The document discusses managing a multi-generational workforce and the importance of understanding generational differences in values, motivations, and expectations in order to attract and retain talented employees of all ages. It outlines key facts about the four generations currently in the workforce - Veterans, Boomers, Gen X, and Gen Y - and provides tips on managing each generation effectively. Understanding generational differences is crucial for recruitment, retention, and employee engagement strategies.

1. Ladies & Dudes...
Welcome to
Understanding and working with
Gen X & Gen Y...and the rest!
In today's age-diverse workplace, one management style
does not work for all. Attracting and retaining talented people
of all ages requires a new skill set in order to stay competitive
Is it really that hard?
Steve Mitchinson
Managing Partner
TeamRed Solutions
July 2009

2. Background
• Research suggests quite clearly that engaging and
retaining staff is taking on much greater significance
• A study by the University of Western Australia estimated
that absenteeism costs a whopping $5 billion in the
public sector alone every year.
• Absenteeism is a sign of a much bigger problem
• Could it be that enterprises are using generational change
as an excuse

3. The Generations...
Veterans Boomers Gen X Gen Y
•Where are the real gaps?
Why do we call the last one generation Y?

4. Is this the origin of Gen Y

5. All generations have vital instincts
The differences are
their:
•Motivations
•Expectations
•Communication
The Hermann group 2007
It is how they display the instincts that is different

6. Why be aware of generational differences?
Key Facts
•For the first time in our history, four generations are
now working side by side
•For the next several decades, for every two employees
who are eligible to retire we have less than one
employee to take their place!
•Research by Harvard University suggests that
Between 1977 and 2007, employment of workers 65
and over increased 101%.
Considerations for Recruitment and Retention
Need to understand key generational differences in
order to both attract and keep good employees
•What employees want from a job and their boss
•What they will do if their organization or their boss
―does not deliver‖

7. What does this mean to employers?
•Employees have become more sophisticated consumers of employment
opportunities
•A new employer/employee dynamic has emerged
•Things that attract people to a company (pay and benefits) are not the same things
that keep them or engage them
•They are now less tangible - work-life balance, career development, performance
management, respect
You can rent their presence but you cannot buy their passion
―

8. Implications for recruitment
Veterans Boomers Gen X Gen Y
Born 1922 – 1943 1944 - 1960 1961 – 1980 1981 – 2000
Implication for Expect: Expect: Expect: Expect:
recruiting Respect To be “in charge” Flexibility in work Fast decision making
Accommodation to Give and take in arrangements – “work Work itself to be
work scheduling problem solving and life balance” stimulating
needs decision making Ready access to Continuous feedback
Clarity and Competition with interesting and Frequent praise
consistency with other individuals for meaningful work Work in teams
respect to roles, the most interesting choices, and to Reliance on internal
responsibilities, work and the best significant opportunities and external support
performance rewards for development (will networks
standards, decision Challenging work change jobs if necessary Continuous learning &
making processes to get these) change
Varying levels of Highly self sufficient in
competence in use use of technology
of technology
Source: ―Workforce Engagement and Retention in the United States‖ by John Furcon of Buck Consultants Dec 2008

9. The Employment Deal...
Veterans Boomers Gen X Gen Y
Born 1922 – 1943 1944 - 1960 1961 – 1980 1981 – 2000
How they view Loyalty to the Loyalty to one’s Selective loyalty Balanced loyalty
the work organisation career
relationship
Attitudes about Hard work is good Meet or surpass one’s Work is considered self – Wok synonymous with
work & pay in itself own expectations of fulfilment continuous learning
success and change
Generational Transportation & Information Age Technological Age Integration of
defining skills telecommunication information Age & Tech
s Age Age while multiskilling
View of change Get it over with Create it Make it work for you Inevitable and
increasing in pace
What they want Fair Wage Competitive wage Wealth Wealth accumulation
Stable Employment Stable employment in Work life balance opportunities
Secure retirement meaningful work Early retirement Indulge interests and
Comfortable and curiosities
“interesting Expect to work in
retirement retirement
Source: ―Workforce Engagement and Retention in the United States‖ by John Furcon of Buck Consultants Dec 2008

