5 generations 1 workplace - malmc€¦ · and/or coordinating labor-management committees provide...
TRANSCRIPT
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2014 Mid America Labor-Management Conference
Lake of the Ozarks MO
July 9, 2014
Lu-Ann Glaser, Director ADR Services FMCS
5 Generations – 1 Workplace
Maximizing the Potential of a Generational Shift
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The Federal Mediation and Conciliation Service
Mission & Purpose
Structure & Services
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Federal Mediation and Conciliation Service
Services
Not Regulatory
or Enforcement
Work Domestically
and Abroad
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Federal Mediation and Conciliation Service
Main Statutory Authorities
Labor-Management Relations Act of 1947
Federal Labor-Management Relations Statute of
1979
ADR Act of 1990/1996
Negotiated Rulemaking Act of 1996
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The Generational Divide:
Myth, Reality, or Should We Just Get Back to Work?
Generational Diversity…
a) Impacts the workplace
b) Doesn’t Impact the workplace
c) Is given more attention than it
deserves
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Today’s Program Will Look At…
The four five generations in today’s work force
The social conditions and factors that influence perceptions
The data on generational diversity in both the workplace and the unionized workplace
Commonalities and differences impacting collective bargaining
Trends and best practices related to generational shifts.
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Why Learn About the Generations?
Changing Demographics
The Impacts of a Multi-Generational Workforce
Personal Competency in this Factor of Diversity
Adapting Bargaining Approaches Maximizing
Organizational Effectiveness
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Caveat…
Not intended to create of confirm stereotypes
Cohort experiences are only ONE aspect of diversity
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What About….?
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Origins of Difference
Age Effect
Cohort Effect
Life Stages Effect
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A word about “Influences”
The part of our brain that controls perception and behavior is guided by our stored memories.
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Who said this?
Children today are tyrants. They
contradict their parents, gobble their
food, and tyrannize their teachers
Socrates (470-399 B.C.)
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It’s a First!
For the first time in history, we have four FIVE different generations working side-by-side in the workplace.
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Five Generations – One Workplace
Traditionali
sts
Baby
Boomers
Gen Xrs Millennials Alphas
1922-1943 1944-1960 1961-1980
1981-1995 1996 - ?
“Cuspers”
Demographer identified dates vary 5 years each way
Cultural and Social phenomenon dictate cohort group
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One Labor Force* – Five Generations
Generation Age Grouping
Traditionalists 70+
Baby Boomers 55-60s
Generation X 35-54
Millennials 20’s – Early 30s
Generation “I”/ Alpha Teens
*Labor Force as defined by the Department of Labor begins at age 16
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Births in the U.S (thousands)
1910-2012
Source: U.S. Centers for Disease Control
2000
2500
3000
3500
4000
4500
1905 1915 1925 1935 1945 1955 1965 1975 1985 1995 2005 2015
Bir
ths
Year
Baby Boomer Gen X Millennial
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Statistics on Generations
in the Workplace
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0%
11%
30%
45%
14%
2002: Employed in the Labor Force
Alphas (ages 16-19)
Millennials (ages 20-34)
Gen Xrs and 'Jonesers'(ages 35-54)
Boomers (ages 55-69)
Traditionalists
Source: Bureau of Labor Statistics www.bls.gov
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3%
31%
45%
19%
2%
2012 Employed in the Labor Force
Alphas (ages 16-19)
Millennials (ages 20-34)
Gen Xrs and 'Jonesers'(ages 35-54)
Boomers (ages 55-69)
Traditionalists
Source: Bureau of Labor Statistics www.bls.gov
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The Generational Divide:
Myth, Reality, or Should We Just Get Back to Work?
The greatest challenge we face as
the generational demographics of
our workforce shift is…
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What Were
Your
Generational Influences?
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Does Generational Diversity
Matter in the Workplace?
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Traditionalists (1922 – 1943)
Social Norms and Conditions
Family Dynamics
Demographer-identified Characteristics
View of Work
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The Post-War [everything] Boom
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2000
2500
3000
3500
4000
4500
1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000 2010
Bir
ths
(in
th
ou
sa
nd
s)
Birth Year
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Baby Boomers (1944 – 1960)
Social Norms and Conditions
Family Dynamics
Demographer-identified Characteristics
View of Work
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A shift begins for Boomers…
Women’s Rights efforts
FDA approval for ‘the pill’
More women in the workforce
More women delaying childbirth
Birth rates drop dramatically
Those born during this period were often in the care
of others during the day or left alone after school at
younger ages. Enter their first born children….
1961
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Generation X (1961 – 1980)
Social Norms and Conditions
Family Dynamics
Demographer-identified Characteristics
View of Work
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Generation “Jones” (1954-1965)
Doesn’t quite ‘fit’ the Boomer or Gen X mold of
activism or angst.
High Expectations of the 50s and 60s followed
by economic disappointment of the 70s and
80s.
Driven to “keep up with the Joneses” – bigger
houses, fancy cars, gadgets etc.
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After seeing their sacrifices fail to
pan out, Boomers shift their focus to
a new generation of offspring:
Enter the younger siblings of the Gen Xers…
1982
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The Millennials
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Parents often talk about the younger generation as if they didn’t have
anything to do with it”
– Haim Ginott, noted child psychologist
(1922-1973)
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41
Millennials (1981 – 1995)
The “Echo Boomers”
The most watched over, planned for, guarded, protected, busy, educated, applauded, pushed, and entertained generation to date.
