2010 WICSEC Conference

Transcription

1 Generations at Work Today s s Multi- Generational Workplace Jan Jensen and Harry Welling 2010 WICSEC Conference 11/8/2010 1

2 Session Objectives We will identify the five generations that comprise today s s workforce and discuss each generation s s values and strengths. This is the first time in history that we have had so many generations working side-by by- side. We will talk about some strategies for strengthening teams of multi-generational workers. We will suggest successful tactics for recruiting and retaining each generation 11/8/2010 2

3 Definitions Silent Generation (Traditionalists( or Radio Babies): born Baby Boomers: : born Generation X (Baby Busters): born Generation Y (Whys or Nexters): born Generation Z (Net Generation): born 1991 or later Millennials- fuzzy definition, overlaps Y and Z 11/8/2010 3

4 TOTAL by Generation WA State DSHS employees by generation Nexters or Gen-Y 6% The Silent Generation 3% Gen-Xers 41% Baby Boomers 50% Total Employees = about 19,300 This is the total number of active employees, including part-time. 11/8/2010 4

5 Our bench strength- Management Structure Our Bench Strength Senior Managers n = 460 Silent Generation 5% Baby Boomers 70% Gen-X 25% Mid-Managers n = 1,175 Silent Generation 2% Baby Boomers 61% Gen-X 37% Washington Government Service n = 17,650 Silent Generation 3% Baby Boomers 47% Gen-X 43% Gen-Y 7% Total Employees = 19,285 This is the total number of active employees, including part-time. 11/8/2010 5

6 Managers Eligible for Retirement by 2012 (DSHS) *estimate* Senior Managers Eligible Managers 28% Mid-Managers 25% Washington Government Service 17% n = 143 n = 295 n = 2,972 Total Eligible for Retirement = 3,310 11/8/2010 6

7 In percent of managers were under age 30, by 2000 only 2 percent were. See Governing, September 2007, p /8/2010 Online at 7

8 Who are the Silents/Traditionalists? Born Between Work is An obligation Work Ethic Loyalty Technology Reporting Relationships Flexibility Bring to the workplace How they work What they value Work until you drop Loyal to employer Technological fascination Strong chain of command I ve earned it! Dignity and respect They have rich history to mine and give it willingly Follow the rules, duty before fun 11/8/2010 8

9 You know you re a Traditionalist if: You remember when TV was black and white IF you even had a TV! You remember doing ballroom dancing instead of watching it on TV. One of your first cars had running boards. You listened to Frank Sinatra, Doris Day and Paul Anka on the radio or on 45 rpm records. You can use a computer, but secretly you are still afraid you ll break it. 11/8/2010 9

10 Born Work is Work Ethic Who are the Baby Boomers? Born Between 1946 and 1964 Loyalty An exciting adventure Work long hours and tell you about it Loyal to employer, with reservations (question authority) Technology Technology challenged (40%). Reporting Relationships Chain of command. Flexibility Bring to the workplace How they work What they value I I want it! A get it done at all cost attitude Competitive and hard-working Reaching their personal goals and achieving fulfillment 11/8/

11 You know you re a Baby Boomer if: You dreamed that one day you might join the Mickey Mouse Club. You used a typewriter to write your term papers. You remember watching the moon landing on TV. You were either at Woodstock, or you remember it (but not both!) 11/8/

12 Who is Generation X? Born Between 1965 and 1976 Work is a difficult challenge Work Ethic Loyalty Technology Reporting Relationships Flexibility Bring to the workplace Personal life first (although work is important) Career and professional loyalty Technology Technology proficient (80%) How they work What they value Direct and immediate I I deserve it! Can appear as a job hopper to others Take an independent approach to work; multi-taskers taskers Balance between work and personal life and partnerships 11/8/

13 You know you re a Generation X if: You remember Atari and playing many hours of Asteroids. One of your favorite movies was either Star Wars or ET. You do know who shot JR. You actually owned and played records. You typed your term papers on a word processor. 11/8/

14 Who is Generation Y? Born After 1977 Work is Work Ethic Loyalty Technology Reporting Relationships Flexibility Bring to the workplace How they work a means to an end. What s s next? Lifestyle comes first. Want career options. Technology Technology savvy (100%) What they value Be respectful but move ahead I I expect it! They re digital natives Appreciate structure, process, & feedback To make a difference in the world ( civic( civic-mindedness ) 11/8/

