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GENERATIONAL DIVERSITY…Capitalizing on Today’s Workforce

Presented by:

Shellie Haroski, SHRM-SCP, SPHR, RCC

Why are we talking aboutGenerational Diversity?

“Building a better future will depend on ourability to appreciate generational differences.”

-Mal Fletcher

The information provided here is for informational and educational purposes and current as of the date of publication. The information is not a substitute for legal advice and does not necessarily reflect the opinion or policy position of the Municipal Association of South Carolina. Consult your attorney for advice concerning specific situations.

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What is Diversity?

Diversity is a collectivemixture of people

characterized by differencesand similarities that are

applied in pursuit oforganizational objectives

DIVERSITY

Generational Diversity

Name Years of Birth Ages% of the

Workforce

Traditionalist / Silents 1925 - 1945 71-91 9%

Baby Boomers 1946 - 1964 52-70 30%

Generation X 1965 - 1985 31-51 33%

Millennials / Generation Y 1978 - 1990 26-38 24%

Generation Z 1995 – 2007 9-21 4%

Each generation has its own set of values and experiences that caneither set them part or join them together.

Inter-Generational Diversity

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By the Numbers…

On average, 10,000 Baby Boomers retire every day

Nearly 60% of Millennials have switched careers at least once already

3 out of 5 students expect to be able to work remotely

70% of college grads leave first job after graduation within 2 years

43% of Millennials think they could easily find a job if they lost their current one

69% of Millennials want more freedom, choosing when and where they work

67% of Millennials admit that on day one of a new job, they’re already thinking

about looking for another job

53% of all managers say it’s difficult to find and retain younger generations

Millennial turnover costs the US economy $30.5 billion annually

52% of millennials viewed the concept of employee loyalty as being overrated

Characteristics

• tech-savvy multi-taskers• continuous learners• team players, collaborators• optimistic• achievement-oriented• socially conscious• civic responsibility• confident• highly educated• respect for diversity• informal

What Motivates Millennials/Gen Y, Gen Z?

• Flexibility in the workplace and non-traditional schedules

• Collaborative environments

• Motivated by career growth and development opportunities

• Look for organizations that give back to the community andknowing their work has a purpose

• Communication - different channels is critical

• Coaching, mentor relationship

• Money is not the biggest motivator

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Myths

Entitled

Ambitious Independent

CraveMentors

Myths

Disloyal

Invest inPEOPLE

Addicted toTechnology

ConstantlyCONNECTED

Myths

Unmotivated

MissionDriven

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On-the-Job Strengths

Silents Boomers Gen X Millennials

Job Strength StableService

Oriented /Team Players

Adaptable andTechno-Literate

Multitaskersand Techno-

Savvy

Outlook Practical Optimistic Skeptical Hopeful

View ofAuthority

Respectful Love / HateUnimpressed

andUnintimidated

Polite

Leadership By Hierarchy By Consensus By CompetenceBy PullingTogether

RelationshipsPersonalSacrifice

PersonalGratification

Reluctant toCommit

Inclusive

On-the-Job Strengths

Silents Boomers Gen X Millennials

Time on theJob

Punched theclock

Visibility is key“face time”

As long as I getthe job done,who cares?

It’s quittingtime – I have areal life to live

DiversityEthnically

segregatedIntegration

beganIntegrated

No majorityrace

FeedbackNo news isgood news

Once a yearwith

documentation

Interrupts andasks how they

are doing

Wantsfeedback at the

push of abutton

Work / LifeBalance

Needs helpshifting

Balanceseveryone else

and themselves

Wants balancenow

Need flexibilityto balanceactivities

How to Interact with….

Silents• Honor the chain of command• Value the legacy they have built• Value their experience• Appreciate their time and dedication• Communicate one-on-one• Learn the corporate history

Boomers• Prefer name recognition• Show respect• Choose face-to-face conversations• Give people your full attention• Learn the corporate history

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How to Interact with….

