Understanding Generational Differences

Transcription

1 Understanding Generational Differences Keys to Managing and Communicating with a Multigenerational Workforce Jim Sorensen Consulting

2 Learning Objectives Identify the challenges of managing a multi-gener ational wor k for ce. Under stand how each gener ation needs/wants different things in the wor k place and how you can wor k mor e effectively with these differences. Mak e available the gener al tr aits, values and wor k place desir es for each gener ation and suggestions on how to r ecr uit, tr ain and retain them.

3 For the first time in history, four generations are in the workplace at the same time

4 Is Your Context Working Each generation imagines itself to be more intelligent than the one that went before it, and wiser than the one that comes after it. George Orwell

5 Context Attitudes Opinions Beliefs Truths

6 Context Creates Results Results Behavior Emotions Context

7 Setting Your Context Compassionate Explorer Mode Honors Differences sees the value of different perspectives (open minded) Inclusive of others and their perspectives Listens to learn Actively engages with others And the opposite mode would be?

8 Vet er an s

9 Veteran Motivation Strategy DO HAVE Potential Benefits? Potential Problems?

10 Veterans 15% of the wor k for ce. Dedicated to wor k and family. Strong job loyalty and usually retire after 30 year s. Respectful to authority, they follow leader ship by author ity. Mak e a lot of per sonal sacr ifices in r elationships. Will do whatever it takes to get ahead. Although recognition is not expected, it is appr eciated. Main turnoff is vulgarity.

11 Baby Boomers

12 Boomer Motivation Strategy DO HAVE BE Potential Benefits? Potential Problems?

13 Baby Boomers Almost half of the active labor force. Bel i eve t h at m or e ex per i en ce br i n g s r ew ar ds. Dedication and loyalty is not as evident as with the Veterans as they need to move around to keep happy. They have a hard time balancing work and life issues. K eep t h em sel ves on a sch edul e by car r y i n g day timers or palm pilots. M or e cen t er ed on per son al n eeds, val u es an d personal gratification. Outlook is optimistic. Driven in their work. Love/hate view of authority. Main turnoff is political incorrectness.

14 GENX'ERS

15 GenX Motivation Strategy HAVE DO BE Potential Benefits? Potential Problems?

16 GENX'ERS About one-third of the U.S. workforce. Generally this group's main focus is to be on top. They are constantly educating themselves to stay ahead of the game. They believe stability equals boredom; In relationships they are reluctant to commit. Outlook is skeptical; especially of authority and large organizations. Want a voice in what s going on. Want autonomy - less direction. Their work ethic is balanced; no sacrifice is acceptable. Want more praise and rewards Need much more motivation. They are unimpressed in their view of authority; they follow leadership by competence. Want fewer regulations that stifle individuality in expression and dress. Want flexibility. Less loyal. Main turnoff is cliché/hype.

17 Millennials

18 Millennial Motivation Strategy BE DO HAVE Potential Benefits? Potential Problems?

19 Millennials They will eventually rival the Baby Boomers in sheer numbers. Seems to have pulled it together and found a good balance. Politically aware and prove it by registering to vote in larger numbers. Would rather spend quality time with family and friends playing board games than going out clubbing and partying. Bel i eve l ess i s m or e. Tend to put more focus on family life. More positive compared to the previous three groups. Their outlook is hopeful. They are determined in their work ethic. Polite in their view of authority; they follow leadership by pulling together. In relationships they are inclusive.

20 Leadership Dilemma Direct & Decisive Inclusive & Collaborative

21 For additional questions or course feedback, contact Jim at: Thank You Jim Sorensen Consulting