10. Goals of Gen X and Gen Y

11. Drivers of Employee Commitment
The Watson Wyatt drivers of employee Towers Perrin found 10 drivers of
commitment (and the percentage of commitment- In order they are:
the impact of each) are: 1. Senior management‘s interest in
1. Trust in senior leadership: 14% employees‘ well-being
2. Chance to use skills: 14% 2. Challenging work
3. Competitiveness of rewards: 11% 3. Decision-making authority
4. Job security: 11% 4. Evidence that the company is
5. Quality of company‘s products and focused on customers
services: 10% 5. Career advancement opportunities
6. Absence of work-related stress: 7% 6. The company‘s reputation as a good
7. Honesty and Integrity of company‘s employer
business conduct: 7% 7. A collaborative work environment
8. All other factors: 26% where people work well in teams
8. Resources to get the job done
9. Input on decision making
10.A clear vision from senior
management about future success‖

12. Employee Rank of Retention Factors – Top Ten
1 Quality of relationship with supervisor or manager (Motivational Fit)
2 Ability to balance work and home life (Home Life)
3 Amount of meaningful work—the feeling of making a difference
(Motivational Fit)
4 Level of cooperation with co-workers (Cooperation and Trust)
5 Level of trust in the workplace (Cooperation and Trust)
6 Quality of compensation package (External Rewards)
7 Opportunities for growth and advancement (External Rewards)
8 Clear understanding of work objectives (Motivational Fit)
9 Link between pay and individual contributions (External Rewards)
10 Other (Undefined)

13. The Top Five Factors
Employees top five factors for leaving:
The percentage of employees is shown along with the classification of
the factor.
1. Quality of relationship with supervisor or manager (78%,
Motivational Fit)
2. Ability to balance work and home life (78%, Home Life)
3. Amount of meaningful work—the feeling of making a difference
(76%, Motivational Fit)
4. Level of cooperation with co-workers (74%, Cooperation and Trust)
5. Level of trust in the workplace (71%, Cooperation and Trust)

14. The “Veterans” (now 60+)
What do they value?
– Loyalty - Nostalgia
– Dependability
– Persistence
– Hard Working and Self Sacrifice
– Authoritarian - Traditional
– Wisdom and experience over technical knowledge
– Black and white world view
Source: Dr. Linda Duxbury, Professor, Sprott School of Business, Carleton University,
Ottawa

15. The Baby Boomers (now 40 to 60)
What do they value?
– Workaholics – Accept stress
– Self-fulfillment
– Importance of title/status symbols
– Entitlement
– Demanding of respect and sacrifice from
subordinates
– Optimistic
– Non-conformist – experimental
– Objective sense of right and wrong
Source: Dr. Linda Duxbury, Professor, Sprott School of Business,
Carleton University, Ottawa

16. About Boomers and beyond
• Effects of longevity
• ―Encore‖ careers work in education, health care, government,
non-profit organizations and for-profits that serve the public
good - we need to embrace the opportunity..
• Outdated corporate policies mandating traditional work
schedules

17. Generation X (now 34 to 45)
What do they value?
– Dedicated to goal achievement - desire to
be recognized
– Confident and self reliant but also can be
insecure and dependent on close
supervision
– Pragmatic
– Adaptive to change
– Non-traditional but work within the system
– Sacrifice personal life for advancement – to
a point - desire for job security
– Accept diversity
Source: Dr. Linda Duxbury, Professor, Sprott School of Business,
Carleton University, Ottawa

18. Generation Y (now 16 to 34)
What do they value?
– Independence and autonomy
– Optimistic, Diverse, Globally Connected
– Variety seeking, adaptive to change, challenge seeking
– Entrepreneurial, networking
– Distrust of hierarchy and authority, ―StreetSmart‖
– Continuous development of skills
– Lack of loyalty/unwillingness to commit
– Work-life balance
– Fun and communal workplace
– New technology
Source: Dr. Linda Duxbury, Professor, Sprott School of Business,
Carleton University, Ottawa