Generation X• Get to the point• Use email• Give them space• Get over the notion of “dues paying”• Lighten up• Programs for work/life balance

Millennials/Generation Y and Generation Z• Challenge them• Ask them their opinion/collaborate• Encourage finding a mentor• Provide timely feedback• Lighten up• Programs for flexibility and development

Flexible Work Arrangements

How feasible is this in your organization?

• Flex hours

• Compressed work week

• Job sharing

• Telecommuting

• Flex scheduling, options of when to work

You cannot accommodate all of these, but what CAN you do?

Collaborative Opportunities

Encourage Collaboration

• Increased opportunity for social interaction, bring all employeestogether

• Develop inter-generational training programs and round tables

• Get creative with involving younger generations

• Social media platform for employee engagement

• Inclusive planning and decision making

• Identify ways to allow different generations to contribute

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Benefits Achieved through Embracing Diversity

• Increased collaboration, different thought patterns, creativity,problem solving, innovation

• Increased ability to attract and retain talent

• Improved advancement, development, mentoring and rolemodeling for all employees

• Increased customer service and retention

• Increased ability to learn from others

• Increased ability to leverage full potential of employees

• Increased productivity and performance

Action Steps

• Assess environment; Increase awareness; Create proactive andintentional recruiting/engagement/retention plans for all generations

• Prepare for a workforce that represents shifting demographics

• Put more focus on communication, training and collaboration

• Be flexible when and where you can

• Focus on effective management styles for all generations

• Create a workplace culture of awareness, inclusion, and involvement

• Increase ability to attract and retain a diversity at all levels

Meet younger generations where they areand engage with them!

• Increasing one’s “personal awareness”

• Willingness to accept and include

• Recognizing the worth and dignityof others

• Recognizing the contributions of others

• Recognizing and appreciating differencesof others

Treating others with RESPECT!

Valuing Diversity Requires…

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How can we capitalize on the strengthsthat younger generations provide to

continue to improve performance andculture? What has worked for your

organization?

RETENTION STRATEGIES

Presented by:

Shellie Haroski, SHRM-SCP, SPHR, RCC

What are you doing toRETAIN

your employees?

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• Employee’s Market

• Difficult to attract and hire in today’s

market

• Cost of Employee Turnover:

• 80% of operating costs are for human capital

• Cost to replace can be up to 50-60% of annual salary

• Employee turnover costs US companies $160 billion/year- accessperks.com

Intentional Retention

Why are we talking about Attracting, Engagingand Retaining Employees?

Why do Employees Leave Their Job?

Hierarchy of Needs

• Achieving full potential, including creative activities• Feedback, increases, promotions Self

Actualization

Esteem Needs

Belonging and LoveNeeds

Safety Needs

Physiological Needs

• Prestige and feeling of accomplishment• Recognition, rewards, value, feedback

• Intimate relationships, friends• Teamwork, collaboration, inclusion

• Security and safety• Job security, stability

• Food, water, warmth and rest• Work conditions

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Single Most Influencing Variable

relationshipwith immediate supervisor

Why Do Employees Leave?

• Insufficient pay - 44%

• Limited career path - 43%

• Lack of challenging work - 30%

• Work-life balance (better time off) - 28%

• Lack of recognition - 27%

- accessperks.com

Hire the Right People!

First…

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Recruit and Select

• Incorporate Mission, Vision, Values into interview process,Company Brand - what is your Mission statement and do peopleidentify with the Mission

• Define value of the job within the city/town and community –connect job to community impact

• Promote culture – community focused, family, supportive, etc.

• Ensure new hire’s values are aligned with company values

• Promote opportunities and benefits

• Structured growth, development and path

Strategies to Attract and Retain

1. Build a strong generational foundation:• Census – know your risk factors• Acquire intergenerational talent• Generational recruitment and retention strategies

2. Attract:• Connect mission and values to job• Strong interview process to ensure candidate understands expectations• Show impact to community/how what you do makes a difference• Communicate, Communicate, Communicate• Social Media presence

Retention

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Strategies to Attract and Retain

3. Retention Strategies:• Communication, multiple types of channels to engage each

generation• Show mobility, development, career opportunities for future

growth• Authentic and supportive environment• Make work fresh, trendy, exciting, current• Less formal structure, where possible• Offer variety in work

