Managing Generational Differences in the Workplace

Transcription

1 Managing Generational Differences in the Workplace Certified Employee Benefit Specialists (CEBS) Presented by, Megan Ruble, YPC Member August 19, 2014

2 Quote The children now love luxury; they have bad manners, contempt for authority; they show disrespect for elders and love chatter in place of exercise. Children are now tyrants, not the servants of their households. They no longer rise when elders enter the room. They contradict their parents, chatter before company, gobble up dainties at the table, cross their legs, and tyrannize their teachers.

3 What is this all about? Four different generations working side-by-side: Traditionalists/Sages Baby Boomers Generation X Generation Y/Millennials Each generation was impacted by various events that shape who they are and how they work

4 Our Goal Today Gain a better understanding and appreciation of each generation and how they act and think Understand what motivates each generation Insight into how to constructively work with individuals from among the various generations

5 Perceptions Conflicts at work frequently have generational issues as their cause: He is not committed to his job He has a poor work ethic She does not follow directions I can t believe the way she dresses What do you mean I can t work from home on Fridays?

6 The Challenge "Managing multigenerational workforces is an art in itself. Young workers want to make a quick impact, the middle generation needs to believe in the mission, and older employees don't like ambivalence." Harvard Business School "Working Knowledge" newsletter, 17 April 2006: Can you manage different generations?

7 Influences of Each Generation National Events Music Technology Values Relationships Parental Expectations Other

8 Characteristics Sages Born Baby Boomers Born Generation X Born Generation Y Born 1978 or after Age Span 68 to 88 years old 49 to 67 years old 36 to 48 years old 23 to 35 years old Population 40+ million 81+ million 61+ million 85+ million Traits Defining Events Conservative Discipline Respect for authority Loyal Patriotic Great depression World War II Korean War Idealistic Break the rules Time stressed Politically correct Vietnam War Woodstock Watergate Pragmatic Self-sufficient Skeptical Flexible Media/Info/Tech savvy Entrepreneurial Collapse of communism Missing children on milk cartons Computers in school Confident Well-educated Self-sufficient Tolerant Team builders Socially/politically conscious Clinton/Lewinsky School shootings Terrorism on U.S. soil Corporate scandals Work Is Inevitable Exciting adventure Difficult challenge To make a difference Work Ethic Loyal/dedicated Driven Balanced Eager but anxious Employment Goals Retirement for some Second career Work/life balance Unrealistic Education A dream Birthright Way to get to an end A given Migration AZ, FL, NC, NV AZ, FL, GA, NV AZ, CO, GA, TX Mom and Dad Technology LP record 8-track CD ipod/mp3 Communication Face to face Telephone Cellular phone IM/Text messaging TV Peyton Place Dallas Melrose Place The OC Sports Joe DiMaggio Joe Namath Michael Jordan Lebron James Time at Work is defined Punch clock Visibility Why does it matter if I get it done? Is it 5 PM? I have a life. Stoneman, B. (1998, May). Beyond Rocking The Ages. American Demographics, Vol.20 Issue 5.

9 Snapshot of U.S. Workforce 8% 21% Generation Y 41% Generation X Baby Boomers 30% Sages

10 Questions to Consider What motivates individuals at work? At home? What influences decisions? What does work-life balance mean? How can you incorporate these insights into how your organization operates?

11 Generational Survey 65% of respondents agreed that generation gaps make it hard to get things done at work 24% of Traditionalists, 30% of Baby Boomers and over 60% of Xers said they feel their generation is viewed negatively BridgeWorks' 2001 Generations Survey

12 Generational Survey One-third indicated that they were often offended by someone from another generation at work 45% of Xers come from families that have experienced divorce BridgeWorks' 2001 Generations Survey

13 Generational Survey When asked who they are most loyal to at work, Xers put co-workers first, their boss or project next, and the organization last 40% of Xers said having a mentor directly influenced their decision to stay at their current job. Millennials ranked personal safety as their #1 workplace issue BridgeWorks' 2001 Generations Survey

14 Generational Survey 29% of the Traditionalists agreed that a person should build their career with one employer, compared to 14% for Boomers and 11% of Xers When asked Which generation is the best at finding work-life balance?, all generations picked Generation X BridgeWorks' 2001 Generations Survey