19. Managing the Diverse Generations
Veterans
– Use them as mentors, coaches, trainers
– Recognize:
• their reward and recognition comes from the
satisfaction of a job well done
• ―no news is good news‖ is their preferred form of
feedback
• they feel that changing jobs carries a stigma
– Help them get ready for retirement
• Phased retirement, value their contributions, help them
shift the balance
– If there is high turnover in this group, who tend to be the
most loyal, there may be real problems
Source: Lancaster and Stillman, When Generations Collide

20. Managing the Diverse Generations
Boomers
– Help them to understand the value of their work, lend an
ear, listen to them, give them projects that allow them to
showcase their skills and knowledge
– Recognize:
• their reward and recognition comes from money, title
and the ―corner office‖
• that feedback once a year – with lots of supporting
documents is enough
• they feel that changing jobs puts you behind in career
– Help them balance work and home life
– Look at chances for development, advancement and
mentoring of high profile boomers
Source: Lancaster and Stillman, When Generations Collide

21. Managing the Diverse Generations
Gen X
– Invest in them, give them career development, they are
resume builders
– Recognize:
• their reward and recognition comes from freedom and
security
• that they want immediate feedback – now!
• they feel that changing jobs is necessary – it happens
– Give them balance now! Have policies and practices that
focus on lifestyle
– Communicate to these employees
Source: Lancaster and Stillman, When Generations Collide

22. Why do Gen Y seem different
• Not afraid to challenge the status quo
• Seek to pursue creativity and independent thinking
• Very independent and tech savvy.
• Have financial smarts
– 37% of Gen Y expect to start saving for retirement before they reach 25
– 49% say retirement benefits are a very important factor in their job choices.
– 70% of the Gen Y respondents make voluntary contributions. (survey by Purchase, N.Y.-based
Diversified Investment Advisors.)
• Work-life balance isn't just a buzz word
• Want change, and they want it now
• It is still about Wants & Needs – sometimes theirs are different
This compares with Gen X - known for its independent thinking, addiction to change
and emphasis on family – but on a new level

23. Managing the Diverse Generations
Gen Y
– Allow them to multi-task, multi-skill
– Recognize:
• idea of boomerang employee
• their reward and recognition comes from work that has
meaning for them
• that they want immediate feedback – yesterday!
• that work isn‘t everything; it is just one of the activities
they spend their time on; they need flexibility to
balance their activities
• they feel that changing jobs is routine – it is what they
expect to do – many times
– Look at the work – is it stimulating? is there a chance to
learn?
Source: Lancaster and Stillman, When Generations Collide

24. Are we being fair to Gen Y ?
• The older generations tend to brand Gen Y as being distinguished for their sense
of entitlement, outspokenness, inability to take criticism, and technological
sophistication. Is that justified or whose fault is it?
• Fortune deemed Generation Y the most high-maintenance, yet potentially most
high-performing generation in history. Maybe that explains it ?
• Time described members of Generation Y as wanting real life balance - they don't
want to be slaves to their jobs the way their Baby Boomer parents are. Are they
just continuing what Gen X started?
http://www.cio.com/article/149053/Management_Techniques_for_Bringing_Out_the_Best_in_Generation_Y
They're like Generation X on steroids.
Bruce Tulgan, a founder of New Haven, Conn.-based RainmakerThinking

25. 10 Key Differences between Gen X & Gen Y
1. Preferred style of leadership
X - only competent leaders will do
Y - collaboration with management is expected
2. Value of Experience
X - don't tell me where you have been, show me what you know
Y - experience is irrelevant, as the world is changing so fast
3. Autonomy
X - give them direction, and then leave them to it
Y - questions, questions, questions
4. Feedback
X - expect regular feedback
Y - need constant and immediate feedback
5. Rewards
X - freedom is the ultimate reward
Y - money talks Source: Krista Third of Tamm Communications

