Post on 17-Feb-2017
Adapting to Generational Change
in the Workplace
Thomas BalogaWilkes University
IntroductionImplicationsDefining/Understanding Generations in the
WorkplaceMotivating EmployeesPolicies/PracticesManagement/HRProblems/TipsConclusion
ImplicationsEmployers will need to recruit and embrace
diversity in the workforceThe fasted growing occupations across developed
nations are knowledge based, meaning the position requires a formal education or advanced training
Given that knowledge is a scarce resource, companies must capitalize on it by inviting and nurturing the best people
Companies must welcome retiree-age employees to remain on board and transfer skills
Understanding Generations• Never before has there been a workforce and workplace so
diverse in race, gender, and ethnicity• First time we have four generations working shoulder to shoulder,
cubicle to cubicle • All generations have unique experiences and attributes which
influence their attitudes towards work• Psychologists, sociologists and everyday managers have identified
important differences between generations in the way they approach work, work-life balance, employee loyalty, authority and other important issues
• Differences could be attributed to individual differences, such as levels of experience, levels of financial and family commitments, depth of person development, political awareness, and emotional maturity
• A lack of understanding across generations can have detrimental effects on communication and working relationships and undermine effective services
Defining Generations in the Workplace
Working Generations in the U.S.
Traditionalists The “Silent Generation” or “Veterans” Viewed as being self-sacrificing Rooted in value systems built upon structured, formal roles,
patriotism, duty, self-sacrifice, top-down management and clear lines of authority
Group of hardworking employees who respect authority and adhere to rules
Have a strong work ethic, being very loyal, disciplined, and knowledgeable due to their experience
They have a strong respect for authority and prefer formality in relationships; prefer formal titles such as Mr. and Mrs.
Disciplined to adhere to rules Well-respected group of individuals in the workplace because they are
likely to have great knowledge and experience in the field
Baby Boomers Born post WWII Approximately 74.9M of the U.S. population Characterized in the workplace as possessing the work ethic qualities
of being efficient and logical with a “do what it takes” attitude Came of age during an era of civil rights movements, the breaking
traditional family life, illustrated by an increased rate of divorce and higher number of women pursuing individual careers and working outside home
Higher education was no longer a dream come true, but a given, and computer science and technology was introduced
Represent the aging workforce Committed and considered workaholics Spent most of their careers with one organization, which gives them
the characteristic of being loyal to their organization
Generation X Approximately 75.9M of the U.S. population Characterized as being cynical and skeptical
Research shows events such as The Persian Gulf War, increases in divorce rates, increases in crime, and the spread of AIDS may be contributing factors
Work style tends to be more informal than that of their parents, and they take pride in their independence
Grew up during a time of change in America First generation on a larger scale to experience both parents
working Exposed to more pop-culture and world events Witnessed their parents dealing with job insecurity as they
entered the workforce during an economic downturn, which lead to their concern with retaining employment
Generation Y (Millenials) Referred to as the spoiled generation due to being pampered
as children Grown up with technological advances with the internet and
other forms of electronic communication Also known for being one of the most diverse groups in the
workforce Grew up with the attitude that everything was focused around
them, coined as “Me-Focus”, to include the belief that “We are the future”
Been present for times of war and acts of terror Helped build the spirit of patriotism, similar to other generations
Grew up watching the world change daily, and became aware of their community
Possess traits like confidence, tolerance, and diversity
Motivating EmployeesMany factors influence efficiency
HR Leadership perspective
It’s a necessity to understand the characteristics of your workforce to set an example, and to train and prepare the workforce for efficiency and effectiveness
When leaders understand the HR field and their own workforce, they are able to implement and communicate with their employees from different generations
Leaders must adapt when: They grasp an understanding of each circumstance They properly communicate and implement with specific
generations to be effective
TraditionalistsAuthoritative leadership style
Value authoritative leadership and one who “takes charge”
Clearly outline and state objectivesPrefer written, formal, and chain-of-command forms
of communication
“Consult Individually Style”Experiential knowledge and loyaltyLeader presents a problem to team members
individually, getting their ideas and suggestionsConsulting this generation
Baby BoomersLeadership should be Face-to-Face and personableResilient to electronic communication and
changes in technologyBeneficial to recruit and retain Baby Boomers
Strategy to maintain age diversityTake initiativeGreater company loyaltySeasoned competenciesStrong work ethicsEstablished networks of contacts
Generation XConsensus leadershipDesire for feedbackDoes not want to be micro-managedAbility to multi-task and prefer to learn by
discoveryProvide with fundamentals on a subject the let will
use their preferred techniques to come to their own conclusion
As a leader it is important to incorporate and create a mixture of all these preferences in order to meet the needs of not only Gen X but all generations
Generation YTeamwork leadershipOutshine other generations by not following the crowd
Very individualisticThrive off praise and appreciationNot afraid to rewrite the rulesDo not struggle with the changing structure of any
company
As a leader it is important to:Be open to their ideas and encourage themTask with “hands on” tasks because they are “hands on”
learners and choose projects they feel they can personally make a difference in
Dealing With Generational Differences
Bridging Differences
Identify valuesAssess value differencesAcknowledge implications Change behaviorsCommunicate needsBuild on commonalitiesAccept differencesTap into motivations
Manage Differences
Set clear goalsShare a common purposeExpect mutual accountabilityGive real recognition
Adapted from:Recognition Management Institute, 2000
Policies and PracticesBuilding Relationships
Level of trust toward authorityOverall views
Education Religion Work/life balance
DataUnderstanding the broad demographics of the
workforceUnderstanding the broad demographics of your
consumer base
Management and HRFactors That Influence Efficiency in the Workplace
Characteristics of your workforceTrainingEfficiency and effectiveness
Approaches to Leadership StylesExamples by Industry
Local shopGuard Google
Leadership and AuthorityTraditionalist
Authoritative – Leadership Respectful – Authority
Baby Boomers Consensus – Leadership Love Hate – Authority
Generation X Competence – Leadership Unimpressed – Authority
Millennials Teamwork - Leadership Respectful, but autonomous - Authority
Challenges Retention
RecruitmentRecognitionProductivity
Employee satisfactionCustomer satisfaction
Retention TipsHire selectivelyOffer competitive benefits package salary
Based on skill and experience Supply and demand Geographical location Worker seniority
Provide a comfortable work environment and cultureMake more time for orientation of new peopleCommunicate goals clearlyRecognize accomplishments
Recruiting TipsFind out what motivates themFind out what would cause them to leave the
organizationTreat them as they want to be treatedPeople work for people not a companyHire the best person for the job
Recognition TipsRecognition is personal. Find out preferences for
type of recognitionRecognition is about people and relationships, not
thingsLearn to say and show “thank you” in many
different waysDemonstrate that you trust peopleMaking time for recognition is simply a choice
Productivity TipsAsk people how they learn bestWhen people ask for tools to get the job done, provide
those toolsProvide the latest technology as money permitsPlan for personal and professional development Communicate about how well they are doing and where
they can improveSet goals and help with the plan to achieve themProvide quarterly reviews
ConclusionRecommendations/Opportunities
Taylor your own styleAppreciate your workforceAdapting to values and beliefsTraining SynergyAdjusting leadership styleBecoming a successful leader
References
Dittmann, (June 2005). Generational Differences at Work.
Saunderson, R. (2000). Managing Generational Differences in the Workplace, Recognition Management Institute.
U.S. Bureau of Labor Statistics. (n.d.). Retrieved December 02, 2016, from http://www.bls.gov/
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