Demographics in the Workplace Managing the different cohorts. March 30, 2010 CME Human Capital Management Conference

Transcription

1 Demographics in the Workplace Managing the different cohorts March 30, 2010 CME Human Capital Management Conference

2 Facilitator Alison Growse, CHRP VP HR Solutions

3 How to evaluate, improve and maintain employee engagement across your multi generational workforce

4 Agenda The Generation Mix in Today s Workforce Engaging the Multi Generational Workforce Evaluating and Implementing Organizational Strategies

5 The Workforce Canada s Population Pyramid

6 To engage employees and drive greater performance and productivity, employers need to maximize the skill sets of each generation while managing the differences. Giselle Kovary Co author of Loyalty Unplugged : How to get, keep & grow all four generations

7 Generation Classification Traditionalist years 14% of the population in Canada Baby Boomers years 30% of the population in Canada Generation X years 21% of the population in Canada Generation Y years 26% of the population in Canada

8 Traditionalists (65 88 years) Context: born between 1922 and 1945 Values: Loyal to employer and expect the same in return, traditional values Attributes: Detail oriented, Stable, great faith in institutions, hard working Work style: Work well within a defined process or system, budget conscious, disciplined and self sacrificing

9 Baby Boomers (46 64 years) Context: born between 1946 and 1964 Values: Job security, ownership, supportive environments Attributes: Hard working, driven, career focused, become Zoomers, Well educated Work style: Respond best to goals and milestones, like small and frequent recognition such as employee of the month, flex time, value performance management.

10 Generation X (31 45 years) Context: born between 1965 and 1979 Values: Contribution, Feedback and Recognition, Autonomy, Time with manager Attributes: Adaptability, Independence, Self Centered, Well educated, Eager to learn, Live in the present and for the present, Criticize and question authority, Critical and Sarcastic, Security comes through employability Work style: High quality end results, Productivity, Balance between work and life work to live not live to work, Flexible work hours & job sharing appealing, Comfortable with authority but not impressed with titles, Technically competent, Internal promotion, Ethnic diversity

11 Generation Y (15 30 years) Context: born between 1980 and 1995 Values: Achievement, Family Centric, the environment, Civic Duty, Optimism Attributes: Tech Savy, Team Oriented, Not afraid to state their opinion Confidence, Street Smarts Work style: Crave feedback and guidance, Want to be involved and included, Multi taskers, Balance between work and life work to live not live to work, Socialability, Diversity, Tenacity

12 Gen Y ery=generation+next+the+workplace&sear ch_type=&aq=f

13 Engaging the Multi Generational Workforce

14 What is Employee Engagement? The ability to capture the heads, hearts, and souls of your employees to instill an intrinsic desire and passion for excellence Represents an alignment of maximum job satisfaction with maximum job contribution

15 Engaging Traditionalists Provide job security Publicly value their expertise and experience Involve them as mentors Offer flexibility and freedom Support future lifestyle needs i.e. phased retirement

16 Engaging Baby Boomers Career opportunities power roles and senior level positions Individual achievement and rewards Support lifelong learning Spotlight personal fulfillment and meaningful work Offer flexibility in their work life Support future lifestyle needs

17 Engaging Generation X Provide continuous opportunities for learning Constant feedback & non monetary rewards Encourage creativity & innovation use their ideas Eliminate as many rules as possible Be inclusive share information Provide work life balance

18 Engaging Generation Y Communicate the civic side of your company Personalize and customize their role Share information & the big picture Offer constant skill development & mentoring Flextime and teamwork Treat them as colleagues and equals

19 Methods for Identifying the Needs of your Organization s Generational Mix

20 Employee Feedback Employee Surveys Analyze engagement score data along generational lines Conduct Focus groups

21 HR Programs and Practices Performance Management System Employee Relations Employees issues and ideas Exit interviews Entrance interviews

22 Statistical Analysis Current Usage of HR Programs Benefits Mentoring Career Workshops Training & Education

23 Outcome Obtain data Perform trend analysis Create plan and processes to identify crossgenerational consistency

24 Evaluating and Implementing Organizational Strategies

25 Evaluating the Organizational Engagement Strategies Concentrate your review on the current and future generational needs you identified in stage 2

26 Refining your Organization s Engagement Strategies Recommendations for Gen Y Establish an Employer Brand Attraction and Retention Awards & Recognition Organizational Structure Expand Communication Strategies Cross Generation Collaboration Employee Development Performance Management Policies

27 Recommendations Institute Flexible HR Policies & Practices Ensure Managers understand how to engage Employee Relations Increase Development and Learning Opportunities Incentive and Recognition Programs Work Environment

28 Presenting the Case for a Multi Generational Employee Engagement Program

29 Impact on Company Results Present the cost of not engaging employees Engaged employees are more productive than disengaged employees Companies who can successfully engage their employees can achieve higher levels of performance and deliver greater returns to shareholders

30 Impact on Attraction & Retention Provide stats on the projected workforce shortage Organization s Generational Mix Projected shortage of workers due to your generational mix Provide stats on your workforce External hires versus internal promotions

31 Impact on Skills & Knowledge Competency Levels Knowledge capital & expertise retiring Network connections Compare generations to performance levels Impact on employee productivity

32 Additional Impact Intergenerational conflict Management employee relationships Grievances

33 Closing Comments Employees will stay if they know they are valued They know they are valued by what your organization does for them Your people strategies must be tailored to the generations and their confirmed needs Implementation must be effective

34 QUESTIONS??