26. The 10 Differences between Gen X & Gen Y
6. Training
X - want to continually learn, if they don't they will leave
Y - still in an exam driven mentality
7. Work Hours
X - do their work and go home
Y - will work as long as needed ...or until they get bored
8. Work Life Balance
X - they want to enjoy life to the full, while they are young enough to do so
Y - their lives are busy - they need a lot of 'me' time
9. Loyalty
X - they are committed as everyone else working there
Y - already working out their exit strategy
10. Meaning of Money
X - it gives freedom and independence
Y - just something that allows them to maintain their lifestyle
Source: Krista Third of Tamm Communications

27. Interesting fact?
Workers who use the web for entertainment
while at work — whether they're tweeting,
watching YouTube videos, shopping, or
catching up with the news — are 9% more
productive than those who don't, according to
a recent study by Professor Brent Coker at the
University of Melbourne

28. Exercise - Why do we think staff leave
Reasons people leave their employers
1= Very Important , 5=Not Important 1 2 3 4 5
1
2
3
4
5
6
7
8
9
10

29. Some Best Practices
• Identification of key personnel
• Identification of key positions
• Corporate key competencies
• Frequent performance reviews
• Competitive remuneration
• Individualized T&D plans
• A continuous process
• Ensure Developmental Opportunities
• Create transitional positions
• Encourage staff with potential to take on new assignments
/upgrade their skills
• Consider job exchanges/sharing/ shadowing
• Fill temporary vacancies strategically
• Accessible management

30. Is your engagement strategy a bit like this?

31. Understanding what drives employee engagement
“What employees seek — indeed, what we all seek in our work experience
— is a blend of tangible and intangible elements that together create an
environment of stimulation, contribution, recognition (monetary and
otherwise), development, learning and support (from day-to-day
management and senior leadership)”
Towers Perrin : Working today: Understanding what drives employee engagement

32. The Drivers of Engagement
Motivational Fit: challenge, meaning, autonomy, organizational fit,
manager relationship, job clarity
External Rewards: recognition, growth/advancement, compensation,
pay vs. contributions, organisation responsiveness
Cooperation and Trust: cooperation with co-workers, level of trust in
workplace
Organisational Direction: clear vision and strategy, appropriate
selection practices
Work/Life Balance: Surprise, surprise...
Workplace Harmony: internal politics, stress, workplace volatility

33. 10C’s of Employee Engagement
• Communicate: clearly indicate expectations of the employee. Provide regular
(balanced)feedback to employees regarding their work and performance.
Career: provide meaningful work along with career growth opportunities.
Confidence: Provide effective feedback to induce and boost confidence in an
employee.
Control: Empower employees with the control they need on their job and career.
Clarity: Provide a clear vision of what job is to be done and how it is to be done.
Collaborate: Good coordination and relationships require leadership to cultivate
trust amongst the team, and to motivate their employees to work in and as a
team.
Compliment: Give recognition to the employee for the job well done.
Connect: Make employees feel valuable and important. Show that you care.
• Contribute: Give opportunities to employees to contribute in the management
decision making process. Seek suggestions, new ideas, and ways of
improvement.
• Credibility: Managers must lead by example by demonstrating ethical standards
and practices. They are the custodians of the company‘s reputation.

34. The 8 Enemies of Engaging Gen Y
• Uniformity
• The colour Grey
• Rules driven behaviour
• Isolation
• Lack of recognition
• Dropped in the deep end
• Lack of career opportunities
• Boredom or tedium
Based on the work of Kevin Panozza - former MD Salesforce

35. A Model for Engagement

36. The Traits of the disengaged
• Don‘t express any desire to know the expectations
for their job roles.
• Not curious about their company and their place in
it.
• Perform inconsistently or at consistently low levels.
• Waste their potential, do not work with passion and
are disconnected from their companies.
• Do not drive innovation or move their organizations
forward.
• No strong relationship or engagement with their
managers or fellow employees.
• Show up for work on time, put in a day‘s work, but
not connected to their jobs.
• Exhibit a general negativity

37. Becoming an employer of choice
• Organizational Policies
• Support the technology they use in their personal lives.
• Commit to socially responsible causes.
• Training Initiatives
– Communication Skills
– Collaborative problem solving skills
• Management Structures
– Mentors are needed to show GenY‘s the ropes.
– New hire orientations.
– Frequent check-in meetings with managers.

