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.

1. {{
Being in the Mix: Working With,Being in the Mix: Working With,
Managing and Serving MultipleManaging and Serving Multiple
GenerationsGenerations

2.  Generational CharacteristicsGenerational Characteristics
 Managing and motivating a mutigenerationalManaging and motivating a mutigenerational
staffstaff
 Hiring a multigenerational staffHiring a multigenerational staff
 Working with multigenerational colleaguesWorking with multigenerational colleagues
 Mastering conflictMastering conflict
 Challenges/Advantages to this environmentChallenges/Advantages to this environment
Class outlineClass outline

3.  What generation do you identify with?What generation do you identify with?
PollPoll

4.  Traditionalists: Born 1900-1945Traditionalists: Born 1900-1945
 Baby Boomers: Born 1946-1964Baby Boomers: Born 1946-1964
 Generation X: Born 1965-1977Generation X: Born 1965-1977
 Generation Y: Born 1978-1989Generation Y: Born 1978-1989
 Next-Gen: Born 1990-Next-Gen: Born 1990-
GenerationsGenerations

5.  7% of the workforce7% of the workforce
 Worked longer than any other generationWorked longer than any other generation
 Experienced two world wars and the GreatExperienced two world wars and the Great
DepressionDepression
 LoyalLoyal
 HardworkingHardworking
 Financially conservativeFinancially conservative
 Faithful to institutionsFaithful to institutions
 Approaching retirement or are retired andApproaching retirement or are retired and
working part timeworking part time
TraditionalistTraditionalist

6.  41.5% of the workforce41.5% of the workforce
 When started compelled to challenge status quoWhen started compelled to challenge status quo
 Responsible for many current rights andResponsible for many current rights and
opportunitiesopportunities
 Invented the 60 hour work weekInvented the 60 hour work week
 Deeply connected to their career achievementsDeeply connected to their career achievements
 LoyalLoyal
 OptimisticOptimistic
 Politically adept when it comes to navigatingPolitically adept when it comes to navigating
political minefields in the workplacepolitical minefields in the workplace
 Respect based on achievementRespect based on achievement
 Wait to be told what to doWait to be told what to do
Baby BoomersBaby Boomers

7.  29.5% of the workforce29.5% of the workforce
 IndependentIndependent
 Tech Savvy-having ushered in the era of videoTech Savvy-having ushered in the era of video
games and personal computersgames and personal computers
 SkepticalSkeptical
 ResourcefulResourceful
 Hardworking but work is not the mostHardworking but work is not the most
important thingimportant thing
 Change jobs easily and oftenChange jobs easily and often
Generation XersGeneration Xers

8.  22% of the workforce22% of the workforce
 Enjoyed access to cell phones, pagers and pc’sEnjoyed access to cell phones, pagers and pc’s
all of their livesall of their lives
 Eager to learn, enjoy questioningEager to learn, enjoy questioning
 Confident, high self esteemConfident, high self esteem
 Collaborators, favor team workCollaborators, favor team work
 Reject the rigid confines of a job descriptionReject the rigid confines of a job description
 Keep their career options openKeep their career options open
Generation YGeneration Y

9.  % growing% growing
 MultitaskersMultitaskers
 Tech SavvyTech Savvy
 They come firstThey come first
 HardworkingHardworking
 Clever and resourcefulClever and resourceful
Next GenNext Gen

10.  Born around ’40-’45: Value the strong workBorn around ’40-’45: Value the strong work
ethic of the traditionalist but are also eager toethic of the traditionalist but are also eager to
challenge the status quochallenge the status quo
 Born between ’60 and 65: witnessed theBorn between ’60 and 65: witnessed the
success of their older baby boomersuccess of their older baby boomer
counterparts but experienced the recessioncounterparts but experienced the recession
that plagued the early Xers. Computers notthat plagued the early Xers. Computers not
until after their graduationuntil after their graduation
 Born around: ’75-’80: mix of Gen X skeptismBorn around: ’75-’80: mix of Gen X skeptism
and millenial optimism.and millenial optimism.
 Value of cuspers: they identify with moreValue of cuspers: they identify with more
than one generationthan one generation
CuspersCuspers

11.  Be wary of stereotypingBe wary of stereotyping
 Not all traits apply to all members of aNot all traits apply to all members of a
generation.generation.
 Certain characteristics may be attributed toCertain characteristics may be attributed to
more than one generation.more than one generation.
DisclaimerDisclaimer

12.  Leverage generational differencesLeverage generational differences
 Be aware of the differencesBe aware of the differences
 Appreciate the strengthsAppreciate the strengths
 Manage the differences effectivelyManage the differences effectively
Bridging the gap: Managing aBridging the gap: Managing a
multigenerational staffmultigenerational staff

