Managing in a Multi-Generational Workplace. Module Three: Managing Generational Diversity

Transcription

1 Managing in a Multi-Generational Workplace Module Three: Managing Generational Diversity 1

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3 Module 2 Review The Cohorts at Work What is work? On the job assets and liabilities of each cohort Work / job preferences of each cohort Managing a multi-generational team 3

4 Module 3: Managing Generational Diversity How do generational cohort differences manifest in the management preferences of individual team members? Ideal leader / instructor Preferred work environment / classroom Key job / learning motivators Generational Management Decision Tree 4

5 Ideal Leader Veterans Boomers Gen Xers Nexters Leads in a structured style emphasizing delegation Honesty most important Looks at workers as more than employees Emphasizes individualism and self-expression Honesty and competence most important Looks at workers as more than employees Leads with excitement making them feel like change agents Determination, ambition, and competence most important Leads with a team style making them feel like they can accomplish their goals Determination and ambition most important 5

6 Ideal Instructor Veterans Boomers Gen Xers Nexters Authority figure Female: Authoritarian figure who gives feedback, personal contact, reassurance An Equal Expert who gets right to the point, but leave time for questions Mentor, Coach Male: Kinesthetic instruction (active, involving, being able to move around) 6

7 Preferred Work Environment Veterans Boomers Gen Xers Nexters Command and control Formal communication through proper channels Respect for power and accomplishment Somewhat formal communication through structured network Rules are flexible Collaboration is important Casual and direct communication Value autonomy, less inclined to pursue formal leadership positions Casual and direct communication, typing is preferred to handwriting 7

8 Preferred Classroom Veterans Boomers Gen Xers Nexters Risk free Less structured Self-directed Group activity Stress free Lecture-style room Less authority focuses Teambuilding / Networking based Tactical Time efficient activities Structured Carefully laid out and explained Supervision Structure Learn better in the morning Hands-on learning Physically warm classroom 8

9 How would this effect how you would manage each cohort? In groups of two or three, answer the following questions for the cohort you ve been assigned What specific management techniques could you use when giving feedback to your employee? What specific management techniques could you use when teaching a new skill to your employee? Decide on five to ten specific techniques and record them on a piece of flip chart paper. Be prepared to discuss your suggestions and defend why each technique would be beneficial for the cohort you were assigned. After the discussion, we will move to step two. 9

10 Step 2: Group Discussion Take a few minutes to individually consider the discussion you just heard giving suggestions on how to manage each cohort. Are there any techniques that would work for a mixed worker group? Are there any suggestions that appear for numerous cohorts? Are there any suggestions that are similar or could be tweaked to be used in generationally diverse groups? Be prepared to discuss as a group. 10

11 Key Job Motivators Veterans Boomers Gen Xers Nexters Options for flexible work patterns Consulting opportunities, show age and experience are considered assets Speak of patriotism and traditional values, emphasis on grammar and manners To reward, acknowledge personally Respect their experience Let them know they can make a difference Warm/humane and dynamic environment Promote your area/business as leading edge To reward, acknowledge publically Non-structured environment Hands-off supervision Fun opportunities Education opportunities Ideas are evaluated on merit Honest communication To reward, balance fair compensation and ample time off Structure and supervision are available Bright, creative people work and belong here You and your peers can turn things around, you can be a hero To reward, individual and public praise (exposure) 11

12 Key Education Motivators Veterans Boomers Gen Xers Nexters Leaning will improve the company as a whole Personal compensation Leaning will give them a personal advantage (promotion) Career advancement Personal skill growth Job satisfaction Stress reduction Opportunity to broaden skills Job change 12

13 How would this effect how you would motivate each cohort? In groups of two or three, answer the following questions for the cohort you ve been assigned What specific management techniques could you use when giving praise to your employee? How would you get your employee excited about a new project? Decide on five to ten specific techniques and record them on a piece of flip chart paper. Be prepared to discuss your suggestions and defend why each technique would be beneficial for the cohort you were assigned. After the discussion, we will move to step two. 13

14 Step 2: Group Discussion Take a few minutes to individually consider the discussion you just heard giving suggestions on how to manage each cohort. Are there any techniques that would work for a mixed worker group? Are there any suggestions that appear for numerous cohorts? Are there any suggestions that are similar or could be tweaked to be used in generationally diverse groups? Be prepared to discuss as a group. 14

15 Generational Management Decision Tree Activity Think of a time when you experienced tension with a member of your team Using the Generational Management Decision Tree, dissect the problem and come up with a workable solution First, let s go through an example After, you ll have time to work on an individual issue As a group, we ll discuss a few of the issues and solutions 15

16 The Generational Management Decision Tree Initial Perception Specific problems causing this perception Worker s generational cohort Are there specific generational traits that would cause the specific problems listed above? Restatement of initial perception Everyone on my team is stupid Inability to complete tasks Won t ask questions Don t ask for clarification Need constant reminding Generation Next Need close supervision Require structure Need strong leadership Like to work in teams I am managing my Nexters as if they are Gen Xers, and they are not able to be successful. Steps I can take as a manager to help my team succeed Clearly layout daily tasks (to do list) Give them feedback / encouragement Check in hourly Praise Help them to divide and conquer the work tasks Show them why what they do is important to the success of the business, how THEY are important 16

17 The Generational Management Decision Tree Initial Perception Specific problems causing this perception Worker s generational cohort Are there specific generational traits that would cause the specific problems listed above? Restatement of initial perception Steps I can take as a manager to help my team succeed 17