38. The Importance of Transparency
• Facilitates accountability, trust, communication, responsibility,
pride
• Encourages communications and information exchange
• Invites responsibility and accountability
• Builds trust and pride.
• Discourages work-politics
• A sense of achievement and belongingness is derived from a
healthy work environment
• Employees are more likely to display their full potential
• Less likely to leave because of stress and frustration.

39. Staff Retention Strategies
Develop a Plan & Strategy to Deploy it – and remember to communicate it
loudly
Gathering Information —The first step in improving engagement, absenteeism
and retention is to understand the causes.
Communication - Organizations need to talk to employees and measure their
opinions to see why turnover is happening. In addition, talking to other
organizations and benchmarking their practices can provide direction for creating
a strategy.
Employee Development —In response to employees‘ desire for growth and
advancement opportunities, organizations can introduce enhanced/flexible
training and development programs, succession management systems, and other
approaches for investing in their employees.
Recruitment – an often overlooked aspect is the actual recruitment process. What
research has been undertaken to link staff absenteeism and turnover with
recruitment strategies and profiles?

40. Staff Retention Strategies
Work Environment/ Nature of Work
Several aspects of the work environment are directly linked to employees‘
satisfaction. These would include:
• Empowerment
• Enhancing open lines of communication between managers and employees
improve the overall quality of working relationships.
• Interventions designed to make the workplace more hospitable will lead to
improved retention. These could include:
– Introduction of relaxed dress codes
– Telecommuting options
– Flexible work schedules
Systems
• The ease with which IT systems can be used to assist an employee in their job
are a major driver of satisfaction
• The level of access to external sites is becoming a key point for debate

41. Staff Retention Strategies
Training & Development
• Individual Career Progression Plans
• Individual Training & Development Plans
• Setting Known Criteria for Career Progression
• Formal Performance Appraisals – perform and act!
• 360 Degree Feedback Mechanisms
Rewards and Recognition
• Organizations could consider improving the quality of compensation, benefits,
and special perks as a means for improving retention. Employees want
recognition for a job well done. Whilst understanding public sector limitations
may apply in some instances, these can come in several forms:
• Special bonuses or rewards can help employees feel proud of their work and let
them know that their efforts are acknowledged.
• Pay and recognition linked in some way to performance because employees
know there are consequences for their actions.

42. Is it your leadership style?
Cultural fit
– The personality, leadership characteristics of the candidate should be in
sync with the culture of the hiring organization.
– The personality, leadership characteristics of the manager should be in sync
with the culture of the hiring organization.
Challenge:
• Put yourself in your staffs shoes
• Think back to the best boss you have had.
• What was it about them that made them so great?
• How well would you stack up ?

43. Top 10 Leadership Qualities
The Top Ten Qualities of a Great Leader :
1. They showed genuine interest in me as a person.
2. They were always approachable.
3. They made time to really listen to me.
4. They asked for my ideas, opinions and input.
5. They were firm but fair with everyone.
6. They did not have an ego problem, power or control issues - they put the
organisation and the team before themselves.
7. They were open and honest; if the answer to a request or idea was no they
explained why.
8. They showed respect, both for themselves and everyone else. They treated
everyone equally – regardless of ‗status‘ or role.
9. They coached me through questioning, not ‗telling‘.
10.They were sociable but always ultimately professional.
How do your rate?

