MANAGING GENERATIONAL DIFFERENCES TXPELRA Conference, February, 2015
4 TH DIMENSION LEADERSHIP The Context for Developing Leaders
1 Four Generations Together Traditionalists/Silent Generation/Matures (pre 1946) Baby Boomers (1946-1964) Generation X (1964-1981) Millennials/Gen Y ( after 1981)
2 Workforce Trends 23% of employed personnel are under 30 Turnover increases with younger generations. On average, * Baby Boomers change jobs every 3.3 years, Gen Xers every 3 years, and Millennials every 2.3 years. The end of the twentieth century has seen a shift in retirement behavior, with labor participation rising instead of declining for those over the age of 65. Currently, 12% of employed personnel are over 60 The Office of Personnel Management found on average that retirement-eligible federal employees stay with their agency an additional four years, yet 25% will remain another nine years.
3 Generational Expectations From a CPS survey of government employees and their report Multi Generational Training in the Public Sector
4 Traditionalists/Silent Generation I value discipline and hard work for the good of the organization. I respect and follow management directives. I have a can-do attitude and desire to contribute. I value experience and accomplishment. No one is exempt from the rules and procedures that get the job done. I like to volunteer. I like a well-crafted memo that includes important information. I like formal recognition of a job well done.
Baby Boomers 5 I value and enjoy teamwork. I value leadership. I have a high level of involvement with my organization or department. I like to be recognized for my efforts with commensurate pay and recognition. I value hard work and put in long hours. I value personal fulfillment as well as job fulfillment. I question my manager on directives if I don t see the benefit. I like to communicate directly. I am adaptable to changing conditions and technology. I am competitive.
Generation X 6 I am technology savvy. I view things with a healthy dose of skepticism. I am aware that change doesn t always lead to a better place. I am independent and self-reliant. I like a healthy balance between work and family. I like to communicate immediately and directly. Rules and protocol aren t as important as getting the job done efficiently and effectively. I like to multi-task a diverse portfolio of projects and information.
Millennials 7 I value balance and teamwork. I am sociable and like collaboration. I am resilient to change. I value diversity and inclusion. I like to be challenged. I like flexible working hours. I like to learn new things and see a career as a learning environment for self- fulfillment. I would rather send an e-mail or text message than pick up the phone. I like positive reinforcement and feedback that is direct, respectable, and goal-focused.
8 Skill Gaps by Generation From Multi Generational Training in the Public Sector by CPS
Boomer/Traditionalist Skill Gaps Use of Technology Creative Thinking Conflict Management Stress Management Change Management Written Communication Time Management
Generation X Skill Gaps 10 Use of Technology Presentation Skills Supervision Leadership Conflict Management Stress Management Change Management Written Communication Time Management
Millennial Skill Gaps 11 Customer Service Oral Communication Critical Thinking Supervision Leadership Conflict Management Stress Management Change Management Written Communication Time Management
Transition in Learning Styles 12 High correlation between preference for live or online by generation A side benefit of live training Millennials is that it helps address interpersonal skill gaps regardless of the class topic A side benefit of training boomers online is that it helps address their technology skill gaps regardless of the class topic The right strategy is a blended learning environment that uses both live and online in a coherent and well planned fashion
13 Focusing on Millennials Survey Results from the study by Robert Half International What Millennial Workers Want How to Attract and Retain Gen Y Employees
Survey Ranking of Top (1-10) Job Search Considerations Salary 9.05 Benefits (health insurance, 401(k), etc. 8.86 Opportunities for career growth/advancement 8.74 The company s location 8.44 Company leadership 7.95 The company s reputation/brand recognition 7.56 Job title 7.19 In-house training programs 6.95 Tuition reimbursement programs 6.44 The diversity of the company s staff 6.07 The company s charitable/philanthropic efforts 6.06
Millennial Most Valued Benefits (1-10) Healthcare coverage 9.02 Vacation (paid time off) 8.82 Dental care coverage 8.80 401 (k) or retirement 8.58 Bonuses 8.25 Flexible working hours/telecommute 8.06 Profit-sharing plans 7.52 Subsidized training/education 7.51 Mentoring programs 6.41 Housing or relocation assistance 6.38 Free/subsidized snacks or lunch 6.02 Subsidized transportation 5.73 On-site perks (dry clean, fitness, etc) 5.59 Subsidized gym membership 5.59 Matching-gifts for charitable contr 5.33 Sabbaticals 5.26 On-site childcare 4.92
19 Most Important in a Work Environment (1-10) Working with a manager I can respect and learn from 8.74 Working with people I enjoy 8.69 Having work/life balance 8.63 Having a short commute 7.55 Working for a socially responsible company 7.42 Having a nice office space 7.14 Working with state-of-the-art technology 6.89
