Building a Strong Multigenerational Workforce.pptx

Building a Strong Multigenerational Workforce

1. Building a Strong Multigenerational Workplace Susan Haywood, MA, CHRP Human Resource Blueprints Ltd Designing HR Strategies for Business Success [email protected] [phone] www.hrblueprints.ca http://hrblueprints.wordpress.com http://twitter.com/#!/HRBlueprints

2. What is this all about? For the first time ever we have 4 different generations in our workforce working together side-by-side: Traditionalists (born 1925 to 1945) Baby Boomers (born 1946-1964) Generation X (born 1965-1980) Millennials (Gen Y) (born 1981 to 1995) Copyright Human Resource Blueprints Limited 2011

3. What is this all about? Each of these generations have been impacted by various events that shape who they are and how they work We need to understand what motivates the various generations and how we can work together Stereotypical experiences and perceptions of each generation help us to understand perspectives Copyright Human Resource Blueprints Limited 2011

4. Different Perceptions Perceptions frequently have generational issues as their cause “He is not committed to his job” “She has a poor work ethic” “He does not respect experience” “I can’t believe the way she dresses” “What do you mean I can’t work from home on Fridays?!?” “Who cares that we have always done it that way, with technology we can do it better this way” Copyright Human Resource Blueprints Limited 2011

5. The Challenge "Managing multigenerational workforces is an art in itself. Young workers want to make a quick impact, the middle generation needs to believe in the mission, and older employees don't like ambivalence. Your move." Harvard Business School "Working Knowledge“ newsletter, April 2006: "Can you manage different generations?" Copyright Human Resource Blueprints Limited 2011

6. A New Generation Gap “The term Generation Gap was used mostly to describe conflicts between parents and children. Today, the “Gap” has more of a presence in the workplace, where employees from different generations are finding it difficult to work side by side because their experiences, goals and expectations are different”. GOVEXEC.com Copyright Human Resource Blueprints Limited 2011

7. Generational Snapshot of Canadian Workforce Copyright Human Resource Blueprints Limited 2011

8. Generational Snapshot of Ottawa Workforce Copyright Human Resource Blueprints Limited 2011

9. What Shaped You? National Events Music Technology Values Relationships Parental Expectations Other? Copyright Human Resource Blueprints Limited 2011

10. Characteristics Traditionalists Born 1925-1945 Baby Boomers Born 1946-1964 Generation X Born 1965-1980 Millennials Born 1981-1996 Age Span 66 to 86 years old 47 to 65 years old 31 to 46 years old 16 to 30 years old Traits Conservative Believe in Discipline Respect for authority Loyal Patriotic Idealistic Break the rules Time stressed Politically correct Pragmatic Self-sufficient Skeptical Flexible Media/Info/Tech savvy Entrepreneurial Confident Well-educated Self-sufficient Tolerant Team builders Socially/politically conscious Defining Events Great depression World War II Korean War Vietnam War Woodstock Watergate Missing children Latch Key Kids Computers in school School shootings Terrorism Corporate scandals To Them Work Is If you want a roof and food…. An exciting adventure A difficult challenge To make a difference Work Ethic Loyal/dedicated Driven Balanced Eager but anxious Employment Goals Retirement Second career Work/life balance Unrealistic Education A dream Birthright Way to get to an end A given Communication Face to face Telephone Email IM/Text messaging Time at Work is defined Punch clock Visibility Why does it matter if I get it done today? Is it 5 PM? I have a life. Need most in the workplace Continued involvement past 65. ‘I want to stay involved” Recognition! ‘Stop ignoring me!’ More information ‘Nobody tells me anything!” Praise and fun; or is that fun and praise? Copyright Human Resource Blueprints Limited 2011

11. Generational Factoids 29% of the Traditionalists agreed that a person should build their career with one employer, compared to 14% for Boomers and 11% of Xers When asked “Which generation is the best at finding work-life balance?”, all generations picked Millennials Millennials indicated that flexible workplace and opportunity for promotion were more important than salary BridgeWorks ' 2001 Generations Survey Copyright Human Resource Blueprints Limited 2011

12. Traditionalists Generation Copyright Human Resource Blueprints Limited 2011

13. Traditionalists Generation Majority (95%) of them have retired Possess intellectual capital and institutional knowledge Have strong work values and ethics See themselves as vigorous, contributing members of the workforce Silent stoicism (not much feedback given or expected) Copyright Human Resource Blueprints Limited 2011

14. Managing the Traditionalists Generation Offer opportunities for them to mentor Offer opportunities to continue working Allow them to volunteer if they do not want to continue working Show them that you value their expertise and contributions Copyright Human Resource Blueprints Limited 2011

15. Baby Boomers Copyright Human Resource Blueprints Limited 2011

16. Baby Boomers The “Me” generation More hours equals better performance; now regret They are the managers that are running our organizations today Career oriented “Love the good life” Love job performance feedback Copyright Human Resource Blueprints Limited 2011

