Developing a generational engagement strategy

Developing a generational engagement strategy

Attract and Retain Talent of all Ages

- Peter F. Drucker

Generational Engagement

“At fifteen, I set my heart on learning. At thirty, I was firmly established. At forty, I had no more doubts. At fifty, I knew the will of Heaven. At sixty, I was ready to listen to it. At seventy, I could follow my heart’s desire without transgressing what was right.” -Confucius


. . . Rapidly Aging by 2025

Source: U.S. Census Bureau

Under 5% 5% to 12.4% 12.5% to 20% Above 20%

Percent of Population Age 60+ 2025


The Mature Worker

It’s not ALL bad news –Many Employees Plan Not to Retire…

4%

20%

25%

16%

1%

34%

50 or Under 51-60 61-65 66-75 75 or older Never

At what age do you plan to retire?

Source: The New Employee/Employer Equation, The Concours Group and Age Wave, 2004

Cutting Back Has New Meaning: Cyclic – or Project-Based – Work

12%

39%

49%

Working full-time Working part-time Moving back and forthbetween working full-time and

not working

Preference for working after “retirement”


10

Mature Workers –The Good News on Engagement

3230

15

26

38

2118

35

16

9

15

8

0

5

10

15

20

25

30

35

40

Looking for a new job at anothercompany

Feeling at a dead end Fear of being laid off or fired

Y X Boomer Traditionalist


%

11

4539

32

4844

28

5752

35

65 6153

0

10

20

30

40

50

60

70

I really care aboutthe fate of thisorganization

(agree)

I’m willing to put ineffort beyond that normally expected

to help theorganization be

successful (agree)

I find my valuesand the

organization’s aresimilar (agree)




%

12

33 35

28

4237

28

4946

35

6164

54

0

10

20

30

40

50

60

70

A good deal of my pridecomes from my work and

career (agree)

Time seems to passquickly when I’m at work

(agree)

I often feel energized bymy work




%

Keys to Engaging Mature Workers:

1. Give them an opportunity to contribute in meaningful ways

2. Provide opportunities to continue improving their skills and stretching their talents

3. Flexible work arrangements, especially schedules, will become more and more important



The Mid-Career Worker

Keys to Engaging Mid-Career Workers:

1. Mid-career workers are looking for comprehensive benefit plans

2. They want the flexibility to meet work and life commitments

3. They need stimulation, variety and a change of pace, sometimes including the chance to reinvent themselves



The Young Workers

3230

15

26

38

2118

35

16

9

15

8

0

5

10

15

20

25

30

35

40

Looking for a new job at anothercompany

Feeling at a dead end Fear of being laid off or fired


Young Workers –The Bad News on Engagement


%

4539

32

4844

28

5752

35

65 6153

0

10

20

30

40

50

60

70

I really care aboutthe fate of thisorganization

(agree)

I’m willing to put ineffort beyond that normally expected

to help theorganization be

successful (agree)

I find my valuesand the

organization’s aresimilar (agree)




%

33 35

28

4237

28

4946

35

6164

54

0

10

20

30

40

50

60

70

A good deal of my pridecomes from my work and

career (agree)

Time seems to passquickly when I’m at work

(agree)

I often feel energized bymy work




%

Keys to Engaging Young Workers:

1. They are highly independent, both functionally and intellectually

2. They are situational vs. structured3. Remember that they are more likely to

process information digitally4. Highly comfortable with diversity, beware

one-size-fits-all approaches


“The single biggest problem in communication is the illusion that it has taken place.”

-George Bernard Shaw


Engagement Strategy:1. Communication is your Cornerstone Are you meeting the13x requirement How are you seeking and getting feedback

from employees? Business is not T-Ball How do your messages cascade? Making the most of true believers


Engagement Strategy:2. Analyze your Workforce


“In these days of Talent Wars, the best way to keep your stars is to

know them better than they know themselves - and then use that

information to customize the career of their dreams”Timothy Butler & James Waldroop

“Job Sculpting” Harvard Business ReviewSeptember-October 1999

Engagement Strategy:2. Analyze your Workforce


Observation Time Consuming Expensive Highly Subjective

Assessments Quick Inexpensive Highly Objective

Engagement Strategy:3. Engage Your Leaders The Engagement impact of first-line

supervisors 360° assessment for all “People Leaders” Don’t leave anything to chance Individualize your approach to each group


How Not to Redesign

Work


Engagement must Start at the Top!

The need for Senior Champions Engagement is not FREE Link with your Strategic Plan Keep it simple Hypocrisy travels even faster than bad news


Developing a generational engagement strategy

Business

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