Strategies to Attract and Retain

3. Retention Strategies (continued):• Training, cross training or educational opportunities:

- Tutorials, videos, real life scenarios, case studies- e-learning opportunities- Soft skills training – “adulting”- Coaching/mentoring

• Opportunity for interactive collaboration• Opportunity for employees to contribute to ideas and solutions• Flexible work options, where possible• Competitive salary

Communication

• Provide clear goals

• Provide regular and constructive feedback

• Ensure evaluations are conducted

• Share link between work performed and mission regularly

• Communicate organizational updates regularly

Employees want to be “in the know!”

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Engagement

• Every touch point on the Employment Life Cycle:interviewing, orientation, development, employeeexperience, etc.

• Provide opportunities for collaboration

• Be aware, measure and manage your risk factors

• Ensure great work environment and culture

• Conduct “Stay Interviews”

Stay Interviews

• Ask long term employees why they stay

• Sample questions:• You are such a valuable member of our team. I want to be sure

that we're doing everything we can to keep you satisfied, engagedand productive. I'd like to find out what contributes most to yourjob satisfaction?

• What aspects of your job do you like most? Least?

• What are a few of the things that would appeal to you in an idealorganization?

• How can we help you develop on-the-job? What would you like tolearn this year?

Stay Interviews

• Sample questions:• What are your current job and career goals? What can I do to

support them?

• What kind of day would drive you to consider leaving?

• What challenges you in your day-to-day work? What bores you?

• What about your job makes you jump out of bed in the morningand what makes you hit the snooze button?

• If you had a magic wand, what would be the one thing you wouldchange about this department, team, organization?

• As your manager, what could I do a little more of or a little less of?

• What can we do to support your career goals?

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Recognition

• Ensure employees feel VALUED

• Provide appreciation and praise – say Thank You

• Birthdays, anniversaries, project completions, clothing,tailgating, doughnuts, events, logo items, etc.

• Compensation vs. Contribution – fair pay internally andexternally to market

• Easy and inexpensive

• Competitive entry pay in the market

• Sign on bonuses for market critical positions

• Competitive market increases

• Competitive pay internally

• Annual bonuses - increased weighting on variable paybased on performance and goals

• Retention bonuses for critical positions

• Mare

Gallup Poll

Compensation

Benefits

• Competitive benefits costs to the market

• Competitive contribution from organization for benefits

• Competitive vacation/sick/PTO plans

• Flexibility and non-traditional schedules

• Work life balance

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Respect

• Provide ownership and autonomy, whereappropriate

• Provide work life balance, whereappropriate

• Provide a supportive environment

• Ensure credible and ethical behavior

• Honor commitments

• Build trust – both ways

• Ensure equitable treatment

• Ensure managers are managing effectively

Growth

• Manage, monitor and develop employees

• Provide regular evaluations or feedback opportunities

• Provide training (internal and external), mentoring, jobshadowing, job sharing, cross training

• Tuition reimbursement

• Challenge your employees – special projects

• Establish more job levels where possible

• Promote from within, where appropriate

Employee Development

• Continue to connect the dots – highlight job impact

• Facilitate employee training and development:

₋ Career path and progression

₋ Compensation structure

₋ Tiered approach for benefits (time off)

₋ Internal and external training opportunities

• Ensure high level of communication

• Succession Planning

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Considerations

• Intentional involvement in high schools, trade schools, technicalschools

• Create 1 page document to market benefits/culture

• Enhance vacation/sick/PTO benefit

• Flexibility (where appropriate)

• Work life balance (where appropriate)

• Compensation – to ensure market competitive

• Survey employees and identify progressive ideas to attract,engage and retain

Give employees a reason to

stay

questions?Shellie Haroski, 864.553.7253

sharoski@fgp.com

Thank you for your time and participation!

Research References: McCrindle Research, Bureau of Labor and Statistics, Deloitte’s Millennial Survey, Future Workplace, UNCKenan-Flagler Business School