17. Managing the Baby Boomers Help them explore their next set of workplace options, and demonstrate how your organization can continue to use their talents Walk the talk on work-life balance by redesigning their jobs to accommodate multiple life demands Encourage them to enrich their present job and grow in place if they need to slow their career pace Copyright Human Resource Blueprints Limited 2011

18. Generation X

19. Generation X The next generation of leaders The most well educated generation Goal-oriented Free Agents vs. Company Loyalists Thrive on independence Want to be challenged Led dot.com boom Copyright Human Resource Blueprints Limited 2011

20. Managing Generation X Talk to them about their reputation, not just job tasks; they want your candid perspective and feedback (Trust) Acknowledge their ability to work independently and encourage them to leverage their entrepreneurial abilities Help them get the most out of every job position by discussing what the job can do for them and what they can learn from it Copyright Human Resource Blueprints Limited 2011

21. Millennial Copyright Human Resource Blueprints Limited 2011

22. Millennials Value independence but need some supervision Look for new challenges Challenge the status quo Want the job of their dreams not a good job Want the opportunity to make an impact Fear boredom more than anything else Copyright Human Resource Blueprints Limited 2011

23. Managing the Millennials Demonstrate the stability and long-term value of your organization, and also show how your organization is flexible and filled with learning opportunities for them Provide work schedules that help them build careers and families at the same time Make groups and teams part of their job Copyright Human Resource Blueprints Limited 2011

24. Summary of Work Characteristics Traditionalists Boomers Xers Millennials Practical Always at work Optimistic Want recognition Sense of entitlement Skeptical Confident and independent Hopeful and optimistic Unwillingness to commit Patient, loyal and hardworking Difficulty with change Teamwork and cooperation Do not accept change Objective sense of right and wrong Self-reliant and techno literate Adaptable to change Immediate gratification Meaningful Work Moral mindset Social activism Subjective view of reality Respectful of authority Ambitious Physical health Risk-taking Want recognition Value diversity and change Globally connected Rule followers Rewards later Prefer Structure Workaholic –”Thank God Its’ Monday” Balance work and life Technology savvy Immediate responsibility Copyright Human Resource Blueprints Limited 2011

25. The differences exist so.... DEAL WITH THEM! Copyright Human Resource Blueprints Limited 2011

26. 3 Strategies to Manage by: Communication Delegation The Gift of Feedback Copyright Human Resource Blueprints Limited 2011

27. Communication What do your employees want from a work environment? Forget exit surveys; why do people stay? What do you want from your work environment? Talk about peoples’ differences amongst your team Develop an action plan specific to your team Talk about conflict – do not let it fester Copyright Human Resource Blueprints Limited 2011

28. Delegation Boomers want teamwork, Xers want independence, Millennials want more responsibility Delegation can be the answer to everyone’s needs Prepare Xers for the next role, challenge Millennials, give Boomers some much needed balance Requires accountability and feedback P.S. Forget how long it took you to reach the point where things were delegated to you…those days are gone!! Copyright Human Resource Blueprints Limited 2011

29. The Gift of Feedback Keys to providing effective feedback : Immediate feedback – to recognize good performance, and address performance issues as they arise Positive and constructive feedback – direct, non-judgmental, ethical and based on values governing the policy Specific feedback – the feedback should pinpoint targeted strengths and areas for improvement Give feedback OFTEN – keeps employee on course, prevents work from going “off the rails” for long periods of time, and reduces the stigma of giving feedback Copyright Human Resource Blueprints Limited 2011

30. Keys to Providing Effective Feedback: Spend time with your employees to discuss the work and see how they are doing Explain how the employee’s work contributes to the big picture Delegate based on employee workload and capabilities Show your commitment to their objectives by providing needed support and direction Copyright Human Resource Blueprints Limited 2011

31. STAR Model for Giving Feedback S Situation – describe the SITUATION where the behaviour occurred T Task – describe the TASK the employee performed A Action – describe the ACTION the employee chose in this situation R Result – describe the outcome that occurred as a RESULT of the action If it is constructive feedback add an additional AR: A Alternative Action - suggest an ALTERNATIVE ACTION the employee could have chosen in this situation R Alternative Result - describe the likely outcome that would have occurred as an ALETERNATE RESULT of the alternate action Copyright Human Resource Blueprints Limited 2011

32. DON’T FORGET TO GIVE POSITIVE FEEDBACK Copyright Human Resource Blueprints Limited 2011

33. What’s Next? Digital Natives (Gen Z) (born 1996 or after) enter the scene starting in 2014: More ‘knowledgeable’ about technology than instructors have been Technology is how they connect with their friends, perform research, and feel at home When combined, Millennials & Digital Natives out number Baby Boomers by 2.4 million people in North America Multi-tasking isn’t a concept – it is the only way! Copyright Human Resource Blueprints Limited 2011

34. Questions? Copyright Human Resource Blueprints Limited 2011

35. Thank You! Copyright Human Resource Blueprints Limited 2011