An introspection into the effect of generational differences and how our Corporate Cultures can leverage these differences to better engage their employees.

1. The Engaged Culture
Inspecting the generational effect and
your organization

2. 2
Corporate Culture defined
Corporate Culture is the values,
beliefs and attitudes that
characterize a company and guide
its practices.

3. 3
Corporate Culture defined
Corporate Culture is often
implied, not expressly defined,
and develops organically over
time from the cumulative traits
of the people the company
hires.

4. 4
Culture: The organization’s view
Ensure
Feedback
Breakdown
Silos
Honest
Conversations
Foster
Engagement
Create
Energy
Bring Core
Values
Facilitate
Actionable
Meetings

5. The Engaged Culture
The quandary of the generational impact

6. 6
Who’s in the workforce?
Traditionalist
4%
Baby Boomer
35%
Gen X
29%
Millennial
32%
Workforce
Distribution
2015
Generation Birth Year # Employees in
workforce (M)
Traditionalist Before 1946 7
Baby Boomer 1946 – 1964 60
Generation X 1964 – 1984 51
Millennial 1984 – 2004 55

7. 7
Generational Lines
GI Generation
1908 – 1929
Archetype:
- Hero
Childhood:
- Protected
Silent
(Traditionalists)
1929 – 1946
Archetype:
- Artist
Childhood:
- Suffocated
Boomer
1946 – 1964
Archetype:
- Prophet
Childhood:
- Indulged
Generation X
1964 – 1984
Archetype:
- Nomad
Childhood:
- Abandoned
Millenials
1984 – 2004
Archetype:
- Hero
Childhood:
- Protected
New Silent /
Homelander
(Z Gen (iGen))
2004 – ????
Archetype:
- Artist
Childhood:
- Suffocated

8. 8
Generational Lines
GI Generation
1908 – 1929
Archetype:
- Hero
Childhood:
- Protected
Silent
(Traditionalists)
1929 – 1946
Archetype:
- Artist
Childhood:
- Suffocated
Boomer
1946 – 1964
Archetype:
- Prophet
Childhood:
- Indulged
Generation X
1964 – 1984
Archetype:
- Nomad
Childhood:
- Abandoned
Millenials
1984 – 2004
Archetype:
- Hero
Childhood:
- Protected
New Silent /
Homelander
(Z Gen (iGen))
2004 – ????
Archetype:
- Artist
Childhood:
- Suffocated
Crisis 1929 – 1946
War & Recession
Defining Events:
Great Depression
World War II
Values:
Community
Technology
Protection
Awakening 1964 -
1984
Consciousness
Revolution
Defining Events:
Assasinations
(JFK/MLK)
Vietnam War
Woodstock
Values:
Civil Rights
Gender Equality
Spiritualism
High 1946 – 1964
Reconstruction /
Gilded Age
Defining Events:
Cold War
Emerging Youth
Culture
Emerging social
justice
Values:
Conformity
Growth/Affluence
Expertise
Unravelling 1984 –
2008
Culture Wars
Defining Events:
AIDS
Berlin Wall
Values:
Individualism
Pragmatism
Survivalism
Crisis 2008 –
2020?
Recession
Defining Events:
9/11
War on Terror
Great Recession
Declining
Superpower (USA)
Values:
Community
Technology
Protection

9. 9
Generational Perspectives
Traditionalists Baby Boomers Generation X Millennials
Outlook Practical Optimistic Skeptical Hopeful
Work Ethic Dedicated Driven Balanced Ambitious
View of Authority Respectful Love/Hate Unimpressed Relaxed, polite
Leadership By Hierarchy Consensus Competence Achievement, pulling
together
Relationships Self-sacrifice Personal
gratification
Reluctance to commit Loyal, inclusive
Perspective Civic-minded Team-oriented Self-reliant Civic-minded
Turn-Offs Vulgarity Political
incorrectness
Clichés, hype Cynicism,
condescension

