Generational Differences in the Workplace

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1 Generational Differences in the Workplace Dr. Clara B. Lee 13 August 2015 PMIWDC Fairview Park Luncheon

2 Topics 1 Overview of the Generations 2 Workplace Characteristics 3 Workplace Implications 4 Success Strategies 4 What Lies Ahead 2

3 First Things First 1. Varying generational models exist all are somewhat arbitrary; a generation doesn t end one day and another begins the next 2. The model discussed here is an anthropological and sociological model it applies in a general sense to all workers regardless of where they were born 3. Generalizations do not stereotype individuals or apply to whole populations each individual is unique with their own personality traits and life experiences, which may not be representative of their generational group as a whole 3

4 Generational Demographics There are currently four generations of employees in the workplace: Veterans, Baby Boomers, Generation X and Generation Y GENERATION TIMELINE Veterans, Silent, Traditionalists Baby Boomers Generation X, Gen X, Xers Generation Y Gen Y, Millennial, Echo Boomers Each generation has distinct attitudes, behaviors, expectations, habits and motivational buttons Leaders must start with self where do you fall on the Generation Timeline? Effective leaders benefit by becoming familiar with the characteristics and core values of each generation in the workplace 4

5 Workplace Characteristics WORKPLACE CHARACTERISTICS Work Ethic and Values Veterans ( ) Hard work Respect authority Sacrifice Duty before fun Adhere to rules Baby Boomers ( ) Workaholics Work efficiently Crusading causes Personal fulfillment Desire quality Question authority Generation X ( ) Eliminate the task Self-reliance Want structure and Direction Skeptical Work Is An obligation An exciting adventure A difficult challenge A contract Leadership Style Directive Command-andcontrol Consensual Collegial Interactive Style Individual Team player Loves to have meetings Communications Formal In person Memo Feedback and Rewards Messages that Motivate Work and Family Life No news is good news Satisfaction in a job well done Your experience is respected Ne er the twain shall meet Don t appreciate it Money The recognition You are valued You are needed No balance Work to live Everyone is the same Challenge others Ask why Entrepreneur Direct Immediate Sorry to interrupt, but how am I doing? Freedom is the best reward Do it your way Forget the rules Balance Generation Y ( ) What s next Multitasking Tenacity Entrepreneurial Tolerant Goal oriented A means to an end Fulfillment TBD Participative Voice mail Whenever I want it, at the push of a button Meaningful work You will work with other bright, creative people Balance 5

6 Myths and Reality Negative stereotypes and outdated notions are attached to all generations Myth: Millennials are only in it for themselves / Reality: The importance of helping others was the 3 rd highest common value held by incoming students (Higher Education Research Institute survey of college freshmen, 2006) Myth: Millennials have a sense of entitlement and want opportunities handed to them / Reality: Millennials have an entrepreneurial spirit that makes them self-reliant (Sharon Jayson, Gen Y Makes a Mark and their Imprint is Entrepreneurship, USA Today, December 8, 2006) Myth: Generation Xers aren t willing to work hard / Reality: Generation Xers are willing to work hard, but believe it s unfair to expect a 70-hr week for 40-hrs of pay. Generation Xers want a life beyond work (AARP, Leading a Multigenerational Workforce, 2007) Myth: Older workers get sick more often than younger workers / Reality: Mature workers are less likely to have dependent children and use less sick time for short-term illnesses (Randstad USA, 2006 Employee Review, 34) 6

7 Workplace Implications Most discussions on the multigenerational workforce have been focused on the negative that there is conflict in the workforce due to intergenerational misperceptions, misunderstandings and miscommunication Generational differences are legitimate diversity issues that organizations need to recognize and understand There is potential for the mere perception of generational differences to cause damage in the workforce Effective leaders benefit by becoming familiar with the characteristics of each generation a lack of understanding prevents improved teamwork and prevents organizations from capitalizing on the strengths of each employee 7

8 Managing Multigenerational Teams There are 5 skills for managing any team, and are especially important when managing across cultures or generations Inclusion Knowledge Transfer Open Communication Conflict Resolution Trust Jesse Cox & Madison Holloway, Workshop on Knowledge Transfer in a Multigenerational Business Environment,

9 Benefits of the Multigenerational Team The team Can attract and retain talented people of all ages Is more flexible Can gain and maintain greater market share because its members reflect a multigenerational market Decisions are stronger because they re broad-based with multiple perspectives Is more innovative and creative Can meet the needs of a diverse public and can relate more effectively 9

10 Success Strategies ACORN Imperatives Accommodate employee differences Create workplace choices Operate from a sophisticated management style Respect competence and initiative Nourish retention and market internally (Zemke R, et al. Generations at Work, 2000) 10

11 More Success Strategies 1. Aggressive Communication: Anticipate and surface generational conflicts and potential conflicts articulating assumptions and criteria can often alleviate conflict 2. Difference Deployment: Select employees with different backgrounds, experiences, skills, and viewpoints to strengthen project teams, customer contact functions, and at times, whole departments and units 11

12 What Lies Ahead The pending exodus of Veterans and Baby Boomers and the increase of Xers, Ys and eventually Zs will cause a greater strain on talent management than experienced in previous decades with gradual retirement and succession Workforce managers and HR personnel must determine how to employ talent management practices cross-culturally Businesses that pay attention to multigenerational issues will see an impact on their bottom line in a number of areas: Corporate Culture Recruitment Employee Engagement Retention Customer Service 12

13 Questions?

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