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Millennials/Gen Y (1981 – 1995)
Social Norms and Conditions
Family Dynamics
View of Work
Demographer-identified Characteristics
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These kids today think they know
everything!
That’s because we told them
they did.
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Who’s Next?
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Generation “I” /Alpha (1996-?)
Social Norms and Conditions
Family Dynamics
View of Work
Demographer-identified Characteristics
A story still being written
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The Generational Divide:
Myth, Reality, or Should We Just Get Back to Work?
What are some of the takeaways
that are important to your
leadership role?
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Shifting Priorities, Norms, and Impacts
How Will Our Workplaces Adapt?
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Anecdotally-based Bi-Modal Nature of
Longevity – is there a generational cause?
0
5
10
15
20
25
30
1-3 yr 4-5 yr 6-10 yr 11-15 yr 16 -20yr 21-25 yr 26+ yrs
Series1
Recent data from BLS.gov
indicates that the average
retention rate of employees in
the private sector is 3.6 years.
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Should I stay or should I go? - Is there a
generational divide?
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The Impact of the Global
Recession
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Late/Delayed Retirement
Delayed entry into the permanent workforce
Young workers living at home
Delayed educational goals
Brief window of opportunity for knowledge and skills transfer efforts
The Impact of the Global
Economic Crisis
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Changing Demographics of the
Unionized Workforce
1983 - 2008
Data Source: CEPR (Center for Economic and Policy Research) The Changing Face of Labor 1983-2008, Nov. 2009
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Age group as a percentage of unionized
workforce 1983 - 2008
Data Source: CEPR (Center for Economic and Policy Research) The Changing Face of Labor 1983-2008, Nov. 2009
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Women in the unionized workforce
(percentage of overall 1983-2008)
Data Source: CEPR (Center for Economic and Policy Research) The Changing Face of Labor 1983-2008, Nov. 2009
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Union workers with 4-year degrees
(percentage of overall 1983-2008)
Data Source: CEPR (Center for Economic and Policy Research) The Changing Face of Labor 1983-2008, Nov. 2009
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Diversity in unionized workplaces
1983 to 2008
Data Source: CEPR (Center for Economic and Policy Research) The Changing Face of Labor 1983-2008, Nov. 2009
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Changing Demographics of the
Tomorrow’s Workforce Pool
Based on current data and predictions, tomorrow’s workforce pool will be
Younger
More Female
More Diverse
More Educated
Takeaway: What will change?; and what will stay the same in unionized environments?
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Shifting Priorities, Norms, and
Impacts?
How will Unionized Workplaces Adapt?
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62
Shared Values
Traditionalists
Millennials
Boomers GenXers
Rewards/Promotions
Hours/Schedules Training
Feedback
Defining “Work Ethic”
Work-Life Balance
Communication
Dress Code Hiring
Tenure
Balancing Generational Interests
Technology
Social Identity
Workplace Hierarchies
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Issues for all workplaces affected by
generational and other diversity
Transfer of institutional knowledge
Job satisfaction, motivation, and
organizational commitment
Differing work-life priorities
Recruitment and retention issues
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Generational Impacts at the Table
Bargaining styles;
Bargaining models; and
Bargaining priorities
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The Looming
“Demographic Cliff”
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The “Shouldn’t they be grateful to have a
job in this economy??” Approach
What is the WORST Strategy for
Attracting and Retaining Young Workers?
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Should I stay or should I go? –
Is there a generational divide?
http://www.mercer.com/press-releases/1430455 October 2011
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Retention amidst a Tidal Wave of
Generational Shift
Job Satisfaction
Understanding Diverse Motivation Factors
Feedback
Rewards
Job Design
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Retention amidst a Tidal Wave of
Generational Shift
Coaching and Mentoring
Social Identity Development
Cross-mentoring initiatives
Organizational structures
and barriers
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The Digital Divide
Statistics
Pew Internet & American Life Project – Generations
2010
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Pushing the boundaries; testing the waters vs cautious use;
The Smartphone as “Extended Mind”
Accommodating the human desire for face-to-face communication;
Web 2.0
Digital Divide: Perspectives on Use
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Maximizing the Multi-Generational
Mix
How can we maximize the
cohesiveness and
effectiveness of our
multi-generational workforce?
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Labor-Management Cooperation
Pro-active approaches to addressing
generation-based issues
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Labor-Management Committees and
Partnership initiatives
A vital component of today’s unionized workplace
Increasingly divergent and varied interests will need
to be addressed
Helps labor and management identify what
innovations are needed to meet the changing
demographics
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Pro-Active communication to bridge gaps between
generations and other demographic groups
Increase awareness about workforce needs
addressed at the bargaining table
Introduces Interest-Based and Consensus principles
to problem-solving processes
Labor-Management Committees and
Partnership initiatives
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How can FMCS Help You?
Assessment, training, and support for establishing
and/or coordinating labor-management committees
Provide training in communication, and problem-solving
skills to help the parties address the changing
workforce needs
Generational presentations on-site
Free of charge to the private and federal sector; similar
services available through state mediation for public
sector groups
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Follow-up contact information:
Lu-Ann Glaser, Director ADR Services Federal Mediation & Conciliation Service 2100 K Street NW Washington DC 20427 202-606-2222 [email protected]
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A list of source and additional reference
materials available upon request.