Generational Differences In Workplace [Supervisory Training}
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Transcript of Generational Differences In Workplace [Supervisory Training}
Generational Differences
Categories of generations based on experiences and values common to each generation
Veterans, born before 1945 AKA World War II generation. Came of age during Great Depression and WWII, and these experiences had a lasting impact on their development. [Population = 44 million]
Baby Boomers (born 1945-1964) grew up in a time of much more prosperity, and their formative events included Vietnam War and Watergate. [80 million]
Generation X (born 1965-1980) was raised on technology, with everything from televisions and microwaves to videocassette recorders and personal computers becoming more commonplace early in their lifetime. [46 million]
Generation Y (born 1981-2000) are just now starting their working lives and beginning to emerge with yet another unique generational personality. [92 million]
GEN Y GEN X Boomer11% 36% 53%36 117 171
Baby Boomers (1945 to 1964)Generation X (1965 to 1980)Generation Y (1981 to 2000)
MAPLE PRESS DEMOGRAPHIC
GEN X36%
Boomer53%
GEN Y11%
(Example) XYZ Company / DEMOGRAPHICS
BABY BOOMER“Live-to-Work”
Or “Thank God it’s Monday”Born 1945-1964
MAJOR INFLUENCES Suburbia TV Vietnam Watergate Protests Human Rights and
Women’s Movements Drugs Sex Rock ‘n Roll
CHARACTERISTICS Idealistic Competitive Question Authority
BABY BOOMER TRAITS Born 1945-1964
By next year [2014] 70 million Baby Boomers, including manufacturing workers, supervisors, & managers will retire. Baby Boomers are seen as hard, eager workers, well-suited to be brought back as consultants or for individual projects after their retirement.
Motivated by $, title, recognition, promotion Willing to work long hours as long as they see they will
get ahead, earn $ and/or bonus On Work-Life Balance: “Work matters most” - divorced
or dual career Career Advancement mentality: Prove yourself with
long hours; pay your dues
GEN-X“Work-to-Live”
“It’s 5 o’clock, I’m going home”Born 1965-1980
MAJOR INFLUENCES Sesame Street, MTV Game Boy PC Divorce-rate tripled Latch-key children Left alone
CHARACTERISTICS Resourceful Self-reliant Distrustful of institutions Highly adaptive to
change & technology
GEN-X TRAITS Born 1965-1980
Generation X workers can be counted on in situations where conditions are fluid or not well defined.
Members of this generation have grown up and are comfortable with ever-evolving technologies.
They are also rated highly on their ability to learn quickly and embrace diversity.
Tend to work well in situations where conditions are not well-defined or are constantly changing.
GEN-Y “It’s all about me”
“Children of Helicopter Parents”
Born 1981-2000
MAJOR INFLUENCES Expanded technology Natural disasters Violence; gangs Diversity Coddled by parents
CHARACTERISTICS Globally concerned Realistic Cyber-savvy Suffer “ADD” Remote control kids The Tethered
Generation…………. “I’m getting out of class now and I’m on my way to the cafeteria.”
GEN-Y TRAITS Born 1981-2000
Ultimate multi-taskers, e.g., listening to music, while texting , & talking
With low boredom thresholds & short attention spans expect Gen-Y’s to have many job changes
Having a sense of entitlement and indispensability, personal fulfillment is their motivator
Workplace flexibility should suit my needs Will work long hours; But not all at-work May switch careers frequently and fast Gen Y is not allowed to fail or even do average – 94% of
Harvard students graduate with honors People who are used to getting their way instantly may not be
able to handle even small rejections.
How applicable is trait to each of the three generations in today’s workplace?
Willing to navigate office politics Accepting of authority figures in
the workplace Ask for help when needed Need supervision Embrace diversity Give maximum effort Good at multitasking Learn quickly Like informality Like structure
Plan to stay with the organization over the long term
Process-driven Respectful of organizational
hierarchy Results-driven Retain what they learn Seek work/life balance Technologically savvy Prefer to work alone Prefer to work in teams
BREAK-OUT ACTIVITY
One group for Gen-X ¦ One group for Gen-X Gen-Y ¦ One group for Boomer-Gen
How applicable is each trait in today’s workplace to Each Generation? Decide as a team how you will rank these traits as A B & C items
Select 6 items for each category with A category as most important B category as next most important C category as least important
Then within A category rank order the six items selected from 1 to 6; with 1 as most important to 6 as least important
Addressing issue of younger workers who feel “stuck.”
