Talking About My Generation Optimizing Employee Performance in a Diverse World

Transcription

1 AUDIO CONFERENCE ON Talking About My Generation Optimizing Employee Performance in a Diverse World October 11, 2016 CERTIFICATE OF ATTENDANCE The undersigned certifies that attended Talking About My Generation Optimizing Employee Performance in a Diverse World Audio Conference sponsored by the Employment Law Alliance. The program consisted of 90 instructional minutes. The program contained no credit for continuing legal education for legal ethics; elimination of bias in the legal profession; or prevention, detection, and treatment of substance abuse. To be completed by Attorney or Attendee after participation in the abovenamed activity. By signing below, I certify that I participated in the activity described above and am entitled to claim the following continuing education credit hours: Total Hours Signature

2 Talking About My Generation Optimizing Employee Performance In a Diverse World Tuesday, October 11, 2016

3 Speakers Moderator Ginger D. Schröder Schröder, Joseph & Associates Buffalo, NY

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6 Speakers Manendra K. Bhugra CCA Inc. New York, NY John A. Levy CCA Inc. New York, NY

7 Objectives Define and increase understanding of generational differences Discuss generational triggers in the current environment Explore strategies to reinforce optimizing performance of all generation Role of HR managers 6

8 Why is this topic relevant and important? 7

9 Diversity in Today s World New markets represent the single biggest growth opportunity in the portfolio of many companies around the world.(1) 2014 survey of 1,500 executives, three-quarters said that innovation was among top three priorities.(2) By 2050, 22% of global population predicted to be 65+.(3) Millennials will comprise 50% of global workforce by 2020.(4) Expectations of equality of opportunity and work/life balance impact all employee populations. 8

10 Defining Generations 9

11 Diversity of Generations Four generations currently working within most organizations. Intergenerational differences increasingly more salient. Dynamics and interplay between generations can be complex. Leveraging generational strengths essential for sustainability. Globally dispersed, tech-savvy, multigenerational matrix teams. 10

12 2020 Is Now Reality 11

13 Four Generations At Work Traditionalists ( ) Gen Xers ( ) Baby Boomers ( ) Gen Y s/ Millennials ( ) What Influences a Generation? Life Span Economic times Significant social events Cultural icons Demographic shifts National Challenges International Events 12

14 Multi-Generation Landscape Employers must consider multiple generations needs and priorities when crafting their strategy and employee value proposition Millennials (Age 34) Gen X (Age 35 50) Baby Boomers (Age 51 69) Traditionalists (Age 70 87) 35% of US workforce Work my way Own careers, meaningful work 34% of US workforce Work to live Work should not define life 29% of US workforce Live to work Office face time 2% of today s workforce Company loyalty Same company forever Sources: Mercer Inside Employee Minds 2015, Pew Research Center, *WPP population distribution based on 2015 AE census of US benefits eligible population (including waivers) 13

15 Consider The children now love luxury. They have bad manners, contempt for authority; they show disrespect for elders and love chatter in place of exercise. - Socrates ( B.C.) The young people of today think of nothing but themselves. They have no reverence for parents or old age. They are impatient of all restraint. They talk as if they knew everything, and what passes for wisdom with us is foolishness with them. - Peter the Hermit (A.D. 1274) 14

16 Exercise Millennials Are Complete the sentence and submit your responses via the Poll. 15

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18 Now Consider Women Are Men Are 17

19 WARNING: stereotyping/labeling is bad for people and business 18

20 Biases and Stereotypes Generational biases can be: Positive and or negative Held about any generation They also: Influence our interactions with others Impact our decision making acuity Influence our leadership of others Skew recruitment and performance decisions Act as trust breakers and barriers to success 19

21 Generation Gap: What s Next? 20

22 Future Leaders 2020 Now Reality By 2020, Millennials will comprise 50% of global workforce Higher % of Millennials in rapid-growth in many organizations Research shows that Gen Y least satisfied at work Millennials report being less engaged in their roles Millennials receive a higher percentage of promotions 21

23 Generational Harmony Manage productivity with individuality in mind Create workplace choices Operate from a thoughtful management style Respect competence and initiative Nourish retention Foster an appreciation for inclusion Bottom line: All individuals, regardless of generation, want to be respected and recognized 22

24 What do Employees Want? Coaching Collaboration Measures Motivation 23

25 Best Practices Create learning opportunities for growth and development Build collaborative teams Utilize cross-generational mentoring Implement well-defined career paths Encourage open and transparent communication Develop incentive plans that reflect an employee s life path 24

26 Insights and Consequences? 25

27 Contact Our Speakers for More Information Manendra K. Bhugra CCA Inc. New York, NY Ginger D. Schröder Schröder, Joseph & Associates Buffalo, NY John A. Levy CCA Inc. New York, NY

28 Please Complete our Survey Please complete the survey that should appear on your computer screen when you disconnect from the webinar. To listen to this webinar again or to any past ELA webinars, please visit our website at: The ELA is not authorized to give continuing education credit for its webinars; however, a Certificate of Attendance and supporting materials are posted on the ELA website (click this webinar s title; the link to the Certificate is on the landing page). Attendees seeking continuing education credit should submit these materials directly to the appropriate organization. 27