The document discusses shifting generational attitudes in the workplace during economic change. Key findings include:
1) Compensation, benefits, and company stability are the top factors for all generations when evaluating jobs. Healthcare and paid time off are the most important benefits.
2) 40% of workers are more inclined to look for new opportunities outside their current firms, while 31% plan to stay and build tenure.
3) 46% of people plan to work past traditional retirement age due to economic conditions.
In 3 sentences or less, this document summarizes research on changing workplace priorities and career plans of multiple generations during and after a recession. Employee focus has shifted to job security, compensation, and skills development over
Ndedi and start ups performance on job creationlancedafric.org
This document summarizes research from the Kauffman Foundation on the importance of startups in job creation. It finds that startups, defined as new businesses in their first year, create about 3 million net new jobs per year on average. In contrast, existing businesses destroy more jobs than they create each year. As a result, without startups, there would be no net job growth in the US economy in most years. The document also notes that job creation by startups remains stable even during recessions, while existing businesses significantly cut jobs. It introduces the Business Dynamics Statistics dataset used in the research and outlines theories on how job creation and destruction change over the lifespan of businesses.
Talkin 'Bout My Generation.
While the four different generations bring a variety of challenges to employers, they also present a great opportunity for innovation and collaboration. Learn how to recognize the different generations in this Baudville white paper.
This document outlines 7 actions for building an organizational culture that supports ongoing change and development. The actions are: 1) Understand who supports and resists change; 2) Explain the reasons and rationale for change; 3) Communicate what the changes are through different communication approaches; 4) Involve those impacted by change; 5) Leverage social networks and peers to facilitate change; 6) Make implementing changes easy; and 7) Sustain the changes over time. The document provides examples and frameworks to illustrate each action.
Companies are struggling with growth and shareholder value in today's economy. Delivering real value to customers through products and services that solve their problems is key. KTS Marketing Solutions helps companies discover, develop, and deliver their core value in order to provide meaningful differentiation in the marketplace through improved marketing, sales, and service strategies. They utilize proven processes and methodologies to identify opportunities to create short, mid, and long-term value across markets, business models, and products.
The document summarizes a women leaders conference focused on empowerment through technology. It discusses how technology has historically liberated women from the 1920s to today. The conference aimed to show leaders how embracing technology can enable innovation, increase productivity, and empower stronger leadership. Speakers urged women to engage with technology and avoid trend fatigue.
WEBINAR INFORMATION:
In the contemporary U.S. workforce, four generations now often work side by side. They have had varied life experiences, are characterized by different levels of technological expertise and knowledge, and are often distinguished by racial, cultural, religious, and regional diversity. This webcast will address the implications of these differences for employers and managers. The primary focus is on the differences between generations and what they mean for managers who are trying to build teams and support the diverse needs of their employees. The webcast will also emphasize the technological divide that is at times a divisive element between generations in how they approach their work and personal lives. The effects of globalization and increasing diversity area also addressed.
By the end of this webcast participants will be able to:
• Identify the characteristics and work orientations of Traditionalists, Baby Boomers, Generation X’ers, and Millennials.
• Understand intergenerational dynamics and the technological and social media divide between generations
• Develop more cohesive, smooth functioning work teams
• Appreciate and capitalize on the value of multiple employee perspectives and capabilities
• Employ new strategies for overcoming differing generational perspectives at the workplace in order to increase productivity
ABOUT THE PRESENTER:
Bahira Sherif Trask, PhD., is a Professor and Associate Chair of Human Development and Family Studies at the University of Delaware and a Policy Scientist in the Center for Community Research and Service. She holds a PhD in Cultural Anthropology from the University of Pennsylvania and an undergraduate degree in Political Science with a concentration in International Relations from Yale University.
Dr. Trask is a leading expert on globalization, work and families in Western and non-Western contexts. She has authored and edited a number of books in this area, including Globalization and Families: Accelerated Systemic Social Change (Springer, 2010). Her latest book (to be released fall 2013) is Women, Work and Globalization: Challenges and Opportunities (Routledge).
Dr. Trask speaks on her research on work, family, and workforce development for the 21st century in a variety of venues including at the United Nations, corporations such as Gore and Microsoft, and academic institutions, including most recently Yale University.
Watch webinar- http://careerminds.com/webinar/working-successfully-with-a-multigenerational-diverse-workforce-in-the-21st-century/
Ndedi and start ups performance on job creationlancedafric.org
This document summarizes research from the Kauffman Foundation on the importance of startups in job creation. It finds that startups, defined as new businesses in their first year, create about 3 million net new jobs per year on average. In contrast, existing businesses destroy more jobs than they create each year. As a result, without startups, there would be no net job growth in the US economy in most years. The document also notes that job creation by startups remains stable even during recessions, while existing businesses significantly cut jobs. It introduces the Business Dynamics Statistics dataset used in the research and outlines theories on how job creation and destruction change over the lifespan of businesses.
Talkin 'Bout My Generation.
While the four different generations bring a variety of challenges to employers, they also present a great opportunity for innovation and collaboration. Learn how to recognize the different generations in this Baudville white paper.
This document outlines 7 actions for building an organizational culture that supports ongoing change and development. The actions are: 1) Understand who supports and resists change; 2) Explain the reasons and rationale for change; 3) Communicate what the changes are through different communication approaches; 4) Involve those impacted by change; 5) Leverage social networks and peers to facilitate change; 6) Make implementing changes easy; and 7) Sustain the changes over time. The document provides examples and frameworks to illustrate each action.
Companies are struggling with growth and shareholder value in today's economy. Delivering real value to customers through products and services that solve their problems is key. KTS Marketing Solutions helps companies discover, develop, and deliver their core value in order to provide meaningful differentiation in the marketplace through improved marketing, sales, and service strategies. They utilize proven processes and methodologies to identify opportunities to create short, mid, and long-term value across markets, business models, and products.
The document summarizes a women leaders conference focused on empowerment through technology. It discusses how technology has historically liberated women from the 1920s to today. The conference aimed to show leaders how embracing technology can enable innovation, increase productivity, and empower stronger leadership. Speakers urged women to engage with technology and avoid trend fatigue.
WEBINAR INFORMATION:
In the contemporary U.S. workforce, four generations now often work side by side. They have had varied life experiences, are characterized by different levels of technological expertise and knowledge, and are often distinguished by racial, cultural, religious, and regional diversity. This webcast will address the implications of these differences for employers and managers. The primary focus is on the differences between generations and what they mean for managers who are trying to build teams and support the diverse needs of their employees. The webcast will also emphasize the technological divide that is at times a divisive element between generations in how they approach their work and personal lives. The effects of globalization and increasing diversity area also addressed.
By the end of this webcast participants will be able to:
• Identify the characteristics and work orientations of Traditionalists, Baby Boomers, Generation X’ers, and Millennials.
• Understand intergenerational dynamics and the technological and social media divide between generations
• Develop more cohesive, smooth functioning work teams
• Appreciate and capitalize on the value of multiple employee perspectives and capabilities
• Employ new strategies for overcoming differing generational perspectives at the workplace in order to increase productivity
ABOUT THE PRESENTER:
Bahira Sherif Trask, PhD., is a Professor and Associate Chair of Human Development and Family Studies at the University of Delaware and a Policy Scientist in the Center for Community Research and Service. She holds a PhD in Cultural Anthropology from the University of Pennsylvania and an undergraduate degree in Political Science with a concentration in International Relations from Yale University.
Dr. Trask is a leading expert on globalization, work and families in Western and non-Western contexts. She has authored and edited a number of books in this area, including Globalization and Families: Accelerated Systemic Social Change (Springer, 2010). Her latest book (to be released fall 2013) is Women, Work and Globalization: Challenges and Opportunities (Routledge).