44. Top 10 Qualities of Ineffective Leaders
Lack Energy & Enthusiasm
Accept their own mediocre performance
Lack clear vision & direction
Have poor judgement
Don’t collaborate
Don’t walk talk
Resist new ideas
Don’t learn from mistakes
Lack interpersonal skills
Fail to develop others
Your challenge is...to make yourself redundant
Source – HBR June 2009

45. How do we get Gen Y to stay?
Fulfilment of TRUST Commitment
employee’s Intention
Know and •Job
expectation Workplace
•Effective to
agree the Mgt
•Team Stay
employee’s &
Delivery Snr Mgt
Expectations
of the
‘THE DEAL’ Deal
FAIRNESS JOB
SATISFACTION
START BUILD RETAIN

46. Ask yourself ...
• Who are my key people?
• What makes them exceptional?
• What motivates them?
• How are they feeling?
• Are their working environment and terms of employment (i.e. compensation)
competitive?
• Do they know how much you value them?
• What are their aspirations? Career goals?
• Can I help them meet these goals?

47. Accountability Matrix
Value
(make the numbers) Former Heroes (1) New Heroes
Work
Performance
Irritant
(misses the numbers) Unemployed Potential Heroes (2)
Irritant Value
(Inappropriate values) (Appropriate values)
Values

48. Different generations require different approaches
• Remember that there are four generations to manage
• Be careful not to stereotype – generation is simply one characteristic that can be
used to help us understand people
• Don‘t forget the basics- all generations want:
– Work-life balance
– Interesting work
– A good salary and benefits
– Flexible hours of work
Its just their definitions that are different!

49. High Level Strategies
Promoting Work/Life Effectiveness
Developing Support Services
Listening to employees and showing (genuine) interest in ideas
Providing an environment of trust and respect

50. Medium Level Strategies
Appreciating and recognizing a well done job
Recognition/reward for successfully completing firm-sponsored certifications
Flexible benefits
Medical care reimbursement
Providing conveniences at workplace
Gym or Sporting club membership program
Providing training and development and personal growth opportunities
Sabbatical programs
Professional skills development
Individualized career guidance

51. Case Study – Creating a Healthy Workplace
• Automation of more basic tasks which have made frontline roles more
challenging, varied and interesting;
• Increasing the profile of the work areas and what they are achieving for the
enterprise
• Improved physical environment
• Value placed on customer service as a contributor to the strategic plan;
• Emphasis on developing more effective leaders
• Better recruitment, training and development programs to hire and develop the
right staff. Employee involvement in hiring
• Non traditional performance measures – linked to organisational strategy
• Increased focus on quality and quantity rather than just the numbers
• A stronger emphasis on workforce planning and flexible working arrangements
• Improved visibility and commitment to defined career paths
• Creating a feeling of loyalty & pride - cultural development
• Rewarding contribution – staff involvement in key business and R&R decisions
• Being different e.g. massages, in house benefits, CEAD FM, Staff functions, RTO
• “The best thing about working here is....”

52. “Little of today’s
technology is
proprietary. Technology
is easily obtained and
replicated and only
levels the playing field.
An organization’s
valued human assets
cannot be copied.”
Bill Gates

53. From the beginning...
Gen X... Gen Y...
• Lots of dysfunctional families • Pampered, nurtured and
• High divorce rate programmed
• More mothers at work • High(er) expectations of self
• Mum‘s at work • High(er) expectations of employers
• Mum and Dad both work • Ongoing learning
• Two parent incomes • Immediate responsibility
• Time of insecurity and the recession • Goal-oriented:
• ―the recession we had to have‖

54. Technology & the Generations
Gen X Gen Y
• PC gradually took control • Internet, mobile phone, SMS,
• Walkmans were very advanced instant messaging replaced
• Microwaves communication
• They gradually become • Video games replaced sport
technology literate – digital • Reality TV
immigrants • Emergence of virtual
communities & social networks
• The most technically literate
generation yet – digital natives

55. The Generations and economic times
Gen X Gen Y
• Recession late 80‘s/early90‘s • High employment
• Job uncertainty • Strong economy
• High unemployment • Consecutive years of growth
• Seen the economic highs and the • Never seen a tough time
lows
Grew up in buoyant times..until
Experienced and survived by now!
economic turmoil