15 You know you re a Generation Y if: You grew up playing video games Nintendo, PlayStation and PC games. You were learning to use a computer while you were learning to read. You have always had cable TV with a remote and internet access. You ve considered piercing something besides your ear. 11/8/

16 New Gen Y Reality About 37% of this group were underemployed or unemployed during the recession, the highest share of any age group in over three decades. As a result of the recession: Many are adopting new workplace attitudes. More realize that hard work is necessary to reach higher levels of employment Gen Ys realize they can t t demand raises, promotions or other perks during these times. Workplace priorities have shifted from community-minded minded organizations to those with financial strength. This may all be a temporary change- Underlying values remain the same. 11/8/

17 Who is Generation Z? Born After 1990 Work Ethic Loyalty Technology Reporting Relationships Flexibility Bring to the workplace How they work What they value Less ambitious than previous generations Will likely want options Digital Natives (100%) Less team oriented, more self- directed May feel they ve earned it Experts at all communication mediums Independent decision-makers They are consumer oriented 11/8/

18 More Relevant Facts People age 50 and older make up over 40% of the workforce. Due to economy, these older workers are likely to remain in the workforce longer 25% of the workforce falls between years old. This is expected to double in the next five years. Gen X, Y, and Z workers have different expectations and approaches to work Workplaces continue to undergo rapid changes All workers will need to adapt to these changes and each other. Each generation is a different size. One generation cannot replace the previous generation. Gen Y is 3 ½ times larger than Gen X 11/8/

19 Supply and Demand Two things are very different today compared to when the Boomers were entering the workforce 30+ years ago and the Gen Xers years ago: 1. Demographics and the law of supply and demand are at work. There are now far fewer Gen Y s Y s than there were baby boomers at the time of initial entry into the workforce. Therefore, the probability of Gen Y s Y s getting more of what they want is much higher than it was for previous generations. 2. The Technology exists to support the Y s Y s preference to work flexibly and virtually. This capacity did not exist until very recently. 11/1/

20 Building Strong Multi-Generational Teams Everything discussed so far shows us why there are sometimes clashes between team members of different age groups. It is critically important that each team member understands generational differences. A culture of acceptance must be developed to maximize the positives of each group. 11/8/

21 What Bothers the Silent Generation? 16% People in their 20's don't respect elders 44% People in their 20's have no work ethic Young people are impatient for career success 40% 11/8/

22 What Bothers the Baby Boomers? 17% Young people have no loyalty to the company People in their 20's & 30's have no work ethic 52% Young people are impatient for career success 31% 11/8/

23 What Bothers Gen X? Baby Boomers are too bossy 24% 46% Silent Generation won't accept change People in their teens & 20's have no work ethic 30% 11/8/

24 What Bothers Gen Y? 23% Older employess are bossy and set in their ways Older people don't understand technology 44% Older people don't treat me with respcet 33% 11/8/

25 Working with Gen Y s Y s so Everyone Benefits Adopt a mindset of thinking flexibly Show them you respect what they bring to the job A sense if humor is a good quality to have- don t take it all so seriously. Give them challenging assignments to stretch their minds and develop skills Mentor with the goal of helping them avoid mistakes, not as a know-it-all Recognize and reward exceptional work- explain why the reward is deserved 11/1/

26 What is the Message from the Traditionalists? My brain is still functioning! There are often good reasons to do things a certain way- new isn t always better! I I want to continue to work, but I may want work flexibility! 11/8/

27 What is the Message from Baby Boomers? I ll be around for quite awhile yet! I m m not an aging hippie. My brain is not fried. There are good reasons to do things certain ways. 11/8/

28 What is the Message from Gen X? I have made/can make contributions to society I m m not totally self- centered! I will not stay in an agency that has no integrity. I have a good work ethic! 11/8/

29 What is the Message from Gen Y? I want to make a difference. I expect to be treated with respect. I won t t play by your rules without a good reason. I want my contributions to be valued. 11/8/

30 Benefits of Working Together as a Team A chance to leverage the best qualities of each generation A chance for younger workers to learn how to professionals as well as business leaders A chance for young workers to teach the olders how to use technology more effectively A workplace that uses the full dimension of available talent For Leaders: You as leaders are likely experiencing a phenomenon that is new the older you are, the less you know about a major force in this world- technology! In contrast, the younger your employees, the more they know about it. That s s one of the reasons to spend time developing a reverse mentoring program. 11/1/