Dr. Trask speaks on her research on work, family, and workforce development for the 21st century in a variety of venues including at the United Nations, corporations such as Gore and Microsoft, and academic institutions, including most recently Yale University.
Watch webinar- http://careerminds.com/webinar/working-successfully-with-a-multigenerational-diverse-workforce-in-the-21st-century/
Building Confidence workshop @ Youth Entrepreneurship Symposium 2015Siti Aishah Zahari
I was invited by the organising committee of Youth Entrepreneurship Symposium to present a 1 hour workshop on Building confidence, held at NUS Business School. YES is a 3-day experience for 400+ young aspiring entrepreneurs from various tertiary institutes in Singapore and Indonesia.
This document discusses the four generations currently in the workforce - Veterans, Baby Boomers, Generation X, and Millennials. It notes that this is the first time these four generations have worked alongside each other and outlines some of the key attributes of each generation, including their attitudes, behaviors, expectations, habits, and motivations. The document concludes by providing tips for effectively managing a multigenerational workforce, such as emphasizing common goals, developing cross-generational mentoring, and focusing on each employee's unique skills rather than generational differences.
Self-confidence is one of the biggest obstacles for women in taking a seat at the table. In order to close the gender gap, we need more women to aim for positions of leadership. However, a lack of confidence can hold women back from everything to voicing an opinion to applying for a higher position. Addressing how to overcome these barriers is a critical issue no matter what level you are in your career. In this interactive workshop, we will explore what gets in the way to self-confidence, how the lack of confidence impacts women's leadership and contributes to the leadership gap, and what you can do to get more if it to get to the next level in your career.
The document discusses different generations currently in the workplace and provides tips for maximizing strengths across generations. It notes that while broad generalizations can be made for each generation (Traditionalists, Baby Boomers, Gen X, Gen Y), every individual is unique. The document recommends treating everyone with respect, compassion, empathy and allowing people to hold each other accountable to build success each day through small actions and open communication.
The document discusses how understanding the four personality types (Sanguine, Melancholy, Choleric, Phlegmatic) and five love languages (Words of Affirmation, Quality Time, Receiving Gifts, Acts of Service, Physical Touch) can help reduce relationship conflicts. It provides information about each of the personality types and love languages, and encourages understanding yourself and others using this framework. The objective is to apply what is learned about personalities and love languages to improve relationships and lessen conflicts.
This document summarizes a presentation on boosting female leadership in global organizations. It begins with figures showing that organizations with more female leadership and more women on boards tend to outperform financially. However, women are underrepresented in corporate leadership positions. Common reasons for the leadership gender gap include lack of confidence, stress from disproportionate pressures, and lack of strong professional networks for women. The document calls for actions by employers to close the gap such as minimizing bias, providing sponsorship opportunities, and implementing career development programs. It provides examples of initiatives from various global companies and organizations to promote women's leadership. The presentation concludes with advice and inspiration from successful female business leaders.
This document discusses the multigenerational workforce and the four main generations currently comprising it: Silent Generation, Baby Boomers, Generation X, and Generation Y. Baby Boomers currently make up 41% of the workforce while Gen X and Y together make up 50.5%. With Boomers delaying retirement, the workforce is aging. By 2025, over 20% of workers will be 55 or older. Each generation brings distinct values and expectations to work. Managing a multigenerational workforce requires retaining older generations through mentorship while developing younger generations through training.
Generational issues in the workplace are one of the biggest challenges facing organizations today. This presentation covers the latest research and ideas to successfully lead 4 generations in the workplace.
This document discusses generational differences in the workplace between Baby Boomers, Generation X, and Millennials. It notes stereotypes that exist between generations but emphasizes that research does not always support these. The document outlines key events and influences that shaped each generation and how this relates to differences in work motivations, priorities, communication styles, and values. Areas of potential conflict are identified as well as differing perspectives between generations regarding feedback, work-life balance, rewards, leadership, and management styles. The document advocates understanding generational diversity and finding ways to meet the specific needs of each generation to minimize conflict in the workplace.
#FIRMday London 24th November 2016 - Talent Works: ProjectGenUp - 'The multi ...Emma Mirrington
‘ProjectGenUp - The multi-generational workplace’ Katharine Newton & Becky Grove, Talent Works. Drawing on research into all four generations working alongside each other today, Talent Works will address a lot of the misunderstanding and stereotyping that surrounds how the generations operate in the workplace, and provide practical recommendations on how to manage them in a way that drives performance, innovation and teamwork. Each generation’s attitudes to a range of hot topics from diversity to the younger boss phenomenon will be covered – and more.
This short document promotes the creation of Haiku Deck presentations on SlideShare by showcasing example photos from various photographers. It encourages the reader to get started making their own Haiku Deck presentation by providing a call to action to "GET STARTED".
Bridging the Generation Gap in the Workplacebeatyaall
The document discusses the four generations currently in the workforce - Traditionalists, Baby Boomers, Generation X, and Millennials. It describes the defining events for each generation and their core values and preferences. Differences in perspectives and work styles between the generations are noted. Managing a multigenerational workforce effectively requires understanding these generational differences and adapting practices for attracting, motivating, and retaining each generation.
Four Generations In The Workplace: Top 10 Signs of Multigenerational IssuesSacha Chua
If you've ever heard, thought, or felt any of these things, your team may have multi-generational issues. Find out how to adapt to four generations in the workplace!
This document discusses the four generations currently in today's workforce - Silents, Baby Boomers, Gen Xers, and Gen Yers. For the first time, all four generations are working side by side, bringing different cultural perspectives and priorities. Many organizations are unprepared to deal with resulting generational conflicts. Additionally, a wave of Baby Boomer retirements is looming, further changing the workforce landscape. Effective leadership is needed to bridge gaps and accommodate each generation's needs and working styles.
The Way We Work: Styles from Pre-boomers to MillennialsMindjet
The document discusses four generations in today's workforce - Pre-Boomers, Baby Boomers, Generation X, and Millennials. It provides an overview of each generation's work styles and preferences, the tools and technologies they used at work, and challenges they face navigating different work environments. Pre-Boomers value loyalty, hard work, and respect for authority. Baby Boomers are competitive, motivated by prestige, and equate long hours with commitment. Managing different generational work styles provides both opportunities and challenges for businesses.
This document discusses managing the four generations currently in the workforce: Baby Boomers, Generation X, Generation Y, and Generation Z. Each generation has unique characteristics and values shaped by important historical events during their lifetimes. Managing a multi-generational workforce effectively requires understanding the differences between each group so their strengths can be utilized while minimizing conflicts between their differing work styles and priorities. The document provides details on the defining events and core values of each generation.
Millennials believe pursuing advanced education is important for career success. Nearly 80% have completed some college and 40% say getting proper education is most important to prepare for their future careers. However, hiring managers are less certain that education alone will lead to career advancement, emphasizing the importance of transferable skills and goal-setting. Both groups agree education and skills are needed, but managers see skills as more critical than education.
Building Confidence workshop @ Youth Entrepreneurship Symposium 2015Siti Aishah Zahari
I was invited by the organising committee of Youth Entrepreneurship Symposium to present a 1 hour workshop on Building confidence, held at NUS Business School. YES is a 3-day experience for 400+ young aspiring entrepreneurs from various tertiary institutes in Singapore and Indonesia.