Generation X and Y workers rate high on preferences for informality and desire to seek work/life balance
They rate low on respect for organizational hierarchy plans to stay with the organization over the long term.Suggestions include:
– Expanding workers’ current job experiences, by establishing a career path
– developing new skills and responsibilities– training, or challenging employees within structure of current
position
COMMUNICATING
By far the most successful method of addressing generational differences is communicating important information in multiple ways increases the number of people who are receiving the information in the format with which they are most comfortable.
Additionally, it increases the probability that employees
will be exposed to the information multiple times thereby
ensuring that it is understood, since communicating
information in different formats addresses various
types of adult learning styles.
BABY BOOMERS
MOST Give maximum effort Accepting of authority
figures in the workplace Results driven Plan to stay with the
organization over the long term
Retain what they learn
LEAST
• Like informality
• Respectful of organizational hierarchy
• Need supervision
GEN-X-ERS
MOSTTechnologically savvyLike informalityLearn quicklySeek work/life balanceEmbrace diversity
LEAST
• Respectful organizational hierarchy
• Like structure
• Plan to stay with the organization over the long term
GEN-Y-ERS
MOST Technologically savvy Like informality Embrace diversity Learn quickly Need supervision
Gen-Y workers need for supervision may not necessarily be an inherent generational trait, but because just entering workforce and still “learning the ropes.”
LEAST
• Respectful organizational hierarchy
• Like structure
• Plan to stay with organization over long term
RETENTION
A less common occurrence is the issue of retention of Gen X and Gen Y professionals who feel they are not able to advance in their careers because Veterans and Baby Boomers already hold the high level positions in the company.
Additionally, some of this difficulty may come from the younger generations of workers being impatient and having no loyalty to the employer.
Different perceptions of what makes an employee dedicated
Older generations may view willingnessto work long hours, professionalism andpunctuality as defining employee dedication.
Younger generations seem more likely to view dedication in relation to the quality and quantity of work completed.
EMPLOYEE ENGAGEMENT BY DEMOGRAPHICS
Percent fully engaged by demographic: Fully engaged, 29%
EMPLOYEE ENGAGEMENT BY DEMOGRAPHICS
Percent fully engaged by demographic: Fully engaged, 29%
Less than half of U.S. workers employed full- or part-time feel completely satisfied with most of the aspects of work measured in the Aug. 9-12 survey.
Annual Gallup Poll Finds Employee Engagement Nearing All Time Lows
Seventy-one percent of American workers are "not engaged" or "actively disengaged" in their work….
TRANSLATION:
1. Emotionally disconnected from their workplaces
2. Less likely to be productive.
What makes one company more successful than another?
Better products, services, strategies, technologies or, perhaps, a better cost structure?
Certainly, all of these contribute to superior performance, but all of them can be copied over time.
The one thing that creates sustainable competitive advantage and therefore ROI, company value and long-term strength is….
THE IMPORTANCE OF PEOPLE
The workforce… the people who are the company.
And when it comes to people, research has shown, time and again, that employees who are engaged significantly outperform work groups that are not engaged.
In the fight for competitive advantage where employees are the differentiator, engaged employees are the ultimate goal.
2012 Dale Carnegie Study
1,500 employees surveyed on elements affecting employee engagement.
Concluded: “Three key drivers impact employee engagement”
– Relationship with immediate supervisor – Belief in senior leadership – Pride in working for the company
Importance of Immediate Supervisor
Employees said “It is the personal relationship with my immediate supervisor that is the key”.
The attitude and actions of the immediate supervisor can enhance employee engagement or can create an atmosphere where an employee becomes disengaged.
Common Complaints about Supervision
No one at work encourages my development I don’t get recognition or praise for doing good work. So what’s
the point in going above and beyond the bare minimum? My boss doesn’t listen. My boss Ignores my opinions/suggestions Form of communication is leaving a post it note for you to find
when you come in the morning. No standard or expectation for how I do my job which means
there is no consequence for be a poor employee It’s easier to ignore a problem rather than take care of it. Supervisor has very low sensitivity levels when it comes to call-
ins and will literally badger me
IMPORTANCE OF A CARING SUPERVISOR
The study revealed that a “caring” supervisor is one of the key elements that drives employee engagement.
– employees want their supervisors to care about their personal lives, to take an interest in them as people
– to care about how they feel and support their health and well-being.
MOVING EMPLOYEES TO A HIGHER LEVEL OF ENGAGEMENT
Fostering a positive working environment and long-term engagement starts with
– Good communication between supervisor and employee
AND – Good communication among co-workers
“PERSON-CENTERED” SUPERVISOR
Good Listener Less focused on imposing own will than on hearing what other person is saying
Perceptive Able to understand subtle issues people are dealing with, as well as what motivates and what doesn’t motivate.