13.  Diffuse Misconceptions: understand theDiffuse Misconceptions: understand the
stereotype but recognize individual skillsstereotype but recognize individual skills
 Allay unfounded anxiety and skepticismAllay unfounded anxiety and skepticism
Be aware of theBe aware of the
differencesdifferences

14.  Develop two-way mentoring programsDevelop two-way mentoring programs
 A tech savvy gen y with a administrativeA tech savvy gen y with a administrative
professional known to have excellent publicprofessional known to have excellent public
speaking skillsspeaking skills
 Opportunity to eliminate shortcomings andOpportunity to eliminate shortcomings and
maximize strengthsmaximize strengths
 Make Policies FlexibleMake Policies Flexible
 Prepare to retain knowledge when a generationPrepare to retain knowledge when a generation
retiresretires
Appreciate the strengthsAppreciate the strengths

15.  Build a culture founded on openBuild a culture founded on open
communicationcommunication
 Help employees experience a sense ofHelp employees experience a sense of
ownershipownership
 Frequent group collaborationFrequent group collaboration
 Organize more frequent gatherings among staffOrganize more frequent gatherings among staff
 Brownbag trainingsBrownbag trainings
 Alumni networkAlumni network
 Special projectsSpecial projects
 CommitteesCommittees
Manage the differences effectivelyManage the differences effectively

16.  Speak their languageSpeak their language
 EmailEmail
 Adapt management style to engageAdapt management style to engage
generations instead of expecting conformitygenerations instead of expecting conformity
 Don’t micro manageDon’t micro manage
 Provide opportunities to solve problemsProvide opportunities to solve problems
creativelycreatively
 Life balance before bank balanceLife balance before bank balance
 Implement trainingImplement training that will help their careerthat will help their career
not just their current job.not just their current job.
 Create a communityCreate a community
Motivating a multigenerational staffMotivating a multigenerational staff

17.  Understanding the priorities of differentUnderstanding the priorities of different
generationsgenerations
 Be prepared to talk about your workplaceBe prepared to talk about your workplace
environmentenvironment
 ““Passing the Torch:” effectively retainingPassing the Torch:” effectively retaining
knowledge when a generation retiresknowledge when a generation retires
Hiring a MultigenerationalHiring a Multigenerational
StaffStaff

18.  Baby Boomers and the generations that follow them may haveBaby Boomers and the generations that follow them may have
different levels of commitment to work, but all can be effectivedifferent levels of commitment to work, but all can be effective
contributorscontributors
 Consider when to stress job security and when to stressConsider when to stress job security and when to stress
workplace flexibility when interviewingworkplace flexibility when interviewing
 Appreciate the skills of the individual you are consideringAppreciate the skills of the individual you are considering
Understanding the Priorities ofUnderstanding the Priorities of
Different GenerationsDifferent Generations

19.  ……means different things to people frommeans different things to people from
different generations.different generations.
 Baby Boomers may have more questions aboutBaby Boomers may have more questions about
benefits and job securitybenefits and job security
 Gen X and Y may need to hear more aboutGen X and Y may need to hear more about
opportunities for collaboration and personalopportunities for collaboration and personal
growth.growth.
The Desirable WorkplaceThe Desirable Workplace

20. Retaining the wisdom of older employees whoRetaining the wisdom of older employees who
are approaching the traditional retirement ageare approaching the traditional retirement age
is criticalis critical
Implement succession-planning systemsImplement succession-planning systems
Enhance mentoring programs and other internalEnhance mentoring programs and other internal
collaborative projectscollaborative projects
Invite retirees and future retirees to return as advisorsInvite retirees and future retirees to return as advisors
Build an alumni networkBuild an alumni network
Extend the tenure of top employees throughExtend the tenure of top employees through
telecommuting, part-time, or consultancytelecommuting, part-time, or consultancy
arrangements.arrangements.
Passing the TorchPassing the Torch

21.  Possible Causes:Possible Causes:
 Shared resources: Space, equipment, staff,Shared resources: Space, equipment, staff,
budgetbudget
 Goal differencesGoal differences
 InterdependenceInterdependence
 Style differencesStyle differences
 Value differencesValue differences
 Organizational ambiguitiesOrganizational ambiguities
 Communication problemsCommunication problems
Mastering ConflictMastering Conflict

22.  Often thought of as negativeOften thought of as negative
 On Teams conflict is necessaryOn Teams conflict is necessary
 Conflict indicates trustConflict indicates trust
 Becomes a problem when differences becomeBecomes a problem when differences become
too bigtoo big
 ““I am a strong believer in strong personalitiesI am a strong believer in strong personalities
and strong opinions…I think that's how theand strong opinions…I think that's how the
best decisions are made.” President Obamabest decisions are made.” President Obama
Mastering ConflictMastering Conflict