This document discusses the four generations currently in the workforce - Veterans, Baby Boomers, Generation X, and Millennials. It notes that this is the first time these four generations have worked alongside each other and outlines some of the key attributes of each generation, including their attitudes, behaviors, expectations, habits, and motivations. The document concludes by providing tips for effectively managing a multigenerational workforce, such as emphasizing common goals, developing cross-generational mentoring, and focusing on each employee's unique skills rather than generational differences.
Self-confidence is one of the biggest obstacles for women in taking a seat at the table. In order to close the gender gap, we need more women to aim for positions of leadership. However, a lack of confidence can hold women back from everything to voicing an opinion to applying for a higher position. Addressing how to overcome these barriers is a critical issue no matter what level you are in your career. In this interactive workshop, we will explore what gets in the way to self-confidence, how the lack of confidence impacts women's leadership and contributes to the leadership gap, and what you can do to get more if it to get to the next level in your career.
The document discusses different generations currently in the workplace and provides tips for maximizing strengths across generations. It notes that while broad generalizations can be made for each generation (Traditionalists, Baby Boomers, Gen X, Gen Y), every individual is unique. The document recommends treating everyone with respect, compassion, empathy and allowing people to hold each other accountable to build success each day through small actions and open communication.
The document discusses how understanding the four personality types (Sanguine, Melancholy, Choleric, Phlegmatic) and five love languages (Words of Affirmation, Quality Time, Receiving Gifts, Acts of Service, Physical Touch) can help reduce relationship conflicts. It provides information about each of the personality types and love languages, and encourages understanding yourself and others using this framework. The objective is to apply what is learned about personalities and love languages to improve relationships and lessen conflicts.
This document summarizes a presentation on boosting female leadership in global organizations. It begins with figures showing that organizations with more female leadership and more women on boards tend to outperform financially. However, women are underrepresented in corporate leadership positions. Common reasons for the leadership gender gap include lack of confidence, stress from disproportionate pressures, and lack of strong professional networks for women. The document calls for actions by employers to close the gap such as minimizing bias, providing sponsorship opportunities, and implementing career development programs. It provides examples of initiatives from various global companies and organizations to promote women's leadership. The presentation concludes with advice and inspiration from successful female business leaders.
This document discusses the multigenerational workforce and the four main generations currently comprising it: Silent Generation, Baby Boomers, Generation X, and Generation Y. Baby Boomers currently make up 41% of the workforce while Gen X and Y together make up 50.5%. With Boomers delaying retirement, the workforce is aging. By 2025, over 20% of workers will be 55 or older. Each generation brings distinct values and expectations to work. Managing a multigenerational workforce requires retaining older generations through mentorship while developing younger generations through training.
Generational issues in the workplace are one of the biggest challenges facing organizations today. This presentation covers the latest research and ideas to successfully lead 4 generations in the workplace.
This document discusses generational differences in the workplace between Baby Boomers, Generation X, and Millennials. It notes stereotypes that exist between generations but emphasizes that research does not always support these. The document outlines key events and influences that shaped each generation and how this relates to differences in work motivations, priorities, communication styles, and values. Areas of potential conflict are identified as well as differing perspectives between generations regarding feedback, work-life balance, rewards, leadership, and management styles. The document advocates understanding generational diversity and finding ways to meet the specific needs of each generation to minimize conflict in the workplace.
#FIRMday London 24th November 2016 - Talent Works: ProjectGenUp - 'The multi ...Emma Mirrington
‘ProjectGenUp - The multi-generational workplace’ Katharine Newton & Becky Grove, Talent Works. Drawing on research into all four generations working alongside each other today, Talent Works will address a lot of the misunderstanding and stereotyping that surrounds how the generations operate in the workplace, and provide practical recommendations on how to manage them in a way that drives performance, innovation and teamwork. Each generation’s attitudes to a range of hot topics from diversity to the younger boss phenomenon will be covered – and more.
This short document promotes the creation of Haiku Deck presentations on SlideShare by showcasing example photos from various photographers. It encourages the reader to get started making their own Haiku Deck presentation by providing a call to action to "GET STARTED".
Bridging the Generation Gap in the Workplacebeatyaall
The document discusses the four generations currently in the workforce - Traditionalists, Baby Boomers, Generation X, and Millennials. It describes the defining events for each generation and their core values and preferences. Differences in perspectives and work styles between the generations are noted. Managing a multigenerational workforce effectively requires understanding these generational differences and adapting practices for attracting, motivating, and retaining each generation.
Four Generations In The Workplace: Top 10 Signs of Multigenerational IssuesSacha Chua
If you've ever heard, thought, or felt any of these things, your team may have multi-generational issues. Find out how to adapt to four generations in the workplace!
This document discusses the four generations currently in today's workforce - Silents, Baby Boomers, Gen Xers, and Gen Yers. For the first time, all four generations are working side by side, bringing different cultural perspectives and priorities. Many organizations are unprepared to deal with resulting generational conflicts. Additionally, a wave of Baby Boomer retirements is looming, further changing the workforce landscape. Effective leadership is needed to bridge gaps and accommodate each generation's needs and working styles.
The Way We Work: Styles from Pre-boomers to MillennialsMindjet
The document discusses four generations in today's workforce - Pre-Boomers, Baby Boomers, Generation X, and Millennials. It provides an overview of each generation's work styles and preferences, the tools and technologies they used at work, and challenges they face navigating different work environments. Pre-Boomers value loyalty, hard work, and respect for authority. Baby Boomers are competitive, motivated by prestige, and equate long hours with commitment. Managing different generational work styles provides both opportunities and challenges for businesses.
This document discusses managing the four generations currently in the workforce: Baby Boomers, Generation X, Generation Y, and Generation Z. Each generation has unique characteristics and values shaped by important historical events during their lifetimes. Managing a multi-generational workforce effectively requires understanding the differences between each group so their strengths can be utilized while minimizing conflicts between their differing work styles and priorities. The document provides details on the defining events and core values of each generation.
Millennials believe pursuing advanced education is important for career success. Nearly 80% have completed some college and 40% say getting proper education is most important to prepare for their future careers. However, hiring managers are less certain that education alone will lead to career advancement, emphasizing the importance of transferable skills and goal-setting. Both groups agree education and skills are needed, but managers see skills as more critical than education.
Millennials believe pursuing advanced education is important for career success. Nearly 80% have completed some college and 40% say getting proper education is most important to prepare for their future careers. Younger female Millennials especially see education as critical. Millennials who earned bachelor's or higher degrees see master's and professional degrees as relevant to career progression. However, managers are less certain education alone will lead to success and emphasize learning transferable skills and setting goals with managers instead.
This document discusses training a multigenerational workforce. It provides an overview of the four main generations currently in the workforce - Traditionalists, Baby Boomers, Generation X, and Millennials. Each generation has different formative life experiences that shape their work styles, views on change, careers, and expectations around training. Effective training requires understanding these generational differences and tailoring approaches to learning, communication, problem solving, and leadership to different preferences. Generational diversity in the workforce provides both opportunities and challenges for developing training programs.
Keep Peace and Keep Learning in a Multi-Generational WorkforceBizLibrary
This document discusses training a multigenerational workforce. It provides an overview of the four main generations currently in the workforce - Traditionalists, Baby Boomers, Generation X, and Millennials. Each generation has different formative life experiences that shape their work styles, views on change, careers, and expectations around training. Effective training requires understanding these generational differences and tailoring approaches to learning, communication, problem solving, and leadership to different preferences. Generational diversity in the workforce presents both challenges and opportunities for organizations.
Managing today's multigenerational workforce presents unique challenges as four generations - Silent, Baby Boomer, Gen X, and Gen Y - now work together. Understanding differences in each generation's attitudes, styles, and expectations is critical for effective communication and collaboration. As Baby Boomers delay retirement and Gen Y enters the workforce, companies must prepare for potential leadership and talent deficits. Creating a workplace where all staff works in harmony despite generational differences will strengthen organizations.