Open CommunicatorApproachable, candid, easy to talk to, available when needed
Calm DemeanorNot excitable, able to remain cool under stress, I.e., opposite of hot tempered.
Genuinely Concerned for others well-being Care about people and can be trusted to keep their word.
Setting Person-Centered Goals
What are behaviors I will demonstrate TODAY to let employee know s/he is:
• Important• Valued• Has responsibility
What can I do TODAY to Increase • Communicating• Recognizing• Rewarding
COMMUNICATING MISSION & PURPOSE TO EMPLOYEES
How many direct reports would check YES box if asked:
YES Have good understanding of mission & goals of organization. Understand how MY work directly contributes to overall
organization success Understand MY job is important in accomplishing the
mission of the organization. MY supervisor provides me regular information about the
mission and the goals of this organization. Familiar with and understand organization's strategic goals. Doing MY job well gives ME a sense of personal satisfaction
Treating Employees With Respect How many direct reports would check YES box if asked:
YES MY supervisor always treats ME with respect I am always treated fairly by my supervisor MY supervisor is always consistent when
administering policies concerning employees MY supervisor listens to what I'm saying MY supervisor values my talents MY supervisor values the contribution I make MY supervisor cares about me as a person
Providing Employee Feedback How many direct reports would check YES box if asked:
YES MY supervisor gives me useful & constructive feedback I am given adequate feedback about MY performance. MY supervisor gives me feedback that helps me improve
MY performance. I have an opportunity to participate in the goal setting
process. MY performance evaluations are fair and appropriate. My supervisor gives me praise and recognition when I do
a good job. When I do a good job, I receive the praise & recognition I
deserve.
Work/Life Balance Stress and Work Pace How many direct reports would check YES box if asked:
YES The environment in this organization supports a balance
between MY work and MY personal life. MY supervisor understands the benefits of maintaining a
balance between MY work and MY personal life. I am able to satisfy both MY job and MY family/personal
responsibilities. The pace of work in this organization enables me to do a
good job. The amount of work I am asked to do is reasonable. MY job does not cause unreasonable amounts of stress in
MY life.
Opportunities for Growth How many direct reports would check YES box if asked:
YES I have adequate opportunities for professional growth in
this organization. I receive the training I need to do MY job well. MY supervisor is actively interested in my professional
development and advancement. MY supervisor encourages & supports MY development. I am encouraged to learn from MY mistakes. MY work is challenging, stimulating, & rewarding.
For purposes of this survey, categories of generations in the workplace based on experiences and values common to each generation are:· Baby Boomers (born 1945-1964) grew up in a time of much more prosperity, and their formative events included Vietnam War and Watergate. · Generation X (born 1965-1980) was raised on technology, with everything from televisions (Sometimes called the MTV Generation) and microwaves to videocassette recorders and personal computers becoming more commonplace early in their lifetime.· Generation Y (born 1981-2000) are just now starting their working lives and beginning to emerge with yet another unique generational personality. (Sometimes called the Millennial Generation)For each of the traits listed below, please indicate how applicable you believe that trait is to each generation. Try to generalize what you have observed to be the norm for each generation in the workplace.Please rate each generation on each trait (i.e., you should have a response on every line).Willing to navigate office politicsVery ApplicableModerately ApplicableSlightly ApplicableNot at AllApplicable Baby BoomersGeneration X Generation Y Accepting of authority figure in workplaceVery ApplicableModerately ApplicableSlightly ApplicableNot at AllApplicable Baby BoomersGeneration X Generation Y Ask for help when neededVery ApplicableModerately ApplicableSlightly ApplicableNot at AllApplicable Baby BoomersGeneration X Generation Y Embrace diversityVery ApplicableModerately ApplicableSlightly ApplicableNot at AllApplicable Baby BoomersGeneration X Generation Y Give maximum effortVery ApplicableModerately ApplicableSlightly ApplicableNot at AllApplicable Baby BoomersGeneration X Generation Y Good at multitaskingVery ApplicableModerately ApplicableSlightly ApplicableNot at AllApplicable Baby BoomersGeneration X Generation Y Learn quicklyVery ApplicableModerately ApplicableSlightly ApplicableNot at AllApplicable Baby BoomersGeneration X Generation Y