10. 10
Generational Distribution

11. 11
The engaged employee value chain
Performance
Engaged view they are
15X more productive
Retention
Engaged view they are 5X
more committed
Creativity
Engaged view they are
110% more open to new
ideas
Increased Revenue
Decreased Costs
Profitability and
Shareholder Value
Engaged employees drive:
Performance, Retention,
and Creativity drive:
Increased Revenue and
Decreased costs drive:
Source: McLean & Company

12. 12
Engaged Cultures drive growth
Highly engaged employees are twice as likely to be
top performers. (Source: Watson Wyatt)
Source: McLean & Company
Engaged revenue 43% (Source: The Hay Group)
Engaged 19.2%
Disengaged 32.7%
(Source: Towers Watson)
Operating Income

13. 13
Engaged Cultures improve retention
Benefit
1. Attract and retain the
right people
2. New hire experience
3. Productivity
4. Retention
If the culture is strongly defined and positive for the organization, likeminded personalities are
more likely to apply and unsuited candidates will stay away.
Strongly defined positive cultures provide a good foundation for building interesting and
impactful onboarding programs.
Correlation Interpretation
0.0 to 0.2 Very weak to negligible correlation
0.2 to 0.4 Weak, low correlation
0.4 to 0.7 Moderate correlation
0.7 to 0.9 Strong, high correlation
0.9 to 1.0 Very strong correlation
Healthy corporate cultures are strongly related to employee retention. Of all drivers, culture
has the greatest correlation with intent to stay. With the cost of hiring top talent rising,
investing in culture is an eventual cost savings.
Why?
What do these correlation numbers mean?
Source: McLean & Company; N = 1018
Healthy cultures fuel employee performance. When employees like where they work they’re
more likely to be productive and focus on their work.

14. 14
Being disengaged
Gallup estimates
disengaged employees
cost nearly $450 B in
lost productivity
Analysis of the Glassdoor
database shows that the average
employee gives their company a
C+ (3.1 out of 5) when asked
whether they would recommend
their company to a friend (Bersin
by Deloitte research with
Glassdoor).
Companies that focus on
building great leaders
spend almost 3X the average
on leadership development,
and they get a tremendous
return for it.

15. 15
We are getting better right?
% Employees 2013 2014
Engaged 29.6 31.5
Not engaged 51.5 51.0
Actively disengaged 18.8 17.5
U.S. Employee Engagement, 2013 vs. 2014
% Employees 2013 2014
Millennials 27.5 28.9
Generation X 29.6 32.2
Baby boomers 30.9 32.7
Traditionalists 38.3 42.2
U.S. Employee Engagement, by Generation
Source: Gallup 2015

16. 16
Play – Motivated by the
work itself, you enjoy it.
Potential – the result
of our work benefits
our identity and
opportunity.
Motivation: What’s a good motive
Purpose – direct
outcome of work fits
our identity.
Source: McGregor and Doshi –
HBR 2015

17. 17
Emotional Pressure – is
a threat to your identity
Inertia – doing the
work because you did
it yesterday.
Motivation: What’s a negative motive
Economic Pressure –
work is done merely to
gain a reward or avoid
punishment.
Source: McGregor and Doshi –
HBR 2015

18. 18
It’s a simple matter….
Work Management Environment Opportunity Leadership
Fit to skill and
flexible
Transparent, concise
goals
Flexible work
environment
Training and support
on the job
Clear mission and
purpose
Autonomous Mentor
Humanistic
workplace
Facilitated talent
mobility
Continuous
investment in people
Small empowered
teams
Develop future
management
Culture of
recognition
Self-directed,
dynamic learning
Transparency and
honesty
Time to play
Modern performance
management
Inclusive, diverse
work environment
High-impact learning
culture
Inspiration
Variant of: Bersin (Deloitte)

19. 19
In Closing
• Generational differences create needed perspectives in an
organization and help foster the organization’s culture.
• Engagement needs understanding to improve how we interact
throughout the organization at all levels.
• Focus on positive motivation and keep it simple.
• By 2020 there will be a 2 million skilled worker deficit, what
are you doing to prepare for it?

20. 20
DISCOVER MORE ABOUT
HOW YOUR CULTURE
IS AFFECTING YOUR STRATEGY
VISIT US AT ECIHELPERS.COM
(844) 232-4435
ppatterson@ecihelpers.com