Managing today's multigenerational workforce presents unique challenges as four generations - Silent, Baby Boomer, Gen X, and Gen Y - now work together. Understanding differences in each generation's attitudes, styles, and expectations is critical for effective communication and collaboration. As Baby Boomers delay retirement and Gen Y enters the workforce, companies must prepare for potential leadership and talent deficits. Creating a workplace where all staff works in harmony despite generational differences will strengthen organizations.
2012 the year we changed banking by resurgent performanceNatalie Hall
This document discusses the need for banks to change their strategies and business models in 2012. It notes that past years have not been outstanding for banks and that change is required to improve performance. Banks are encouraged to find niche markets, improve customer profitability modeling, differentiate themselves from large banks, cut costs deeper, and optimize their branch networks. The realities of further industry consolidation, the importance of scale, rising regulatory costs, and narrow margins are also addressed. Banks are urged to think differently and adopt new strategies to become more relevant.
Masters of the universe: 50 greatest leaders, part 1sebastien gerard
George Merck led Merck through a focus on research and development over marketing. He invested heavily in R&D, with over 5% of income going towards it starting in 1933. Through R&D, Merck discovered and industrialized important drugs like vitamin B12, cortisone, and streptomycin. Merck also grew through strategic mergers and partnerships. Merck's focus on innovation through R&D led to significant discoveries that helped patients.
The document discusses managing multiple generations in the workplace. It covers the characteristics of Traditionalists, Baby Boomers, Generation X, Generation Y, and Generation Z. Each generation has unique attributes based on the historical events that shaped them. To be effective, workplaces must understand generational differences and allow flexibility in management style, communication preferences, and benefits to engage all generations. Focusing on mutual respect and leveraging the strengths of each generation creates a cohesive and high performing workplace.
This document lists 100 things to watch in 2013 according to JWT, an advertising agency. It begins with background on JWT's track record of previous predictions. The main section lists 100 emerging trends in a variety of categories like technology, retail, food, media and more. Each trend is described in a sentence or two. The document emphasizes that many of these trends point to a future of more personalized, data-driven experiences and services across many domains.
The document discusses the major provisions of the Fair Labor Standards Act (FLSA), including coverage, minimum wage, overtime pay, recordkeeping, and exemptions. It provides details on:
- The FLSA applies to over 130 million workers through enterprise coverage of businesses doing at least $500,000 in annual sales or individual coverage.
- The minimum wage is currently set at $7.25 per hour and must be paid to covered, non-exempt employees for all hours worked.
- Overtime pay at 1.5 times the regular rate of pay is required for hours worked over 40 in a workweek by covered, non-exempt employees.
- Various exemptions exist including the "white collar" exemption
Shrm 2013 Holiday Schedules 121018161542 Phpapp0J. Kim Scholes
The document summarizes the key findings of a SHRM survey on 2013 holiday schedules. It found that over 90% of organizations will observe major holidays like New Year's Day, Memorial Day, Independence Day, Labor Day, Thanksgiving, and Christmas. Fewer organizations close for religious holidays besides Christmas Eve and Christmas Day. Overall, 12% of organizations will be closed between Christmas and New Year's Day.
Shrm Achieve Future Changes Workforce 120925153125 Phpapp01[1]J. Kim Scholes
The document discusses findings from a survey on changes in workforce and skills requirements over the past decade. Key findings include that over half of organizations reported increased staff size and more jobs requiring specific technical skills. Nearly half saw higher education requirements and increased diversity. Industries most likely to see higher education needs now than 10 years ago included health, manufacturing, and government. High-tech, manufacturing and construction saw the largest rise in jobs requiring specific skills. Most organizations expect these trends to continue or accelerate in the next 3-5 years.
5tipsforpresentingtoexecutives 120813124313 Phpapp02[1]J. Kim Scholes
The document provides 5 tips for presenting to executives: 1) Get to the point in 1 minute, 2) Talk about problems winning in the marketplace rather than today's problems, 3) Sell a vision before discussing details, 4) Lead with stories rather than data, and 5) Don't be afraid of executives but show how your project can help address their fears. The tips are summarized using humor and examples to engage executives as the intended audience.
Impactday maximizinglinkedinandsocialmediafornon-profitspzvupdates-1206081755...J. Kim Scholes
This document provides strategies for non-profits to maximize their use of LinkedIn. It recommends creating an engaging personal profile that highlights skills and experience, and establishing an organization presence on LinkedIn. It also suggests growing the organization through social recruiting and networking by connecting with colleagues, partners, and relevant groups. The document provides tips on using LinkedIn productivity tools and strategies like maintaining an ongoing social media presence to engage supporters.
Shrm survey findings the hiring of 2012 university gradsJ. Kim Scholes
The survey found that nearly half (47%) of organizations hired 2012 undergraduates, an increase from 2011 and 2010. About one-third (31%) hired 2012 postgraduates, also up from previous years. Most hires were for full-time positions, with 64% of undergraduates and 83% of postgraduates in full-time roles. While over half of organizations not already hiring said they had no plans to, publicly owned for-profits and nonprofits were more likely than private companies to hire graduates. The top reason for not hiring was lack of openings, though some graduates were seen as under or overqualified.
Kpcbinternettrends2012final 120530095815 Phpapp01J. Kim Scholes
This document summarizes key trends in internet and mobile usage from a presentation given on May 30, 2012. It finds that while internet and mobile adoption continues to grow rapidly globally, mobile monetization faces challenges. Specifically, mobile advertising rates and revenues per user are significantly lower than desktop levels, constraining revenue growth for companies like Google and Facebook as mobile usage increases. However, mobile traffic and transactions are also growing quickly, presenting opportunities for new business models to better monetize the mobile ecosystem.
Npr Recruiting For A Big Brand Wo Big BudgetJ. Kim Scholes
The document discusses the challenges of recruiting for NPR with limited budgets and resources. It outlines NPR's talent strategy of leveraging social media and employment branding to manage costs and maximize outreach. This included canceling most major job boards, engaging employees to promote openings to their networks, and building an employment brand focused on NPR.org, referrals, LinkedIn, Twitter and Facebook as the leading sourcing channels. The strategy was developed out of necessity rather than trends.
Alliancedatahrpresentation 120508181901 Phpapp02J. Kim Scholes
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
The document provides tips for recruiting professionals on how to manage hiring managers. It discusses common problems hiring managers face, such as being overloaded with unqualified candidates. The solution involves improving interactions with hiring managers at each stage of the hiring process. This includes gathering complete information from job descriptions, writing effective job requisitions, asking the right questions, targeting the best profiles, and pitching alternative candidates when needed. The document provides examples and checklists to help recruiters have successful conversations with hiring managers.
Shrm aarp2012strategicwpfinal-120408175603-phpapp02J. Kim Scholes
The survey found that:
- 40% of organizations have conducted strategic workforce planning assessments to identify future workforce needs over the next 5 years.
- 27% of organizations are becoming aware of potential shortages of younger workers with needed skills as older workers retire.
- Nearly half of organizations believe potential loss of talent from retiring older workers will cause problems for their organization or industry over the next decade.
- Organizations are taking steps like increased training, developing succession plans, and offering flexible work arrangements to retain older workers and prepare for potential skill gaps.
Recruiters using social media for hiring can encounter several legal issues. They may improperly access private information stored on social networks without authorization in violation of privacy laws. They also cannot make hiring decisions based on job applicants' union organizing activities or personal characteristics like disability status that are protected under anti-discrimination laws. Additionally, recruiters need to carefully consider what types of information found on social media are actually relevant to the job requirements and avoid making decisions based on unusable information. Companies should establish clear policies on appropriate social media screening that are consistently applied for all applicants.
