This document discusses generational differences in the workplace and managing Generation Y employees. It outlines key characteristics of Baby Boomers, Generation X, and Generation Y regarding their core values, education, communication styles, attitudes towards work and authority. When managing Gen Y, the document recommends listening to them, providing an employee-centered workplace with freedom but also structure, guidance and feedback. Managing Gen Y requires balancing freedom with boundaries to provide the flexibility they expect but also the leadership they need. The aging workforce is also discussed, with the number of people over 60 growing significantly in many countries.

1. Dr. Paul Englert
APAC Director Psytech International
PhD I/O Psychologist
Understanding Young Working
Professionals

6. Outline
• Generational
differences
• Managing
Generation
Y
• The
aging
workforce

7. Baby
Boomers
(1946
-­‐
1964)
Generation
X
(1965
-­‐
1980)
Generation
Y
(1981
-­‐
2000)
Core values • Optimism
• Involvement
• Skepticism
• Fun
• Informality
• Realism
• Confidence
• Extreme fun
• Social
Family • Disintegrating • Latch-key kids • Merged families
Education • A birthright • A way to get there • An incredible expense
Dealing with
money
• Buy now, pay later • Cautious
• Conservative
• Save, save, save
• Earn to spend
Communication
media
• Touch-tone phones
• Call me anytime or
meet me in person
• Mobile phones
• Call me only at work or
meet me in person
• Smartphones
• Write me an email or a
leave a voicemail ASAP
Personal
and
Lifestyle
Characteristics
Generational
Differences

8. Workplace
Characteristics
Generational
Differences
Baby
Boomers
(1946
-­‐
1964)
Generation
X
(1965
-­‐
1980)
Generation
Y
(1981
-­‐
2000)
Work is… … an exciting adventure … a difficult challenge
… a contract
… a means to an end
fulfillment
Attitudes toward
authority / rules
• Some may still be
uncomfortable
interacting with
authority figures
• Are comfortable with
authorities and are not
impressed with titles or
intimidated by them
• Find it natural to interact
with their superior
• Believe that respect must
be earned
Attitudes toward
loyalty to their
employer
• Value company
commitment and
loyalty
• 65% would like to stay
in their organization for
the rest of their
working life
• Less loyal to companies
than previous generations
but loyal to people
• 40% would like to stay in
their organisation for the
rest of their working life
• Committed and loyal
when dedicated to an
idea, cause or product
• 20% would like to stay in
their organization for the
rest of their working life

9. Baby
Boomers
(1946
-­‐
1964)
Generation
X
(1965
-­‐
1980)
Generation
Y
(1981
-­‐
2000)
Perceived
elements of
success
• 82% are willing to
learn new things
• 77% meet deadlines
• 74% are willing to learn
new things
• 75% meet deadlines
• 58% are willing to learn
new things
• 62% meet deadlines
Preferred
leadership
attributes
• Credible (74%)
• Trusted (61%)
• Farsighted (57%)
• Credible (71%)
• Trusted (58%)
• Farsighted (54%)
• Listens well (68%)
• Dependable (66%)
• Dedicated (63%)
Feedback and
rewards
• Don’t appreciate it
• Money
• Title recognition
• Ask directly for feedback
• Freedom is the best
reward
• Assume to get feedback
whenever they want it
• Meaningful work
Motivating
messages
• “You are valued”
• “You are needed”
• “Do it your way”
• “Forget the rules”
• “You will work with other
bright, creative people”
Interactive style • Team player
• Loves to have
meetings
• Entrepreneur • Participative
Generational
Differences
Workplace
Characteristics

10. Be
Jlexible
and
open-­‐minded!
Managing
Generation
Y
• Listen
to
millennial
employees
• Provide
an
employee-­‐centered
workplace,
that
allows
freedom
• Encourage
the
millennial’s
“can-­‐do”
attitude
• Challenge
them
with
different
tasks
• Offer
opportunities
for
training
and
provide
the
chance
to
grow
in
the
position

11. But
don’t
forget
to…
Managing
Generation
Y
• Provide
structure
• Provide
leadership,
guidance
and
feedback
• Consider,
that
every
Gen
Y
employee
is
different
(some
may
prefer
a
more
traditional
workplace)

12. Managing
Generation
Y
Managing
Generation
Y
is
a
constant
balance:
Provide
freedom
and
power
in
the
decision
making
process
Provide
structure,
boundaries
and
consequences

13. The
Aging
Workforce

14. The
Aging
Workforce
60+
segment
grows
to
20%
in
almost
all
industrialised
nations

15. http://www.fdu.edu/newspubs/magazine/05ws/generations.htm
http://humanresources.about.com/od/managementtips/a/millenials.htm
http://www.businessinsider.com.au/4-­‐ways-­‐to-­‐manage-­‐gen-­‐y-­‐employees-­‐2013-­‐1
http://blog.clomedia.com/2013/08/how-­‐should-­‐you-­‐manage-­‐gen-­‐y/
http://themindsetlist.com/2013/01/5-­‐mistakes-­‐managers-­‐make-­‐with-­‐gen-­‐y-­‐in-­‐the-­‐
workplace/
http://www.smartcompany.com.au/people/human-­‐resources/34285-­‐the-­‐secret-­‐to-­‐
managing-­‐gen-­‐y.html
http://rtc.umn.edu/docs/2_18_Gen_diff_workplace.pdf
http://www.entrepreneur.com/article/228321
http://chartsbin.com/view/3687
Resources