Leading a Varied and Multi-Generational Workforce-Fostering Engagement and High Performance.pptx

Learning objective: Examine the tools and knowledge you need to lead a varied and multi-generational workforce effectively.

In today's rapidly evolving business landscape, organizations are increasingly becoming varied and multi-generational. This shift presents both opportunities and challenges for leaders who seek to create a high-performing and engaged workforce. To effectively manage a varied and multi-generational team, exceptional leadership is essential.
One of the primary challenges facing leaders is ensuring that all employees feel valued, motivated, and satisfied with their work. With so many competing demands and varying perspectives, it can be difficult to foster a workplace of engagement that resonates with everyone. However, by understanding the unique needs and expectations of different generations, leaders can create a more wide-ranging and supportive workplace. 

This course is designed to help you develop a targeted action plan for keeping your workforce happy and performing at their best. By understanding what drives employee engagement, you can implement strategies that promote job satisfaction, motivation, and productivity. By investing in employee engagement, leaders can create a more positive, productive, and innovative organization.

At the end of the seminar, attendees will: 
1.    Explore the unique characteristics and preferences of different generations, and how to leverage their strengths to create a high-performing team.
2.    Learn how to create a workplace where everyone feels valued, respected, and empowered to contribute their best.
3.    Develop effective communication strategies that encourage collaboration, transparency, and feedback.
4.    Offer professional development programs and mentorship opportunities to help employees reach their full potential.
5.    Implement a performance management system that rewards employees for their contributions and motivates them to strive for excellence.

1. BEYA 2025 February 14 th 2:30-3:45 Leading Diverse and Multi-Generational Workforce: Fostering Engagement and High Performance

2. P anelist P anelist P anelist Moderator Dr. Monique Farrell Dr. Joseph Bonivel Jr. Keron Taylor Dr. Daphney Chery Site Lead Operations Manager Google Program Manager & SME Department of Defense Associate Director of Manufacturing Engineering Prat t and Whitney, RTX Manager, Business Innovation and Automation Northrop Grumman

3. Workforce diversity  refers to the individual characteristics' employees have that make them unique These characteristics include but are not limited to Gender Race Ethnicity Religion Age Sexual orientation Physical abilities Ideologies Diversity also includes employees’ life experiences, how they solve issues and socioeconomic status Cognitive diversity: differ styles of thought in recognizing problems and finding solutions Lifestyle diversity: people leave various lifestyles outside of work that influence their professional life WORKFORCE DIVERSITY

4. MULTI GENERATIONAL WORKFORCE “The greatest challenge is that every generation is on a different journey in their life, Some are pushing forward in their careers and family life changes, while others are pulling back and consolidating for the next phase of their life and post-employment” - Jon Orozco

5. LEADING A DIVERSE MULTIGENERATIONAL WORKFORCE: HOW TO LEAD, FOLLOW, AND SUCCEED VALUES COMMUNICATION STYLES WORK/LIFE BALANCE TECHNOLOGY ADOPTION/UPSKILLING FINAL TIPS & TAKEAWAYS 5

6. VALUES

7. VALUE = IMPACT Values vary across cultures, socioeconomic statuses, and generations but oftentimes people value the same things but express in various ways. Terms change but what people value from an employer remains the same Employers don’t need to leave one generation behind to address another’s concern Create a culture of respect and civility that integrates different values and beliefs Foster cross generational mentorship and reverse mentoring programs to facilitate knowledge sharing and understanding Encourage team building activities that promote collaboration and appreciation of diverse perspectives Ground your efforts in employee’s experiences and value by gathering data in individualized insights on what they value, either through “howgoesit” or focus groups

8. COMMUNICATION STYLES

9. EFFECTIVE COMMUNICATION TECHNIQUES Tactics for Management to allow for communications preferences while setting expectations : Establish clear guidelines and expectations for communications channels and response times Provide training on effective communication (managers) Provide cheat sheets at onboarding with team communications preferences – include personal facts to speed up interpersonal connections Train people on scheduling emails Ensure employees don’t feel obligated to response outside of regular business hours Everyone has different communication preferences and styles, data suggests that Gen X prefers making phone calls and in person meetings Millennials prefer communications through digital channels like teams/slack (preferring quick responses and frequent updates) Gen Z- follow millennials but prefer direct messages with informal language, emojis, and preference for visual communication (F2F – short and to point) – prefer genuine transparent communications from managers Tools and Tricks to Communicate Gen X : https://www.garywaldronandassociates.com/post/bridging-the-gap-simple-steps-to-more-effective-communication-with-gen-x Millennials : https://www.forbes.com/sites/shirlpenney/2023/01/26/top-seven-ways-to-improve-communication-with-your-millennial-employees/ Gen Z : https://www.deskbird.com/blog/generation-z-communication-preferences

10. WORK LIFE BALANCE

11. AVOIDING BURNOUT Methods to increase work/life balance Offer flexible work arrangements, such as hybrid, remote, or flexible schedules. Encourage employees to prioritize self-care and well-being through wellness initiatives. Develop policies and guidelines that promote work/life balance and set clear expectations for all employees. Provide resources and support for managing stress and maintaining a healthy work/life integration Different generations have varying expectations around work hours, flexibility, and time off, but avoiding burnout is essential for members of any generation. Data suggests that  work/life imbalance significantly increases burnout , contributing to higher turnover and lower career satisfaction. A true leader knows how their team members work most efficiently, and you work with them to calibrate and set expectations. “Not all of us are good at eight hours in a row.” That could mean some of your employees work in different chunks. While that could be a challenge to set up initially, once people have a schedule, they often stick to it and remain consistent.

12. Technology Adoption/ Upskilling

13. TECHNOLOGY ADOPTION IS TEAM BUILDING It’s important to recognize that workplace technology is constantly evolving, and even digital natives will find themselves out of their comfort zone at times. With the introduction of AI, every generation is learning something new, which can create a shared experience across generations. These moments can also be a source of common ground and shared purpose. Appealing to varying adoption rates across generations comes down to creating a culture driven by learning and innovation. This also creates opportunities for cross-leveling skills across the company. It's a chance for employers to leverage learning from early adopters who understand how to use technology more than others. Training, communication, and psychological safety are critical to bridging the gap between varying adoption rates. Try the following steps Provide training programs to enhance digital skills for members of every generation, including opportunities for cross-skilling. Foster a psychologically safe culture where someone in any generation can raise their hand and say something like, “I’m having a tough time understanding the new process here, and I know I’ve asked five times, but can someone help me?” Create a technology adoption road map with ongoing support while setting training expectations. Involve employees in the decision-making process, and address their concerns regarding technology changes.

14. FINAL TIPS & TAKEAWAYS Foster culture of mutual respect Understand each other’s values Adopt appropriate communication style Understanding how each generation prefers to communicate is essential for effective relationships Embrace flexibility and personalization One size does not fit all – structured vs agile Create opportunities for cross-generational mentoring Continuous learning and growth is the byproduct As a leader remember Seek feedback Reflect on performance Explore new techniques Set team goals Iterate and adapt

15. Panelist Panelist Panelist Moderator Dr. Monique Farrell Dr. Joseph Bonivel Jr. Keron Taylor Dr. Daphney Chery Site Lead Operations Manager Google Program Manager & SME Department of Defense Associate Director of Manufacturing Engineering Pratt and Whitney, RTX Manager, Business Innovation and Automation Northrop Grumman