A Look at How We Reward the Work of Today - and TomorrowJ. Kim Scholes
This document discusses six developments affecting how work is rewarded:
1) Work is increasingly social and connected. Rewards are moving from individual to peer-based and viral.
2) There is a focus on work that matters and makes an impact. Rewards are being designed to tie work to employees' passions and show how their contributions make a difference.
3) Salaries are being viewed as a long-term investment in employees, not just a yearly expense. Rewards must support long-term contributions.
4) There is an adaptability imperative as the nature of work changes rapidly. Variable pay is controversial but can engage employees if well-designed to avoid unintended consequences.
This document provides a global perspective on employee engagement based on a study of over 47,000 employees across 120 countries. It found that only 11% of employees worldwide are engaged at work, while 62% are not engaged and 27% are actively disengaged. Highly engaged workplaces see better business outcomes like 18% higher productivity and 16% higher profitability than disengaged workplaces. Engaged employees also report greater well-being. Understanding what drives engagement can help improve performance and lives worldwide.
The document summarizes the results of a SHRM poll about the ongoing impact of the recession. It finds that in 2011, 77% of organizations had lost 10% or less of employees, up from 65% in 2010. About two-thirds reported no change or mild-to-significant recovery in financial health compared to a year ago. Nearly three-quarters were currently hiring, mainly for non-management and management roles. Most hiring was to replace lost jobs rather than create new positions.
The document summarizes steps for renegotiating employee benefit contracts to reduce costs. It outlines that the HR director has fiduciary responsibility to obtain quotes and ensure the company gets the best rates. Getting quotes only from the current broker is not sufficient, as brokers have incentives to maintain the status quo. The document recommends obtaining multiple bids from different brokers/carriers to create competition and lower rates. It provides an example where getting additional quotes revealed over $1 million in potential savings from lower claims costs and commissions. Overall it promotes being an informed negotiator to reduce healthcare benefit expenses.
Anti Corruption As Strategic Csr A Call To Action For CorporationsJ. Kim Scholes
Corruption costs an estimated $2.6 trillion globally each year. While corporations have traditionally focused on compliance to address corruption risks, this paper calls for them to take a more strategic and proactive approach. It recommends that corporations strengthen compliance programs, collective action initiatives, efforts to address corruption on the demand side among public officials, and leverage their unique assets to help solve the critical issue of corruption in developing markets.
A Guide to a Winning Interview June 2024Bruce Bennett
This webinar is an in-depth review of the interview process. Preparation is a key element to acing an interview. Learn the best approaches from the initial phone screen to the face-to-face meeting with the hiring manager. You will hear great answers to several standard questions, including the dreaded “Tell Me About Yourself”.
Leadership Ambassador club Adventist modulekakomaeric00
Aims to equip people who aspire to become leaders with good qualities,and with Christian values and morals as per Biblical teachings.The you who aspire to be leaders should first read and understand what the ambassador module for leadership says about leadership and marry that to what the bible says.Christians sh
Exploring Career Paths in Cybersecurity for Technical CommunicatorsBen Woelk, CISSP, CPTC
Brief overview of career options in cybersecurity for technical communicators. Includes discussion of my career path, certification options, NICE and NIST resources.
Resumes, Cover Letters, and Applying OnlineBruce Bennett
This webinar showcases resume styles and the elements that go into building your resume. Every job application requires unique skills, and this session will show you how to improve your resume to match the jobs to which you are applying. Additionally, we will discuss cover letters and learn about ideas to include. Every job application requires unique skills so learn ways to give you the best chance of success when applying for a new position. Learn how to take advantage of all the features when uploading a job application to a company’s applicant tracking system.
Jill Pizzola's Tenure as Senior Talent Acquisition Partner at THOMSON REUTERS...dsnow9802
Jill Pizzola's tenure as Senior Talent Acquisition Partner at THOMSON REUTERS in Marlton, New Jersey, from 2018 to 2023, was marked by innovation and excellence.
MISS TEEN GONDA 2024 - WINNER ABHA VISHWAKARMADK PAGEANT
Abha Vishwakarma, a rising star from Uttar Pradesh, has been selected as the victor from Gonda for Miss High Schooler India 2024. She is a glad representative of India, having won the title through her commitment and efforts in different talent competitions conducted by DK Exhibition, where she was crowned Miss Gonda 2024.
1. Workplace Redefined Shifting Generational Attitudes During Economic Change 1
Workplace
Redefined
Shifting Generational Attitudes
During Economic Change
2. Workplace Redefined Shifting Generational Attitudes During Economic Change
Table of Contents
1 Introduction
3 What the Generations Really Want: It’s Not so Different
6 Career Plans: Building Skills and Moving On
8 Ready to Retire … or Not?
10 Bridging the Generational Gaps
12 Hiring Managers Weigh in on Worker Productivity
14 Recession Lessons: Back to Basics
15 Survey Methodology and Demographics
16 About Robert Half
1945
1950
1955
1960
1965
1975
1970
Gen X
Baby Boomers
The ENIAC The XEROX® TV color The Rolodex The Hula Hoop® The IBM® E-mail starts Apollo 11 The Busicom
computer, Model A broadcasting is marketed is launched and Selectric as a way for astronauts desk calculator
completed in becomes the begins in in 1956 to sells for $1.98. typewriter, multiple users of take the first uses the first
1946, could fill a world’s first 1953. store business Twenty-five an influential a time-sharing walk on the commercial
small house from xerographic contact million were model of electric mainframe moon. microprocessor.
floor to ceiling. copier. information. sold in four typewriters, is computer to
months. unveiled in 1961. communicate.
3. Workplace Redefined Shifting Generational Attitudes During Economic Change 1
Introduction Overview
Has the Great Recession changed the perceptions of
multiple generations about the workplace? Has it re-
any of your staffing needs. For more information on
hiring and retention, visit roberthalf.com.
arranged their priorities and goals for their profession-
al lives? What issues concern them most? This report Generations We Surveyed
addresses the most notable changes in the workplace • Generation Y: Born primarily between 1979 and
in the wake of the recession and the shifting attitudes 1999, this generation’s oldest members, ages 21
of employees and employers in a changing economy. It to 31, are already in the workforce.
also shows that the experience of working through this
• Generation X: Born roughly between 1965 and
difficult period has served to unify generations.
1978, workers representing this generation range
Workplace Redefined is a research initiative that high- in age from 32 to 45 years.
lights key trends and provides timely advice to help • Baby Boomers: Born between 1946 and 1964,
you recruit and retain talented employee teams of all members of this generation range from 46 to
generations, both now and in the future. We hope you 64 years.
find it useful and invite you to contact us for help with
2000
2005
1980
1985
1990
1995
2010
Gen Y
Modern fax MTV, an The Nintendo® Microsoft® IBM launches Sony introduces Google is Apple® Founded
machines American Entertainment releases its its ThinkPad its fifth-generation founded. Its name introduces in 2005,
become cable television System is earliest version of line of laptop era video game is a play on the the iPod®, an YouTube
feasible in network, launched to eager the Office suite computers. console, the word googol, the MP3 music becomes the
the workplace in launches in video game of productivity PlayStation. mathematical term player that fits world’s most
the mid-1970s. 1981. enthusiasts. applications. for a one followed in your pocket. popular online
by 100 zeros. video community.
