Idaho Society of Professional Engineers

June 11-12, 2009Coeur d’Alene, ID

Generational Factors Affecting

Associations and the Workplace

Presented by: Michael Hardy, PE, F.NSPE

Vice President

Engineers are much more than their stereotype.

Presentation Outcomes:1. Develop basic understanding of the

primary characteristics of each generation.

2. Provide communication tools applicable to each generation.

3. Understand of how generational influences affect our interactions with others.

Motivation is an unfulfilled need.The trick is to identify a need in others, then provide something that will fulfill that need.

Maslow’s Hierarchy of Needs:5. Self-actualization

4. Self and group esteem.

3. Love and belonging.

2. Safety

1.Physiological needs(food, clothing, shelter, etc.)

Basic Personal Needs Include:

Affiliation (seeking relationships)AchievementPowerRecognitionDesire to influence others (dominance)OrderThrill-seeking

We must know our audience, if we are to create an organizationthat will serve our needs.

• GI Elders: Born before 1925• Matures: Born between 1925 and 1946• Boomers: Born between

1946-1964• Gen-X: Born between 1965-1981• Gen-Y (Millennials): Born between

1981-1999• Hypers: Born after 2000

Generational Factors 101

Each generation’s values are formed by their experiences during the first 10-15 years of life.

• Adversity• Diversity• Technology• Economy• Complexity

Matures (Born between 1926 and 1946) Primarily influenced by CONFLICT

• Value hard work - “Work First” attitude• Believe in duty to country• Will sacrifice for the common good• Have respect for authority and titles• Loyal, disciplined, and appreciate courtesy.• Strive for community attachment• Thrifty

Boomers (Born between 1946 - 1964) Primarily influenced by CONTROL

• “Live to Work” attitude• Want to be challenged and valued• Want to be part of the success.• Believe we deserve what we get• Don’t like rules• Want convenience• Are not ready to stop working• Are Nostalgic• Have Financial Concerns

Gen-X’ers (Born between 1965 - 1981)

Primarily influenced by CHAOS

• “Work to Live” attitude – focus on having a life — today

• Are independent, diverse, flexible, outcome oriented

• Are skeptical of others• Are pragmatic and resourceful• Think in terms of short-term commitments• Are peer focused

Gen-Y’ers (Born between 1981 - 1999)

Primarily influenced by CHANGE

• Live, then Work” attitude• Pre-affluence• KAGOY- Kids Are Growing Older Younger• Menu driven mentality, expect choices• Believe technology is the answer• Informal, multi-taskers, teamwork oriented

• Conflicted sense of ethics“• Want a range of projects as well as

challenging and meaningful work.

Multi-GenerationalCommunications

All generations want: • Work that provides

personal satisfaction• Associates who

understand that personal lives are important

• Activities that are valued by peers

• Clear sense of purpose

How to Communicatewith Matures:

• Get to know their background and experiences

• Explain new ideas, ask their advice and take time to listen to them.

• Matures want to interact with living, breathing individuals.

How to Communicatewith Boomers:

• Show respect for their skills, knowledge and potential.

• Give clear goals and guidelines and the flexibility to do things their way.

• Take an interest in them personally.• Provide constructive feedback.

How to Communicatewith Gen-X’ers:

• Give them clearly defined goals and the freedom to achieve them in their own way.

• Allow them to do the job on their own and recognize their development.

• Reward with training and increased responsibility.

How to Communicatewith Gen-Y’ers:

• They need structure, supervision, and look for immediate gratification and feedback.

• Be clear in our requirements, answer all of their questions, and be patient.

• More emphasis on life balance• Shorter employment tenures• More emphasis on technology for decision-

making and education• Less emphasis on protocol/seniority• Less willingness to sacrifice for the

organization• A more detached style in business

relationships

What is the Future Impact of Today’s Emerging Leaders?

