managing the generations at work aarp employer training

Managing the Generations at Work

Managing the Generations at Work

AARP Employer Training

change

The Changing Landscape of Work

For the first time in modern history, workplace demographics now span four generations.

This presents both challenges and opportunities!

education

Learning Objectives

List the characteristics of different generations

Understand career stages

Identify best practices for managing various generations at work

By the end of this

session you will

be able to:

What is a Generation?

A group of people defined by

age boundaries

• They share the history of the times.

• Their values and attitudes tend to

be similar.

What is a Generation Gap?

Generational differences in cultural norms

Generations!

World War II/Traditionalists:Before 1945

Boomers: 1946 – 1964

Gen X: 1965 – 1980 Gen Y: 1980 on

The Business Case for Addressing Intergenerational Dynamics

Building an “age-responsive” workplace supports real communication & understanding across all ages– Randstad USA 2008 World of Work Survey

The transfer of knowledge betweenretiring generations of veteran workers and newer entrants to the workforce is becoming increasingly more important.

The Business Case for Addressing Intergenerational Dynamics

Businesses that focus on intergenerational dynamics see an impact on the bottom line through:– Leading a Multigenerational Workforce, AARP Corporate Culture

Recruitment Employee Engagement Retention Customer Services

More than a third (42 percent) of all employees say they have experienced intergenerational conflict in the workplace.

The Business Case for Addressing Intergenerational Dynamics

Multi-generational teams make members feel like they all have important contributions to make.– Kelly Global Workforce Index August 2009

Root Causes of Conflict

Work ethic

Technology

Perspective

View of Authority

Communication

Leadership

Generation “Workplace Needs”

Guess what? People generally want the same things:To be respectedTo be recognized for a job well doneTo be coachedTo be consultedTo be connected

They just want them delivered in different packages!

Generational Demographics: 2006 and 2011

WWII Generation/Traditionalists

WWII Generation/Traditionalists

Events• Great Depression

• Pearl Harbor

• Jackie Robinson joins major league

• Korean War

Compelling Messages• Stay in line/respect the rules

• Sacrifice

• Be heroic

Work Motto: Hard Work, no option!

Parenting• Schedules

• Conformity

• Discipline

• Obedience

WWII Generation/Traditionalists

Words that Motivate• “Your experience is respected here.”

Rewards that Motivate• Tangible symbols of loyalty,• commitment and service

Management Actions that Motivate• Connect their actions to overall good

of organization

Communication Style• Linear, logical, respectful

Turn Offs• Profanity, slang, poor grammar,

disrespect

Baby Boomers

Baby Boomers

Events• Civil Rights

• Sexual Revolution

• Space Travel

• Woodstock

Compelling Messages• Be anything you want to be

• Change the world

• Work well with others

• Personal growth

Work Motto: Work, Work, Work.It’s what we are about.

Parenting• Throw Away

Schedule

• Love & Nurture

• Pamper & Cherish

• Stay-at-home moms

Baby Boomers

Words that Motivate

• “We need you. You can make a difference.”

Rewards that Motivate

• Personal appreciation, promotion, recognition, status symbols

Management Actions that Motivate

• Managers get them involved and show them how to make a difference

Communication Style

• Personable, Informative = Reward

Turn Offs

• Brusqueness, one-upmanship

Generation X

Generation X

Events

• Three Mile Island

• Berlin Wall falls

• John Lennon killed

• Chernobyl

• Exxon Valdez

• Compelling Messages

• Don’t count on it

• Get real

• Take care of yourself

• Always ask “why”?

Work Motto: Work more with flexibility. But work even more? Let’s talk.

Parenting• By proxy

• Latchkey kids

• Soaring divorce rates

• Autonomy & independence

Generation X

Words that Motivate• “Do it your way.” and “There is life

beyond work.” Rewards that Motivate

• Free time, upgraded resources, opportunities for development, bottom-line results, certifications to add to resumes

Management Actions that Motivate• Managers give choices and permit

work autonomy Communication Style

• Direct, straightforward, results-oriented

Turn offs• Using time poorly, corporate-speak

Millenials / Gen Y

Millenials / Gen Y

Events• Columbine shootings• Enron scandal• War begins in Iraq• Natural disasters:

Katrina and Tsunami• Mandela released

Compelling Messages• You are special• Leave no one behind• Serve your community• Connect 24/7

Work Motto: Work flexibly anywhere. Tell me why you want me to do something. Work harder? No way, and I’m texting my friends to tell them what a jerk you are.

Parenting• Parent advocacy

• Supervision

• Put kids first

• Strictness on the 3 “Ds” (drinking, driving,& drugs)

Millenials / Gen Y

Words that Motivate “We respect you here.” and “What are

your goals?”

Rewards that Motivate Awards, certificates, tangible evidence

of credibility

Management Actions that Motivate Managers connect actions to employees’

personal and career goals

Communication Style Positive, motivational, personal and

goal-oriented

Turn-Offs Cynicism, sarcasm, condescension

Interesting But:

We remember that understanding generational tendencies is only one aspect that accounts for who an employee is, and what they want and need.

Incorporate a New Way to Think!

Sloan Center on Aging & Work

Deconstructing Age:

• Chronologically

• By Generation

• By Career Stage

• By Life Stage

Age may not predict life and

career-stages

Life Stages

New:

Traditional:

Career Stage

What is a Manager to Do?

With so many preferences

and differences in the

workplace, what is a

manager to do?

Seizing the Opportunity: The Strength of Four

Each generation is distinct

They have different approaches

Seizing the opportunity = an enriched work environment and product or service

Creating an Age-Responsive Workplace

An Age-Responsive Workplace

boosts employee retention,

satisfaction and performance,

reduces age discrimination

claims, and positively affects

your bottom line.

Obstacles to Multigenerational Management Success

Holding on to old views

Managing with a “one size fits all” style

Not understanding generational idiosyncrasies

Not under-standing individual development stages

Resources and Bibliography

Leading a Multigenerational Workforce”, AARP, 2007.

“Decoding Generational Differences”, W. Stanton Smith, Deloitte LLP, 2008.

“Age & Generations: Understanding Experiences at the Workplace”, Marci Pitt-Catsouphes, Ph.D., Christina Matz-Costa and Elyssa Besen, The Sloan Center on Aging and Work, March, 2009.

“Engaging the 21st Century Multi-Generational Workforce, findings from the Age and Generations Study”, Marci Pitt-Catsouphes, Ph.D., Christina Matz-Costa, 2009.

Bottom Line Impact

Recruitment

• Commit to age diversity

• Gain the competitive edge

• Gear recruitment messages to each generation

Bottom Line Impact

Employee Engagement

• Know what motivates different

generations

• Engagement supports financial

stability

• Employee satisfaction is higher

when workers believe that

opportunities exist for all,

regardless of age

Bottom Line Impact

Customer Service

• Each generation has unique

service preferences

• Appeal to different

generations

• Match staff to customers

Bottom Line Impact

Retention

• An engaged workforce

results in higher retention

• Employee benefits can

build loyalty

• Recognize the contributions

of all generations

Multi-Generational Management “To Do” List

Appreciate and honor the perspectives of all

employees

Develop a system to effectively transfer skills and

knowledge

Turn multi-generational teams into intergenerational

collaboration

Maximize all employees’ capabilities and strengths

Recognize what the generations (people!) have in

common

Evaluate how policies will affect each generation

Examine how decisions will be perceived by each

generation

Age-Responsive Employment Brand

As a Result of Today’s Session

Has Your Thinking Has Your Thinking Changed About Changed About

Different Generations?Different Generations?

AARP40