31 Importance of Finding New Recruitment Methods Even under the most optimistic projections, the growth in the labor force during the decade now ending was expected to be less than in the 90 s. This means there will likely be greater competition for available workers coming into the workforce. Over 40% of current workers are Boomers who have or will soon reach retirement age. In addition to reduced workforce, governments will likely continue to face more budget restraints for some time to come. Some innovative non-monetary recruitment strategies include: flexible schedules, job sharing, part-time time assignments, and temporary assignments. 11/1/

32 Recruiting Techniques for Generations X, Y and Z Utilize technology by posting jobs on your website and on multiple on-line job posting boards. Have an on-line application process that provides an immediate confirmation. Ads should have short snappy copy that gets right to the point of what they will be doing. Stress values, societal value of work. 11/8/

33 Recruiting- Where and How? When describing your organization try to use several of the following key words in your ad: Fast-paced Individual contributions Work-life balance Family friendly Do it your way Opportunity to grow Few rules State-of of-the-art technology 11/8/

34 Recruiting - Where and How? Where do you recruit? What do you hand-out to potential applicants? What services do you provide at the recruiting site? What services do you offer after hiring? (i.e. orientation, job site tour, etc.) 11/8/

35 Hire the Right People It is easier getting the right people on your team than getting the wrong people off it! Early assessment mechanisms often prove more valuable than hiring mechanisms Even the best hiring practices can fail. Working directly with a person, such as in a temporary job, ensures the highest selection success 11/8/

36 Retaining Good Staff Why make the effort to hire and retain good employees? Hiring the wrong people can result in a tremendous cost (not just monetary). Hiring the right people and then see them leave the job can be very frustrating. When calculating turnover costs, several things must be considered. 11/8/

37 The Costs of Turnover Initial Costs of Advertising, Interviewing, Testing, Training, and other Administrative Costs Costs of Terminating- Counseling, Documenting, other Personnel costs Costs of reduced team morale and efficiency Replacement Costs (see first bullet) 11/8/

38 Honoring Star Performers Making Effective Efforts to Keeping Your Good Employees Result in Lower Turnover: Loosen the reins, give them more discretion Offer work-at at-home and alternative work schedules, if allowed by your agency. Thank them in public situations, such as staff meetings, and explain to group what was special about their work. Invite them to serve in Acting positions that would give them more responsibility and a broader view. 11/8/

39 Retaining Employees: How to let them know they are valued Silents: : Mine their institutional knowledge. Recognize their need for dignity and respect. Boomers: : Help them remain passionate and excited about work, keep them learning, reward their dedication and commitment. Gen X: Keep them challenged and learning. Keep them informed and in the loop. Communicate early, honestly and often. Provide flexibility. Do not micro-manage. manage. Gen Y: Provide opportunities to use their intellectual curiosity. Give them the technologies they are used to- they depend on it! Give them regular and honest feedback. They are used to being coached, scheduled and tested by teachers and parents. They want to be mentored by senior talent! 11/1/

40 Honoring Star Performers Other tips for keeping good employees: Discuss long-term goals with them, arrange for them to meet and work with effective leaders. Help them seek mentoring and leadership coaching Give them chances to attend meetings, conferences and other relevant events Assign them to special projects and invite them to design projects focused on achieving the agency s s goals. Take them to high-level meetings, introduce them to the other attendees. 11/8/

41 Any Questions, Comments or Concerns? What are the one or two things you will do when you get back to the office? 11/8/

42 Resources Bridging the Generation Gap,, Linda Gravett and Robin Throckmorton. Career Press, 2007 The M-Factor: M How the Millennial Generation is Rocking the Workplace,, Lynne C. Lancaster and David Stillman. Mixing and Managing Four Generations of Employees,, Greg Hamill. EduMagazine Online, Winter/Spring Connecting Generations: The Sourcebook for a New Workplace, Claire Raines. Crisp Publications, Y Y in the Workplace: Managing the Me First Generation,, Nicole Lipkin. Career Press, Decoding Generational Differences,, W. Stanton Smith, Deloitte LLP 11/8/