4. Workplace Redefined Shifting Generational Attitudes During Economic Change 2
About the Research
This white paper summarizes data from a multigen-
erational study of currently employed workers in the
United States and Canada. Robert Half commissioned
a web survey of 1,453 working adults, including Findings
502 hiring managers, sampling men and women
from each generation. The purpose of the study was • Foosball Out; Salary, Benefits and Stability In
to gain insight into the various generations’ attitudes — Compensation, benefits and company stability are the top three factors for all generations
and opinions about the post-recession workplace when evaluating an employment opportunity.
and to compare the generational perspectives on:
• Healthcare and Time Off Are Prized Benefits
• Employment opportunities — These were cited as most important in determining job satisfaction for all generations.
• Job satisfaction • Many Intend to Seek Greener Pastures
• Multigenerational work teams — 40 percent of workers said they’re more inclined today to look for new
• Career plans opportunities outside their firms.
• Work environment preferences — 31 percent of employees plan to stay put and build tenure with their companies.
• Retirement plans • Retirement May Be on Hold
— 46 percent of people surveyed plan to work past the traditional retirement age.
• The Multigenerational Workplace Has Benefits and Challenges
— 43 percent of workers polled say that varying experience levels and areas of expertise
are the greatest benefits of a multigenerational workplace, but they cite differences in
work ethic and approach to work/life balance as the biggest challenges.
— 72 percent of hiring managers find it challenging to manage teams composed of
members of different generations.
• Hiring Managers Expect More Productivity
— 50 percent of managers polled expect their teams’ productivity levels to increase
as the economy recovers.
— 41 percent of hiring managers say they believe employees are working smarter.
— 33 percent of managers supplement their teams with project professionals during
1962 annual workload peaks.
The Chevrolet Impala is the top-selling car in the United States.
— 33 percent use interim professionals to help with major new projects.
5. Workplace Redefined Shifting Generational Attitudes During Economic Change 3
What the Generations
Really Want:
It’s Not so Different 1976
iCom launches the “Frugal
Floppy,” an 8-inch drive that
retails for $1,200.
Salary and Stability for Security’s Sake
Without question, recent economic conditions • To assist with recruitment and retention,
have sharpened workers’ focus on stability. Having consider flexible scheduling and/or tele-
witnessed firsthand the downturn’s impact on the
for Employers commuting – much-desired benefits for
jobless rate, those we surveyed place more weight • When recruiting candidates from all genera- all generations.
on jobs that offer greater financial security for the tions, emphasize your company’s competitive • If possible, try to keep compensation in line
future. In fact, all generations rank working for a salary and benefits, stability, and reputation. with or slightly above what competitors in
stable company and having a strong sense of job your market are paying. If raises are not
• To retain your best people, support their
security as most important in their current work possible, consider one-time bonuses.
professional goals and create opportunities
environment. In addition, baby boomers, Gen Xers
for training and career advancement. • Award bonuses as soon as you are able. If
and Gen Yers all prioritize salary, benefits and job
stability highest when evaluating an employment • Given that all generations rank dental care they are typically provided annually, consider
opportunity. among the top three benefits (see Page 5), splitting them into more frequent payouts
it could be a smart recruitment and retention throughout the year.
Generational Differences: strategy to provide this benefit if your company • Bonuses and other financial rewards aren’t
• For baby boomers, benefits and company stability doesn’t already. the only type of acknowledgement that mat-
surpass salary in level of importance. ters; consider offering on-the-spot awards,
• Gen Yers rank opportunities for advancement such as gift certificates or movie tickets.
and job title higher than do Gen Xers and
baby boomers.
6. Workplace Redefined Shifting Generational Attitudes During Economic Change 4
Recession Lessons What Workers Value Most Keeping an Eye on the Prize
Employees were asked to rate the importance of Employees surveyed were asked to rate on a 10-
Survey respondents were asked to identify
the following work environment factors on a scale of point scale the importance of the following when
the most valuable career lesson they learned
one to 10 (one being least important and 10 being evaluating an employment offer (one being least
during the recession:
most important): important and 10 being most important):
• Gen Yer: “Focus on skills and knowledge develop-
ment to increase your value to your company.” Working for a
stable company 8.8 Salary 9.0
• Gen Xer: “Don’t take your job for granted.” Having a strong sense
of job security 8.8 Benefits 8.9
• Baby Boomer: “Stability is king.”
Having work/life balance 8.7 Company
stability 8.9
Working with people I enjoy Opportunities for
8.6 professional growth/ 8.6
advancement
Working with a manager
I can respect and learn from 8.6
Company location 8.4
Having a short commute 7.5
Company leadership 8.0
Working with
state-of-the-art technology 7.1 Company reputation/
brand recognition 7.8
Working for a socially
responsible company 7.1 In-house training
programs 7.2
Having a nice
6.7
office space
Job title 6.7
1977 Diversity of
Hungarian Erno Rubik receives company's staff 6.1
a patent for a unique puzzle
constructed of interlocking Tuition reimbursement 6.1
cubes. Since then, more than
300 million Rubik’s Cubes® Company's charity/
have been sold. philanthropic efforts 5.8
7. Workplace Redefined Shifting Generational Attitudes During Economic Change 5
Healthcare and Time Off Are Top Benefits Employees were asked to rate how important the All Work, Little Pay?
Healthcare is a key concern. All generations rated following benefits and perks are as they pertain to Employees surveyed said they feel their compensa-
its importance to their overall job satisfaction at overall job satisfaction on a scale of one to 10 (one tion has not kept pace with the amount of work
9.1 out of 10, with 10 being most important. being least important and 10 being most important): they’re doing. More than one-third of workers
believe they have yet to be fairly compensated for
The second highest-ranking benefit was vacation/ Healthcare/extended*
healthcare coverage
9.1 the extra work they performed during leaner times.
paid time off at 9.0 on a scale of one to 10. The
Perhaps that’s why four in 10 professionals polled
long hours many professionals have put in during Vacation
(paid time off) 9.0 are inclined to seek new job opportunities as the
the recession are likely fueling the desire for time
off to recharge. economy improves.
Dental care
coverage 8.6
Workers were asked if they think they are being fairly
Generational Differences:
401(k)/RRSP*
8.3 compensated for having assumed a greater workload:
• 401(k) plans/Registered Retirement Savings program
Plans (RRSP) (in Canada) and bonus programs
rank higher with Gen Xers and baby boomers Bonuses 7.8
than with Gen Y workers.
Flexible work hours/
7.7 22% Yes 37% No
• Gen Y employees place more value on on-site telecommuting
perks (e.g., dry cleaning, fitness centers, cafeterias
Profit-sharing
or subsidized lunches), as well as subsidized plans 7.1
transportation, gym memberships and snacks or
Subsidized training/ 41% Workload
lunch, than other generations. education 6.9
has not
changed
*Unique to Canada
“Thirty years of life/work
experience and reputation will
always beat a recession.”
— Baby boomer survey respondent
8. Workplace Redefined Shifting Generational Attitudes During Economic Change 6
Generational Differences:
• More than one-third (36 percent) of Gen Yers
Career Plans: plan to look for new opportunities in their field.
• 30 percent of Gen Xers and even fewer baby
Building Skills and boomers (24 percent) plan to make a move.
