Better understand the impact of generations in the workplace. Increase personal competency in communication and management

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3 Changing demographics Better understand the impact of generations in the workplace Increase personal competency in communication and management Promote teamwork 4

4 Define the five generations and their workplace characteristics Identify the common drivers and value systems of each generation and how those drivers affect motivation and behaviour in the workplace Describe how each generation defines success and understand how the differences affect communication and relationships in the workplace Determine how your approach may need to change when coaching, managing and leading employees of different generations Appreciate and gain respect for what is important to each generation 5

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6 Labor Force Composition by Generation* *Pew Research Center 7

7 Q1 Boomers 44.6 m workers Gen Xers 52.7 m workers Millennials 53.5 m workers 9

8 Generation gaps form when two age groups begin to see the world from significantly different perspectives.

9 Each generation assumes the next will want what they wanted. Each generation believes the next should have to pay dues the same way(s) they did. Each generation believes the next will have it easier than they did. 12

10 1930s 2000 Hierarchy Different levels by age kept generations apart Job security 9 to 5 Face time in the office 21 st century Flattened structure Fewer levels bring generations together Free agency Flexible schedules 24/7 global Virtual work

11 Characteristics of the Traditionalist/Boomer Workplace Job for life Lifetime loyalty Aspire to become the manager Guaranteed salary growth through COL & annual raise Training you need for your job Organization s reputation for product/service excellence Characteristics of the Gen X / Millennial/Gen Z Workplace I ll work til I m bored. I ll go where I can learn and grow. Aspire to build resume Opportunity for salary growth through skill-building & career advancement Skills you want to develop Organization s reputation as a good employer 14

12 Every employee held to same standard No adaptation made that compromises the integrity of the job or diminishes the effectiveness of your department All employees should comply with policies and procedures 15

13 Traditionalists Born Million Baby Boomers Born Million Generation X Born Million Millennials Born Generation Z 76 Million Born 1995 & after Population: Est. 30 million and growing (by 316,00/day)

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24 A lot of companies are focusing on hiring recent college grads, but we re not totally stupid. When it comes to social media, a lot of us founded that stuff! 27

25 HELLO our name is THE MILLENNIALS AND WE ARE SMART DIVERSE POLITICAL RELIGIOUS UNIQUE 40% 61% 50% (well, sort of) At least of us in of us are voted in We are the we think college. white LEAST religious, we are. but more tolerant. 28

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29 Would accept a 15% pay cut if it meant working for a company with values like [their] own. Would take the same pay cut for a job that has an environmental or social impact. Would do so for an organization that has a commitment to corporate social responsibility. 32

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31 20 th Century Childhood Teenager Adulthood 21st Century Childhood Tween Teenager Young Adult Adulthood Career Changer Down-Ager 34

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33 1. What happens when generations define success differently? 2. How do the conflicting definitions of success affect how we motivate, coach and encourage in the workplace? 3. How is communicating with someone from another generation different from communicating with someone from your own generation? 36

34 Reflect on the topics of values, generations, and age by briefly discussing the following questions: 1. What are the trouble spots with each different generation interacting/working closely with another? 2. How do you bridge the value differences? 3. Specifically, what can/will you stop doing after learning this information? Start doing? Continue doing? 37

35 BB Verbal Sit & Listen Teacher Content (what) Curriculum Centered Closed book exams Visual Try & see Facilitator Process (how) Learner centric Open book world Y/Z 38

36 TRADITIONALS Early Boomers ( ) Late Boomers ( ) Gen Xers Millennials Farsighted Candid and Honest Credible Trusted Energetic Dependable Listens Well Experienced Credible Trusted Listens Well Farsighted Dependable Credible Trusted Farsighted Dependable Experienced Candid and Honest Farsighted Credible Trusted Experienced Dependable Credible Listens Well Dependable Trusted Experienced A Good Coach Trusting Copyright Center for Creative Leadership 2004

37 SIMILARITIES ACROSS GENERATIONS Individuals of all ages view work as a path to personal fulfillment but they also expect compensation that is equivalent to the marketplace. Workplace culture MATTERS! Employees of all ages value a workplace where they are HEARD and VALUED. FLEXIBILITY helps people balance work and family obligations. 40

38 Generational context is not about age, but common experiences Different is neither right nor wrong, just different Age-ism is the death of any team-building strategy Millennials & Gen Z focus on relationships Balance between structure and independence Break down barriers of accessibility Drop the old rules, particularly regarding communication Get over the idea of fairness 41

39 Generational understanding does not take the place of concern for the individual Different generations care about different approaches to the same problem highlight points accordingly Technology is not universal assess your team members affinity level before making communication assumptions 42

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