Managing a Multi-Generational Workforce · Managing a Multi-Generational Workforce Willow Jacobson,...
Transcript of Managing a Multi-Generational Workforce · Managing a Multi-Generational Workforce Willow Jacobson,...
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Managing a Multi-Generational WorkforceWillow Jacobson, UNC-CH School of Government2015 Annual City and County Clerks’New Clerks’ Workshop and Institute and Academies
Agenda
Demographic and diversity changes in the workforce
Managing an intergenerational workforce
Changing expectations and values at work
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The US Population Today
US Total Labor Force Participation by Generation, 2010
Matures5%
Boomers38%
Gen X32%
Gen Y25%
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State
NC State Agencies (2014)
Matures1%
Boomers41%
Gen X29%
Gen Y29%
Commerce (2010)
Matures10%
Boomers68%
Gen X17%
Gen Y5%
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OSP (2010)
Matures4%
Boomers 73%
Gen X21%
Gen Y2%
Community College (2010)
Matures6%
Boomers68%
Gen X22%
Gen Y4%
Health and Human Services (2010)
Matures4%
Boomers61%
Gen X25%
Gen Y10%
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Auditor (2010)
Matures 1%
Boomers46%
Gen X29%
Gen Y24%
Crime Control and Public Safety (2010)
Matures1%
Boomers41%
Gen X45%
Gen Y13%
Important to Consider
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Exercise
Matures, born before 1945
Matures Formative Events
The Great Depression Pearl Harbor WW II
Hiroshima
The New Deal
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Matures values
Duty, honor, dedication, sacrifice
Conformity, unity – “We First”
Hard times then prosperity
Patience
Importance of a job well done
Law and order; respect for authority
Adherence to rules
Age = Seniority
Work is an obligation
Are loyal to their employer and expect the same in return
Believe promotions, raises, and recognition should come from job tenure
Leadership style: command and control. Directive
Matures in the workplace
Matures in the Market
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Matures in the Market
Faith in the nation’s institutions and the government
Demand quality
Are loyal customers but aren’t afraid to shop around
Follow the rules that have been established
Believe standard options are just fine
Motivating Matures
Respect Experience Recognize perseverance Symbols
Baby Boomers, 1946‐1964
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Baby Boomers Formative Events
The civil rights movement
Martin Luther King
John F. Kennedy
Vietnam War
Woodstock
The Cold War
Roe vs. Wade
Baby Boomer values
Stability
“Workaholic”
Competitive
Balancing family and work
Desire for respect
Success is largely visible
Personal development
Optimistic
Boomers in the workforce
• Evaluate themselves and others based on their work ethic
• Work measured in hours worked
• Teamwork is critical to success
• Relationship building is very important
• Expect loyalty
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Want products and services that have been customized for them, the individual
Believe rules should be obeyed unless they are contrary to what they want; then they’re to be broken
Want products and services that will indicate to their peers that they’re successful
Are interested in products and services that will allow them to regain control of their time
Believe technology brings with it as many problems as it provides solutions
Baby Boomers in the Market
Baby Boomers like to hear
“You’re important to our success”
“You’re valued here”
“Your contribution is unique and important”
“We need you”
“I approve of you”
Gen X, 1965‐1977
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Gen Xers Formative Events
Post‐Watergate
Fall of the Berlin Wall
Challenger explosion
The Gulf War
The PC boom
Parental divorce rates
‘Latchkey kids’
MTV
AIDS
Generation X Values
Parent’s began raising them as “friends” No common heroes Work‐life balance Independent Cynical and pessimistic Seek career opportunities Think globally Techno‐literate Informal
Eschew the hard‐core, motivated, Boomer work ethic
Want open communication regardless of position
Respect production over tenure
Value control of their time
Look for a person to whom they can invest loyalty
Gen X in the Workplace
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Gen X in the Market
Can spot a phony a mile away
Rely on peer‐to‐peer referrals Want options; plans B, C, and D
Embrace technology
Want to be in control of the sale
Messages that motivate Gen X
Do it your way We’ve got the newest hardware and software
There aren’t a lot of rules here
We’re not very corporate
Gen Y, 1978‐2000
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Formative Events
Oklahoma City bombing
9/11 terrorist attack Columbine High School
The Internet boom Child focus Technology
Millenials value
Optimistic and confident
Individual key, yet group oriented
Difficulty focusing on “non stimulating” stuff
Often raised as “friends”
Search out authority
Ambitious yet aimless
Civic duty
Diversity
Search for the individual who will help them achieve their goal Want open, constant communication and positive reinforcement from their boss Find working with someone of the Mature generation easy to do Search for a job that provides great, personal fulfillment Are searching for ways to shed the stress in their lives
Millenials in the workplace
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Millenials in the Market
Want to be like their peers but with a unique twist
Don’t want to be hurried Consider a company’s products if the company is known for their altruistic attitude
Are loyal consumers
Search for the unique items
Messages that motivate
You’ll be working with other bright, creative people
You and your coworkers can help turn this organization around
You can be a hero here
DISTINCTIONS AND STRATEGIES
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Matures: Seniority and tenure
Boomers: Similar values Matures;they’ve earned it
Gen X: Authority figures deserve skepticism & testing
Gen Y: Test but search
Respect for authority
Matures:Work ethic defined by the punch clock
Boomers: Visibility was/is the key
Gen X: “What does it matter when I work, as long as I get the job done”
Gen Y: “It is five o’clock – I have another life to get to.”
Time on the job
Matures: Interested in flexible hours
Boomers: “Was/is this workaholic lifestyleworth it?” Are the rewards worth the cost?
Gen X: Balance is very important. Willing to sacrifice it occasionally
Gen Y: Lifestyle vs. promotion
Work‐life balance
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Bottom Line Differences
Matures and Boomers:
Time was something that could be invested with the hope for some sort of return in the future
Defined by their job and association membership
Gen X and Y:
To them, there is no
promise that invested
time pays a dividend
They’ll have multiple
careers, so the job is
probably a temporary
thing
Workplace strategies
Baby Boomer
– Sabbatical options—longevity leave
– Increased vacation
– Retirement packages
– Fitness benefits
– Consulting options
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Workplace strategies
Generation X and Y
– Leadership development
– Mentoring
– Recognition/incentive
– Vacation
– ‘Cafeteria’ benefits plan
– Cross training
– Education
Alternative work schedules Telecommuting
Employee assistance
Floating holidays
Workplace strategies for all
Consider type of work Team vs. independent
Varied communication strategies
Importance of values and vision for all generations
Avoid stereotyping
Managing Multiple Generations