Time required to pay your 21 dues? Less than one year 16% One to two years 51% Two to three years 19% More than three years 5% Not sure 9%
How long do you expect to stay 23 in your current position? Less than one year 16% One to two years 24% Three to five years 19% Six years or more 22% Not sure 19%
Top reason to leave one job 25 for another Higher pay 4.63 Better perks and benefits 4.44 More opportunities for advancement 4.22 More interesting work 4.14 Better work environment 3.99 Shorter commute 3.51 More prestigious job title 3.39
26 The Millennial Perspective
Compared to Previous Generations, Millennials: Have more frequent job and career changes Have a greater focus on personal/family life Have more knowledge of technology Have more education Place more emphasis on education than experience Expect to rise quickly through the ranks
How to be a Millennial Friendly 28 Employer Offer slightly above average compensation but do it at the start they want instant gratification and will take a good offer now over a great one in six months (future raises, etc) Encourage development through in house training, tuition reimbursement, paid professional dues and participation Offer formal coaching and mentoring
Millennial Job Searching 29 ¾ visit your website to learn about you before applying 2/3 use online job boards ¼ use social networking sites such as Linked In, Facebook, Jobster, etc Attracted to organizational image and reputation in your market Interprets work environment based on technology used in the recruitment and the website
A Millennial s Ideal Employer: Cares as much about their employees and their community as their customers Provides an opportunity to make a difference in the world
A Millennial s Ideal Boss Cares about them as a person Provides daily feedback Gives assignments that stretches and grows them Makes their jobs more diverse Help them achieve their personal and professional goals
How would you describe your 32 dream boss? Good management skills Pleasant/easy to get along with/approachable Understanding/caring Adviser/supporter Flexible/open-minded Respects/values/appreciates employees
33 Recruiting Millennials
Manage First Impressions 34 Easy to find and meaningful information about the organization, the culture and the community on your website High quality electronic brochure describing the position High quality well placed ads Video recruitment ads get 12% more qualified candidates than traditional ads
Use Social Media 35 Talent Recruitment Highly targeted email marketing campaigns that engage viral networks via peer and mentor referrals Linked In (professional and informational) Facebook (visually graphic and social) Twitter Highly targeted online job boards (www.sgrjobs.com, www.icma.org, etc)
36 Manage the Candidate Experience Hassle free electronic application process Exceptional communication with candidates on a regular basis Move the process promptly with a sense of urgency for the candidates
37 Managing Millennials From Robert Half International
Give them Their Scores 38 Recent graduates are accustomed to receiving regular feedback in the form of test scores and grades and appreciate knowing where they stand. Don t wait for the annual performance review to provide feedback give spot reviews as tasks and projects are completed. Immediate input on their performance and progress will help motivate these team members.
39 Keep the door open, but don t be a doormat. This group appreciates a friendly, fairminded manager who dispenses advice, provides support and then gives them space to do their jobs in their own way. But they aren t looking for pushovers: They want their supervisors to exercise clear authority.
Give it to them straight. 40 This was not a children-should-be-seenand-not-heard generation. As youngsters, they likely questioned things and received fairly open responses. Subsequently, Millennials expect honesty and candor from their managers.
Walk the talk. 41 Similarly, this group wants companies to act true to their values. They are skeptical of corporate pronouncements unless they are backed up with clear action.
42 See them as people, not just employees. Like all professionals, these workers want supportive managers. When talking with Gen Y staff members, acknowledge that they have lives and concerns outside of work, and help them balance work and personal obligations. 73% are worried about work/life balance
Lend them your ears. 43 They seek the validation that comes from being heard. This does not mean that you have to act upon their every suggestion, but you can acknowledge their ideas and encourage them to approach you with their thoughts.
49 49 Sources Drawn From Include: Robert Half International report What Millennial Workers Want How to Attract and Retain Gen Y Employees CPS HR Consulting report Multi Generational Training in the Public Sector Contact Ron@GovernmentResource.com for a link to either of these comprehensive reports.
44 More information on Generations For a link to the CPS or Robert Half studies referenced as sources, contact Ron Holifield at Ron@GovernmentResource.com www.governmentresource.com
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QUESTIONS? Managing Generational Differences
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