• More emphasis on life balance• Shorter employment tenures• More emphasis on technology for decision-

making and education• Less emphasis on protocol/seniority• Less willingness to sacrifice for the

organization• A more detached style in business

relationships

What is the Future Impact of Today’s Emerging Leaders?

• Take the “transactional” nature of emerging leaders’ work attitudes into consideration when planning.

• Expand your search beyond the young leader candidate pool.

• Sell the “sizzle” that appeals to your targeted applicant pools.

• Build and maintain a consistent recruiting presence on the Internet.

Recruiting and Growing Leaders in the New Millennium

Generational membership of NSPE:• NSPE grew from 1934 through1983

• Membership consisted of GI Elders and Matures

• Most Boomers joined before 1995

• Most Gen-X’ers will have joined by 2012

• Gen-Y’ers are just now starting to join

What does this mean for Associations?

Values of the Matures have served associations well:

• Hard work

• Duty to country

• Community attachment

• Sacrifice for the common good

• Respect for Authority and Titles

Gen-Xers have a different view of associations

• Very comfortable with electronicinteractions with others

• Pragmatic

• Skeptical

• Resourceful

• Looking for the Balance in Life

• Contractually oriented

• Peer Focused

Boomers are somewhere between Matures and Gen-Xers

• Prefer to interact via face-to-face meeting

• Growing demand for Convenience

• Nostalgic for the good old days

• Need to see value sincerely

• Bonded to Brands• A technology

answer for everything

• Expect many choices

Looking ahead to the Millennial

How can we use this information?

• Generational values apply at home, work, professional and technical associations, civic and religious organizations, etc.

• Evaluate our organizations to understand how they’ve operated in the past and how they may need to evolve for the future

• Educate others in Generational Factors

Younger Members need:• Tangible impact• Career advantages• Network of peers• Opportunities to actively serve• Recognition• Efficient organization• Short, focused commitments

How is NSPE using this information?Increasing use of technology:

• Launched a President’s Blog to provide a forum of topics affecting engineering.

• Launched a NSPE group on FaceBook to enhance networking among engineers, particularly young engineers.

• Continuing Education training available as Webinars - available either live or downloadable 24/7

How is NSPE using this information?Increasing use of technology: (cont’d)

• Spring Board of Directors meeting was held via teleconference/webinar

• Use of electronic discussion and voting in for the House of Delegates and Board of Directors prior to Annual Conference

• In planning stage to convert under-utilized HQ space into video-conference facility

How is NSPE using this information? Clarifying Volunteer Roles & Duties

• “Volunteer Task Catalog”• “State-Chapter Leaders’ Idea Exchange”• “Chapter and State Officer & Directors’ Duties” guides• “Chapter Leader Handbook” including

“Chapter Activity Suggestions” and “A Year in the Life of a Chapter President”

• “Legal Responsibilities: A Guide for NSPE and State Society Officers and Directors”

• QuickBooks template for chapter or small state society treasurer use.

• “How to Participate” guide for Engineers Week Programs

• How might a company’s leadership style evolve over the next few years based on these trends?

Questions to ask…Thoughts to discuss.

• Where will the dissonance occur between present and future company leaders?

Questions to ask…Thoughts to discuss.

• What steps should be taken to anticipate and resolve the dissonance between present and future company leaders?

Questions to ask…Thoughts to discuss.

• What specific steps need to be taken to establish and effective leadership development program for potential young leaders?

Questions to ask…Thoughts to discuss.

Summary:1. Develop basic understanding

of the primary characteristics of each generation.

2. Provide communication tools applicable to each generation.

3. Understand of how generational influences affect our interactions with others, both in volunteer associations and in the workplace.

Additional Resources

“Motivation Factors of Young Engineers” published by the NSPE PEPP-YEAC

“Leadership and the Emerging Generations” Webinar by Jeff VanKooten at the Center for Generational Studies

“Generations and the Future of Association Participation” by the William E Smith Institute for Association Research

The Center for Generational Studies www.gentrends.comRobert Wendover , Managing Director wendover@gentrends.com

Questions & Comments?