Post-recession career plans:
Moving On Enhance my
Gen Y Gen X Baby Boomer
35%
skill set 38%
28%
29%
Build tenure
Self-Improvement and Self-Marketing with my company 33%
31%
If there’s one lesson employees learned from the
36%
recession, it’s that having a variety of skills and Look for new
job opportunities
30%
wearing many hats can be valuable sources of job 24%
security. Perhaps that’s why more than one-third of
31%
all survey respondents plan to improve their skill sets Strive for a 24%
to become more marketable. As training becomes a promotion
17%
greater focus, employers can benefit from providing 25%
opportunities for their teams to learn new skills, Work more 25%
hours
hone existing ones and become more tech-savvy. 16%
Communication, customer service and project 20%
management are examples of areas in which Go back 19%
to school
workers of all ages can improve. 10%
1980
3M introduces Post-it® Notes, 20%
which create a whole new Seeking Greener Pastures Make a career 15%
change
category in the marketplace and Although job stability is highly prized, more than 12%
change people’s communication
and organization behavior forever.
twice as many workers surveyed say their experi- Work fewer 4%
ences during the downturn have made them more hours 4%
inclined to look for new job opportunities than those 6%
who are less likely to switch employers. 16%
Will not make
any changes 21%
29%
9. Workplace Redefined Shifting Generational Attitudes During Economic Change 7
for Employers
• Gen Yers, also known as Millennials, are eager • Many professionals want to build tenure with • Make retention of top performers a priority.
to seek promotions, but they also are most their firms, so offer assignments that allow them Let them know that, just as they were asked
likely to seek job opportunities elsewhere. to expand their skills and support their efforts at to make sacrifices during the downturn, they
Give them regular feedback and empower professional development (e.g., provide tuition can expect to be rewarded as conditions
them to take on roles that leverage their reimbursement, online training, time off to attend improve. You can also make the environment
strengths, such as leading a social networking seminars, workshops or conferences). Gen Xers more fun for all generations with pizza lunches
task force to promote the business’s products and boomers surveyed place more value on in- or ice cream socials, outings to sporting
or services. house training programs, and Gen Y and Gen X events or theaters, or philanthropic activities.
employees appreciate subsidized education.
Onward and Upward Measuring Employee Engagement Bring Back Bonuses!
Workers were asked whether the recession has Employees were asked how engaged they are in Following are the cut or reduced benefits/perks
made them more or less inclined to look for new job their work as a result of their experiences during the that employees want reinstated as the economy
opportunities outside their firms. Their responses: recession. Their responses: improves:
1. Bonuses
40% 28% 2. 401(k)/RRSP* matching programs
More More
inclined engaged 3. Subsidized training/education
18% 18% 4. Profit-sharing plans
Less Less
inclined engaged 5. Employee discounts
6. Free/subsidized snacks/lunches
7. Subsidized transportation
Workers to Employers: In what may come as a pleasant surprise, 28 percent Top responses shown. *Unique to Canada
Show Us the Money of employees feel more engaged in their jobs as a
In addition to staff cutbacks, many companies elimi- result of the recession. This number increases to
nated or decreased year-end and merit bonuses during 31 percent among U.S. respondents. This may be
the recession. Now, workers want to be rewarded because professionals have taken on new responsi-
for their efforts: Nearly one-third expect to see their bilities and faced challenges that weren’t previously
bonuses reinstated as the economy improves. part of their workday. As a result, employees in all
generations may feel more invested in their com-
pany’s success.
10. Workplace Redefined Shifting Generational Attitudes During Economic Change 8
Ready to Retire … or Not?
Professionals of all generations have seen their
nest eggs affected by the global financial crisis. Not
surprisingly, 46 percent of respondents said they
plan to work past the traditional retirement age of 65 for Employers
(51 percent in the United States and 31 percent in
Canada), with 70 percent attributing this decision • All employees appreciate the option of
to the impact of the recession. Thirty-one percent flexible schedules, but consider offering
of workers say they are investing or saving more shorter hours, telecommuting or other
money toward retirement. alternative work arrangements that might
appeal to those nearing retirement age.
As employees strive to save more money, many will
remain in the workforce longer. Some professionals • If your firm offers attractive retirement
near retirement age may be attracted to shorter savings programs, be sure to highlight
workweeks or consulting arrangements. Companies those in all of your recruiting materials.
that wish to hire these experienced workers should • Work with your HR department to help
consider offering alternative work arrangements educate members of Generation Y, in
that allow these professionals to keep one foot in particular, about saving for retirement early
the workforce while also exploring their hobbies and in their careers and the resources your firm
1984 interests. may offer to help.
Apple launches the Macintosh® computer.
• Help employees save money by offering
Generational Differences: group discounts to services they use most,
• 54 percent of baby boomers plan to remain in the such as cell phone providers, dry cleaning,
workforce past retirement age. fitness centers and public transportation.
• 45 percent of U.S. boomers say the recession has • Some boomers may appreciate the option
had a very strong impact on their decision to work to take on a transitional role prior to
longer, compared to 11 percent in Canada. retiring, such as a consultant or trainer, to
• Just over one-quarter (27 percent) of Gen Yers transfer their knowledge to less-experienced
place strong blame on the recession for their employees.
decision to stay longer in the workforce.
11. Workplace Redefined Shifting Generational Attitudes During Economic Change 9
“No matter what, I should always keep talking to people and
make sure I have opened up all possible career opportunities,
even if they are future opportunities.”
— Gen Y survey respondent
Postponing Retirement The Recession’s Impact Changes in Saving Patterns
Respondents on whether they expect to work past Workers weigh in on how much of an impact this Employees were asked if they are saving/investing
the traditional retirement age of 65: recession has had on their decision to work past more or less for retirement since the recession:
Gen Y Gen X Baby Boomer the traditional retirement age:
Gen Y Gen X Baby Boomer
United States Canada
39% 31%
Very strong 39%
Yes 46% More 34%
impact
13%
27%
54%
Somewhat of 34%
an impact 52%
29% 37%
No change 45%
No 27% 24%
No impact 45%
25% 47%
15%
32% Less 20%
Don't 27% 26%
know
21%
12. Workplace Redefined Shifting Generational Attitudes During Economic Change 10
Bridging the
Generational Gaps
Baby boomers, Gen Xers and Gen Yers all agree: Generations Joining Forces
There are benefits and challenges to working on Employees identify top benefits of working with
multigenerational teams. Communication styles or multiple generations:
even the use of technology may vary, but ultimately,
multigenerational teams learn from each other, and 1. Brings together people of varying
bringing together diverse groups increases productivity. experience levels 1984
The world’s first commercial
Hiring managers also interviewed for the survey had 2. Allows for greater diversity of project teams portable cell phone becomes
available to consumers.
strong opinions about managing a multigenerational 3. Allows for mentoring opportunities
workforce. Seventy-two percent said it was some-
what or very challenging, while just 20 percent felt Differing Values on Work
it wasn’t challenging. Respondents reveal the greatest challenges
of working with multiple generations:
No Generation Gap Here:
1. Different work ethic and approach to
• 43 percent of workers surveyed say multigenera- work/life balance Communication styles or even
tional teams bring together people of varying
experience levels to provide knowledge in 2. Conflicting communication styles the use of technology may vary,
specific areas. 3. Different points of view make it harder to
reach consensus
but ultimately, multigenerational
• 27 percent of those we surveyed say working with
multiple generations allows for greater diversity of teams learn from each other.
project teams so all points of view are heard.
• 45 percent of all generations say the greatest
challenge is that each generation has a different
work ethic and approach to work/life balance.
• 20 percent of survey respondents say the biggest
challenge is conflicting communication styles.
• 35 percent say working on multigenerational
teams has led to increased productivity.
13. Workplace Redefined Shifting Generational Attitudes During Economic Change 11
Together We Can Do More Managing Multigenerational Teams
Professionals were asked how working on a multi- Managers were asked how challenging it is manag-
generational team affects their productivity: ing a team consisting of multiple generations.