23.  Conflict is productive when:Conflict is productive when:
 Positive outcome is reachedPositive outcome is reached
 Learning occurs-clearing up a misunderstandingLearning occurs-clearing up a misunderstanding
 Helps to understand yourselfHelps to understand yourself
 Part of the organizational culture/healthy teamsPart of the organizational culture/healthy teams
 Builds relationshipsBuilds relationships
Mastering ConflictMastering Conflict

24. 1.1. Share perceived issuesShare perceived issues
2.2. Identify needs of all partiesIdentify needs of all parties
3.3. Seek solutions to meet the parties’ goalsSeek solutions to meet the parties’ goals
4.4. Develop an action planDevelop an action plan
5.5. Follow upFollow up
The Conflict DiscussionThe Conflict Discussion

25.  General strategiesGeneral strategies
 Strategies for Gen Xers to use with BabyStrategies for Gen Xers to use with Baby
BoomersBoomers
 Strategies for Baby Boomers to use with GenStrategies for Baby Boomers to use with Gen
XersXers
 Tips for working with traditionalistsTips for working with traditionalists
 Enhance your working relationships withEnhance your working relationships with
millenialsmillenials
Working with MultigenerationalWorking with Multigenerational
ColleaguesColleagues

26. Respect is key, and should be reciprocal betweenRespect is key, and should be reciprocal between
generations.generations.
Younger employees can learn to value theYounger employees can learn to value the
experience of older co-workersexperience of older co-workers
Older workers benefit from fresh perspectivesOlder workers benefit from fresh perspectives
and enthusiasmand enthusiasm
Appreciate and learn from the differencesAppreciate and learn from the differences
Compromise on small issues, discuss big issuesCompromise on small issues, discuss big issues
General StrategiesGeneral Strategies

27.  Choose face-to-face conversation over email.Choose face-to-face conversation over email.
 Avoid multitasking when talking to babyAvoid multitasking when talking to baby
Boomers. Give them your full attention.Boomers. Give them your full attention.
 Learn to navigate workplace politics – play theLearn to navigate workplace politics – play the
game.game.
 Know your history: find out what has workedKnow your history: find out what has worked
in the past, and what hasn’t, at your workplace.in the past, and what hasn’t, at your workplace.
Strategies for Gen Xers to use with BabyStrategies for Gen Xers to use with Baby
BoomersBoomers

28.  Short and sweet: Gen Xers appreciateShort and sweet: Gen Xers appreciate
concise communications. Avoidconcise communications. Avoid
corporate jargon, buzzwords, and clichescorporate jargon, buzzwords, and cliches
as much as possible.as much as possible.
 Use email: take advantage of technologyUse email: take advantage of technology
to communicate with a Gen Xer.to communicate with a Gen Xer.
 Don’t micromanage. Gen Xers crave, andDon’t micromanage. Gen Xers crave, and
perform better with, autonomy.perform better with, autonomy.
 Lighten up: remind yourself that it’s OKLighten up: remind yourself that it’s OK
for work to be fun.for work to be fun.
Strategies for Baby Boomers to Use with Gen XersStrategies for Baby Boomers to Use with Gen Xers

29.  Hierarchy matters: Traditionalists respectHierarchy matters: Traditionalists respect
authority and they expect it in return.authority and they expect it in return.
 Job security matters: Traditionalists value jobJob security matters: Traditionalists value job
security highly.security highly.
 Value their experience: Traditionalists are aValue their experience: Traditionalists are a
valuable resource, because of the insightsvaluable resource, because of the insights
they’ve earned from years of experience.they’ve earned from years of experience.
 Appreciate their dedication!Appreciate their dedication!
Tips for Working with TraditionalistsTips for Working with Traditionalists

30.  Challenge and reward: offer Millenials moreChallenge and reward: offer Millenials more
responsibility when they meet goals.responsibility when they meet goals.
 Ask their opinion: Millenials treasureAsk their opinion: Millenials treasure
collaboration, and respond lesscollaboration, and respond less
enthusiastically to hierarchical structures.enthusiastically to hierarchical structures.
 Find them a mentor: Millenials andFind them a mentor: Millenials and
Traditionalists have an affinity. Both partiesTraditionalists have an affinity. Both parties
benefit from a mentoring relationship.benefit from a mentoring relationship.
 Provide timely feedback.Provide timely feedback.
Enhance your working relationshipsEnhance your working relationships
with millenialswith millenials

31.  Challenges/Advantages to being in aChallenges/Advantages to being in a
multigenerational environmentmultigenerational environment
Discussion?Discussion?

32. THANK YOUTHANK YOU
Questions?Questions?