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Working with and Managing Multiple generations
This document discusses managing, working with, and motivating a multigenerational workforce, highlighting the characteristics, strengths, and challenges of different generations, including Traditionalists, Baby Boomers, Generation X, Generation Y, and the Next Generation. It emphasizes the importance of understanding generational differences, effective communication, and conflict resolution strategies to create a collaborative and flexible workplace. Additionally, the document suggests approaches for hiring, mentoring, and retaining talent across these diverse age groups.
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Working with and Managing Multiple generations
- 1. {{ Being in theMix: Working With,Being in the Mix: Working With, Managing and Serving MultipleManaging and Serving Multiple GenerationsGenerations
- 2. Generational CharacteristicsGenerationalCharacteristics 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 generationdo you identify with?What generation do you identify with? PollPoll
- 4. Traditionalists: Born1900-1945Traditionalists: 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% ofthe 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% ofthe 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% ofthe 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% ofthe 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 waryof 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 generationaldifferencesLeverage 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-waymentoring 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 aculture 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 theirlanguageSpeak 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 thepriorities 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 Boomersand 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 differentthings 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 wisdomof 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:PossibleCauses: 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 thoughtof 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 isproductive 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 perceivedissuesShare 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 strategiesGeneralstrategies 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-faceconversation 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 andsweet: 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 andreward: 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 tobeing in aChallenges/Advantages to being in a multigenerational environmentmultigenerational environment Discussion?Discussion?
- 32.
Editor's Notes
- #14 Older workers might be concerned that by sharing hard-earned resources or information they are helping to dig their own grave. New hires might worry that more senior employees will resent their attempts to climb the corporate ladder.