spent Respect time off Community Involvement Valued
- Highest maintenance with the most potential Their point of view is the most important They are entitled….We did it! Self Esteem…Everybody gets a trophy.
- They want access to leadership Mentor relationships important Want their opinions to be asked for and heard Telecommuting and Recognition Important Action learning important Electronic forms of learning a positive