Like informalityVery ApplicableModerately ApplicableSlightly ApplicableNot at AllApplicable Baby BoomersGeneration X Generation Y Like structureVery ApplicableModerately ApplicableSlightly ApplicableNot at AllApplicable Baby BoomersGeneration X Generation Y 22Plan to stay with the organization over the long termVery ApplicableModerately ApplicableSlightly ApplicableNot at AllApplicable Baby BoomersGeneration X Generation Y Process-drivenVery ApplicableModerately ApplicableSlightly ApplicableNot at AllApplicable Baby BoomersGeneration X Generation Y Respectful of organizational hierarchyVery ApplicableModerately ApplicableSlightly ApplicableNot at AllApplicable Baby BoomersGeneration X Generation Y Results-drivenVery ApplicableModerately ApplicableSlightly ApplicableNot at AllApplicable Baby BoomersGeneration X Generation Y Retain what they learnVery ApplicableModerately ApplicableSlightly ApplicableNot at AllApplicable Baby BoomersGeneration X Generation Y
Seek work/life balanceVery ApplicableModerately ApplicableSlightly ApplicableNot at AllApplicable Baby BoomersGeneration X Generation Y Technologically savvyVery ApplicableModerately ApplicableSlightly ApplicableNot at AllApplicable Baby BoomersGeneration X Generation Y Prefer to work aloneVery ApplicableModerately ApplicableSlightly ApplicableNot at AllApplicable Baby BoomersGeneration X Generation Y Prefer to work in teamsVery ApplicableModerately ApplicableSlightly ApplicableNot at AllApplicable Baby BoomersGeneration X Generation Y Are you aware of any instances of intergenerational conflict among employees at your organization?YESNOBaby Boomers Vs. Gen-X or Gen-YGeneration X Vs. Generation YPlease explain instances of intergenerational conflict you are aware of at your organization.
How frequently would you estimate each of the following occurs at your organization? Please consider only instances where you believe a generational difference was a main/primary factor in the occurrence.Frequently Occasionally Rarely NeverBetter quality of work due to variety of generational perspectives.Communication breakdowns between workers of different generations.Conflicts regarding acceptable work hours between workers of different generations.Employees feeling coworkers from other generations do not respect them.Employees stating that coworkers from other are over or under-reliant on technology.Employees taking coworkers from other generations less seriouslyIntergenerational mentoring (formal or informal)Perspectives of workers from two or more different generations balancing one anotherResentment between workers of different generationsWorkers from different generations learning from one anotherWorkers from different generations working effectively togetherWould you say workplace conflicts between workers of different generations have decreased, stayed the same or increased in the last five years?❑Decreased significantly❑Decreased somewhat❑Stayed about the same❑Increased somewhat❑Increased significantlyWhat other issues positive or negative has your organization faced as a result of having an intergenerational workforce?
COPY AND PASTE THE SURVEY TEXT BELOW ONTO A WORD DOCUMENT
COPY AND PASTE THE BREAKOUT ACTIVITY TEXT BELOW ONTO A WORD DOCUMENT
Generation -X How applicable is each trait in today’s workplace to Generation-X?Decide as a team how you will rank these traits as A B & C itemsSelect 6 items for each category with A category as most importantB category as next most importantC category as least importantThen within A category rank order the six items from 1 to 6 with 1 as most important and 6 as least importantBaby Boomer GenerationHow applicable is each trait in today’s workplace to Baby Boomer Generation?Decide as a team how you will rank these traits as A B & C itemsSelect 6 items for each category with A category as most importantB category as next most importantC category as least importantThen within A category rank order the six items from 1 to 6 with 1 as most important and 6 as least importantGeneration –YHow applicable is each trait in today’s workplace to Generation-Y?Decide as a team how you will rank these traits as A B & C itemsSelect 6 items for each category with A category as most importantB category as next most importantC category as least importantThen within A category rank order the six items from 1 to 6 with 1 as most important and 6 as least important
COPY AND PASTE THE BREAKOUT ACTIVITY MATERIAL BELOW ONTO A WORD DOCUMENT. ENLARGE TEXT TO 36 FONT cut apart each sentences and give each breakout group a set of all 19 sentences They will sort these into priority order as per instructions on prior slide
Willing to navigate office politicsAccepting of authority figures in the workplaceAsk for help when neededNeed supervisionEmbrace diversityGive maximum effortGood at multitaskingLearn quicklyLike informalityLike structurePlan to stay with the organization over the long termProcess-drivenRespectful of organizational hierarchyResults-drivenRetain what they learnSeek work/life balanceTechnologically savvyPrefer to work alonePrefer to work in teams
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Generational Differences