Their responses:
35%
Increases
productivity 15% Very
challenging
15%
Decreases 9% Does 57%
productivity not apply Somewhat
challenging
1991
20% Not The World Wide Web allows
challenging links to be made to information
anywhere on the Internet.
• Encourage project teams to use a variety
of communication protocols to facilitate
“Work hard, even when no one
for Employers workflow, including use of e-mail, instant is watching.”
messaging, group meetings and one-on-
one discussions. — Gen X survey respondent
• Set up informal cross-training or coaching
sessions, so employees of different generations • Don’t overlook the value of mentoring
can share their respective areas of expertise. programs as a learning and teaching
opportunity for everyone. A Gen Yer, for
• Encourage staff members to offer differ- example, may volunteer to mentor some-
ing points of view and innovative solutions one who has less experience using Twitter
to business challenges. The best ideas may and Facebook in the workplace.
come from an employee right out of college, a
veteran with 20 years of work experience • Determine the real reason managing a
or someone in between. multigenerational team may be challenging.
Is it a difference in experience levels, work
• Assist employees in developing project ethic or personalities? Consider an off-site
workflows or processes that accommodate team-building exercise to promote better
differing work styles. Some employees may synergies.
leverage collaboration tools such as SharePoint®,
while others prefer more traditional styles of
document sharing.
14. Workplace Redefined Shifting Generational Attitudes During Economic Change 12
Was There a ‘Recession Effect’?
• 50 percent of hiring managers said they expect
Hiring Managers Weigh in their teams’ productivity levels to increase as the
economy improves.
on Worker Productivity
• Of that number, 41 percent said their employees
are working smarter; 19 percent attributed produc-
tivity gains to employees working longer hours.
• 22 percent of managers surveyed are hiring
additional staff or bringing in project support to
boost their teams’ productivity levels.
Like employees, hiring managers have learned some
valuable lessons from the recession, most notably its • Among the 5 percent of hiring managers who
impact on productivity. The downsizings of the past foresee a decrease in productivity, 60 percent
two years have resulted in remaining employees attribute it to staff burnout.
working longer hours and, for some, experiencing
Hiring Managers Call in the Reinforcements
burnout. Despite this, more hiring managers said they
expect their teams’ productivity levels to increase To help maintain productivity during challenging
1999
as the economy improves because employees have times, many companies have relied on temporary
Research In Motion® launches the professionals. This trend will likely continue as firms
BlackBerry® smartphone. learned to work smarter. Companies also have relied
on project or interim professionals to help core staff strive to staff more efficiently and avoid future layoffs.
get through lean times. • Since the recession, 24 percent of employers
With more professionals deferring retirement and surveyed have increased their use of temporary
remaining on the job longer, the workforce will con- and project professionals.
tinue to be comprised of at least three generations. • 33 percent of respondents use project
But 78 percent of employees agree productivity has professionals during peak workload periods.
not suffered because the workforce is becoming • 33 percent of managers polled rely on interim
increasingly multigenerational. help for major new projects.
• 27 percent of managers use temporary and
“Loyalty to your company pays off, even though the results might not project professionals as a buffer to help existing
be apparent for a while.” employees manage rising workloads.
— Baby boomer survey respondent
15. Workplace Redefined Shifting Generational Attitudes During Economic Change 13
A Team Effort
Production Boost a Boon The Efficiency Factor Running on Empty
Hiring managers were asked if they expect their Managers cite the primary reason they expect Managers reveal the primary reason they expect
teams’ productivity levels to increase, decrease their teams’ productivity levels to increase: their teams’ productivity levels to decrease:
or remain the same post-recession:
1. Employees are working smarter. 1. Employee burnout
2. They are hiring additional staff or bringing in 2. Staff cutbacks
50% project support.
Increase 3. Employee turnover
3. Employees are working longer hours.
5%
Decrease
Upping Interim Support A Helping Hand “The people in your workplace
How hiring managers’ use of temporary or project Reasons hiring managers have used temporary or
professionals has changed since the recession: project professionals in their companies*: really make or break your work
Assist during annual
33%
experience. Treating them well
24% peak work periods
Increased Assist with major has huge rewards.”
new projects 33%
Alleviate rising workloads — Baby boomer survey respondent
of existing employees 27%
17%
Decreased Access skills that
27%
don't exist internally
Evaluate as potential
full-time employees 23%
*Multiple responses permitted
16. Workplace Redefined Shifting Generational Attitudes During Economic Change 14
Recession Lessons:
Back to Basics
One thing the recession has shown us is that the to seek new job opportunities. Others will opt to
generations are not that different when it comes to remain in their current jobs and build their skill sets
the workplace. Baby boomers, Gen Xers and Gen Yers to make themselves more valuable to their employers.
share a common desire for stability, more money
For hiring managers, recruitment and retention
and healthcare coverage – all elements of a secure
2003
efforts should be based on giving employees what
future. Yet their experiences during a difficult
The business networking site they value most: competitive salaries and meaningful
economic period have had a strong impact on their
LinkedIn is launched and now has benefits, opportunities for advancement, and a sense
more than 65 million members views and perceptions about the workplace. They
that their jobs will remain secure.
worldwide. have a greater awareness of what’s most important
to them, both personally and professionally, and what The most forward-thinking employers clearly under-
they need from their employers. stand their future is tied to their ability to retain the
best people and leverage the unique contributions
Although Gen Yers have certainly learned a hard
of a multigenerational workforce. No matter how
lesson about the employment market, a significant
economic conditions shift, now is the time to start
number of them, as well as other generations, intend
rewarding the efforts of individuals among all gen-
erations. Companies that actively develop attractive
employee programs and identify clear career paths
for their top performers will be prepared for growth
as the business climate improves.
“I’m thankful I have a job at all. My father was laid off from a large
company . . . that put everything in perspective for me.”
— Gen Y survey respondent
17. Workplace Redefined Shifting Generational Attitudes During Economic Change 15
Survey Methodology
and Demographics 2004
The social networking site
Facebook launches. It now has
more than 400 million active
users and is growing.
The information in this report is based on a survey
Male 716
developed by Robert Half and conducted by an
independent research firm. It includes a total of 1,453 Female 737
web interviews of employed professionals in North Total 1,453
America between 21 and 64 years of age (716 males 2006
Total employed workers surveyed includes 502 hiring managers
and 737 females), including 502 hiring managers. Twitter launches, enabling users
Members of the baby boomer generation (approximate to send and read tweets of up to
140 characters.
ages 46 to 64 years old) and Generation X (approxi-
mate ages 32 to 45 years old) are employed full-time
and have college degrees. Members of Generation Y
surveyed (approximate ages 21 to 31 years old) are
employed full-time or part-time and have college
degrees or are currently attending college.
“It pays to be with a company or within a field of work that can offer
job stability and security.”
— Gen Y survey respondent
18. Workplace Redefined Shifting Generational Attitudes During Economic Change 16
About Robert Half
Founded in 1948, Robert Half is the world’s first and
largest specialized staffing firm, with more than 360
offices worldwide. Our company regularly appears on
FORTUNE® magazine’s list of the “World’s Most
Admired Companies.” Our professional staffing divi-
sions include Accountemps®, Robert Half® Finance &
Accounting and Robert Half® Management Resources,
for temporary, full-time and senior-level project
professionals, respectively, in the fields of accounting
and finance; OfficeTeam®, for highly skilled office and
administrative support professionals; Robert Half®
Technology, for project and full-time technology
professionals; Robert Half® Legal, for project and
full-time staffing of lawyers, paralegals and legal
support personnel; and The Creative Group®, for
creative, advertising, marketing, web and public
relations professionals. For more information about
the specialized staffing and recruitment divisions of
Robert Half, visit roberthalf.com.