15 Generational Survey Millenniums indicated that flexible workplace and opportunity for promotion was more important than salary BridgeWorks' 2001 Generations Survey 70% of Millenniums believe working from an office is unnecessary BridgeWorks' website today

16 Sages Majority (95%) of them have retired Possess intellectual capital and institutional knowledge Have strong work values and ethics See themselves as vigorous, contributing members of the workforce Silent stoicism (not much feedback given or expected)

17 Sages Offer opportunities for them to mentor Offer opportunities to continue working Ask them to volunteer if they don t want to continue working Show them that you value their expertise and contribution

18 Baby Boomers The Me generation Invented and value work-life balance They are the managers running our organizations today Career oriented Love the good life Want job performance feedback

19 Baby Boomers Visible bosses and peers (manage by walking around ) Face to face time Acknowledgement for achieving goals Collaboration No surprises Authority is earned

20 Baby Boomers 42% project they will continue working after age 65 47% see themselves as being in the middle of their careers 55% are members of external volunteer networks 87% say being able to work flexibly is important 71% report having elder care responsibilities Harvard Business Review, July How Gen Y & Boomers Will Reshape Your Agenda, by Sylvia Ann Hewlett, Laura Sherbin, and Karen Sumberg

21 Baby Boomers Help them explore their next set of workplace options, and demonstrate how your organization can continue to use their talents Walk the talk on work-life balance by redesigning their jobs to accommodate multiple life demands Encourage them to enrich their present roles and grow in place if they need to slow their career pace

22 Generation X The next generation of leaders The most well educated generation Goal-oriented Free agents vs. loyal to one company Want to be challenged Led dot.com boom Want to have independence

23 Generation X Regular check-ins, but trust their time management skills Uninterrupted work time leave them alone when they are focused How can they help your company make things more efficient? Timely, informative and action-oriented responses to requests Equal value to work/personal life have fun at work

24 Generation X Talk to them about their reputation, not just job tasks; they want your candid perspective and feedback Acknowledge their ability to work independently and encourage them to leverage their entrepreneurial abilities Help them get the most out of every job position by discussing what the job can do for them and what they can learn from it

25 Generation Y Value independence Look for new challenges Challenge the status quo We re all in this together Want the opportunity to make an impact

26 Generation Y Invite feedback and demonstrate interest in them Avoid hierarchy and multiple levels of chain of command Ensure you have social events outside office hours Create a fun environment that embraces individual interests

27 Generation Y 84% profess to be very ambitious 45% expect to work for their current employer for their entire career 78% are comfortable working with people from different ethnicities and cultures 86% say it s important that their work make a positive impact on the world 48% say having a network of friends at work is very important Harvard Business Review, July How Gen Y & Boomers Will Reshape Your Agenda, by Sylvia Ann Hewlett, Laura Sherbin, and Karen Sumberg

28 Generation Y Demonstrate stability and long-term value of your organization Show how your organization is flexible and filled with learning opportunities for them Provide schedules that help them build careers and families they work to live, not live to work. Many GenY have a hard time understanding cubicle shackles -- they want to work anytime/anywhere, and will usually be more productive and put in longer hours when they work this way Make groups and teams part of their roles Provide mentoring opportunities and leadership training The Hiring Site. 6 Ways to Retain Your Generation Y Future Leaders, by Lisa Orrell. April 4, 2011.

29 Summary of Characteristics Sages Boomers Gen X Gen Y Practical Always at work Optimistic Want recognition Skeptical Hopeful and optimistic Patient, loyal and hardworking Difficulty with change Teamwork and cooperation Do not accept change Self-reliant and technology literate Adaptable to change Meaningful Work Moral mindset Social activism Respectful of authority Ambitious Physical health Risk-taking Value diversity and change Rule followers Rewards later Prefer Structure Workaholic Thank God It s Monday Balance work and life Technology savvy Immediate responsibility

30 How does this translate to insurance?

31 How does this translate to insurance? Key Areas generational influence has, include how a person: Purchases insurance Seeks advice Makes plan design choices Accesses care Utilizes services

32 How does this translate to insurance? How Healthcare Reform has changed the landscape: Stay on your parents plan until age 26 Women s preventive services covered in full How you buy coverage, access to public or private exchanges Newly eligible for state health insurance plans Everyone must have insurance, or pay a penalty How do I figure out what option is best for me & my family?

33 Choice is Important Deloitte University Press, 2012 Survey of U.S. Health Care Consumers: Five-Year Look Back

34 Exchanges

35 Pharmacy Utilization Deloitte University Press, 2012 Survey of U.S. Health Care Consumers: Five-Year Look Back

36 Alternative Medicine Treatment of minor illnesses: 17 percent say they prefer to take natural remedies like herbal medicines rather than medicines prescribed in standard medical care This has not changed in recent years, but is higher among the younger generations (22 percent of Millennials, 19 percent of Gen X) than the older generations (14 percent of Boomers, 11 percent of Seniors), suggesting use of natural remedies may increase in coming years Deloitte University Press, 2012 Survey of U.S. Health Care Consumers: Five-Year Look Back

37 Communication Preferences Employee Benefits Trends Survey, MetLife (

38 Communication Preferences Employee Benefits Trends Survey, MetLife (

39 Communication Preferences Employee Benefits Trends Survey, MetLife (

40 Communication Preferences Employee Benefits Trends Survey, MetLife (

41 Communication Preferences Deloitte University Press, 2012 Survey of U.S. Health Care Consumers: Five-Year Look Back

42 Deloitte University Press, 2012 Survey of U.S. Health Care Consumers: Five-Year Look Back

43 Health Records, Privacy & Security Deloitte University Press, 2012 Survey of U.S. Health Care Consumers: Five-Year Look Back

44 Learnings What one thing did I learn about Generation Y? What one thing did I learn about Generation X? What one thing did I learn about Baby Boomers? What one thing did I learn about Sages?

45 Application In what ways have you experienced generational differences at work or at home? What is an instance where generational differences can create an opportunity for you professionally or personally? Are you aware of personal generational differences hot buttons for yourself, colleagues, or clients? How can your knowledge of these differences turn a potentially negative experience into a positive?

46 Take Action Identify your organization or client demographics, and proactively initiate conversations to avoid potential issues, and missed opportunities Call out misperceptions as you see or hear them Create programs where employees can get to know each other 1:1 and in group settings Share your successes with others

47 Resources BridgeWorks: Books by Lynne Lancaster and David Stillman the M - factor: How the Millennial Generation is Rocking the Workplace When Generations Collide

48 Young Professionals Connection (YPC) Our Mission YPC's mission is to promote an environment that attracts and retains young professionals in Greater Des Moines. Our efforts focus on connecting young professionals to each other and to the community through social, civic, charitable, and professional development endeavors. YPC Website: YPC Survey: WkU/edit?usp=sharing

49 Young Professionals Connection (YPC) Our History We are a focused extension of the Greater Des Moines Partnership, a community and economic development organization serving Central Iowa. The Partnership strives to create a unified region that provides not only a healthy business climate, but also a high quality of life. The Partnership, along with some like-minded young professionals, formed the Young Professionals Connection in Today, we are a dynamic network of ~600 leaders shaping Greater Des Moines into a fun place to live, work and play. We engage hundreds of members in YPC committees and events, Greater Des Moines Partnership activities and community involvement

50 Young Professionals Connection (YPC) Member Profile (2013 Annual Survey) 93% are between the ages of 21 and 35 92% have completed at least a bachelor's degree 94% are registered voters 48% devote at least 25 hours / year to community service 43% consider themselves single 23% have lived in Des Moines for 2 years or less

51 How to get involved? Join at for $25/1yr or$40/2yr membership Volunteer to serve on a committee: Charitable Committee, Civic Committee, Diversity Committee, Impact Downtown Committee, Marketing Committee, Membership Committee, Professional Development Committee Social Committee Join a YPC athletic team (ie. soccer, volleyball, softball, etc ) Attend lunch & learns, happy hours, morning meet-ups, or behind the scenes events, diversity dinners, or special events Join the Board (elections are annually, held in November)

52 Questions? Megan Ruble c: e: