Our Cross-Generational Workplace

Patricia Rossie-KingDirector of Human Resources

Differences & Conflicts:

Values Ambitions Views about work ethic Mind-set Demographics

The Generations:

The Veterans (Vets)

The Baby Boomers (Boomers)

Generation Xers (GenX)

Generation Nexters (aka GenY, Gen@, or Millennials)

1925 – 1945

1946 – 1962

1963 – 1980

1981 – 2002

The Vets

Core Values Law and order Intense patriotism Respect for authority Patience Duty before pleasure Loyalty

Personality Prefer consistency &

uniformity Like things on a

grander scale Conformers Logical & disciplined Conservative

spending

Boomers

Core Values Sense of entitlement Optimism Team orientation Personal gratification Health and wellness Endless youth Work!

Personality Believe in growth &

expansion Star of the show Optimistic Trend-setters

GenX

Core Values Diversity Independence Self-reliance Desire for stability Informality Fun

Personality Self-reliant Seek sense of family Non-traditional view

about work Prefer informality Casual approach to

authority Skeptical Technologically savvy

Nexters

Core Values Optimism Civic duty Confidence Achievement Sociability Morality Diversity

Personality Optimistic about future Realistic about present Can-do attitude of Vets Teamwork ethic of

Boomers Technological savvy of

GenX Educated

Internal Generational Status

0

5

10

15

20

25

Nexters1981-2002

GenX1963-1980

Boomers1946-1962

Vets1925-1945

Sr MgmtDirectorsFront-Line SpvrExemptNon-Exempt

Vets at Work

Uncomfortable with technology; dislike voice-mail

Loyal; dependable “Honest day’s work for honest day’s pay” Not concerned with climbing corporate

ladder Attracted to security & stability Conversation limited to work on hand and

less on personal life.

Vets at Work

As a Leader – Directive style. Expect them to take charge, delegate and make bulk of decisions.

As a Team Member – Vets work under strong leaders.

Managing a Vet – Earn their trust and respect their experience.

Mentoring a Vet

1. Use coach that is respected as a leader

2. Coach tactfully and respectfully

3. Establish rapport

Boomers at Work

Driven & dedicated Define themselves through their jobs Work ethic = Worth ethic Key factor in job choice is opportunity Pursue learning at work Hold the majority of high-paying jobs Intense need to prove themselves

Boomers at Work

As a Leader – consensual management style; fair treatment; may lack understanding, listening, motivating & delegating skills.

As a Team Member – enjoys being on teams but a need to prove oneself

Managing a Boomer – personal approach and recognition

Mentoring a Boomer

1. Coach tactfully

2. Be nice

3. Find opportunities for agreement

4. Respect

GenXers at Work

Work is no guarantee of survival Need for flexibility Informal work environment Minimal supervision Clear work-life balance Multitasking; parallel-processing Many go into technology

GenXers at Work

As a Leader – fair, competent, & straightforward, though brutally honest

As Team Member – drawn to teams that they choose but without strict rules; solitary efforts

Managing a GenXer – fun, educational, non-micromanaging atmosphere, with variety of projects

Motivating a GenXer

1. Give multiple projects with freedom to prioritize

2. Constructive feedback

3. Freedom and fun

4. Leading-edge technology

5. Overall employee incentives

Nexters at Work

Believe in hard work and goal setting Collective action Optimistic Trust centralized authority Dedicated Easily intimidated by difficult customers Most comfortable in large corporations

Managing Nexters

1. Orientation

2. Toss pre-conceived notions of gender roles

3. Expand teams & appoint strong team leader

4. Be sensitive for potential conflict between GenXers and Nexters

5. Grow training department

6. Establish mentor programs

Work-Life Balance

Typical Boomer Typical GenXer “Live to Work” “Work to Live”

Life

FamilyWork

Work

Life

Family

Work-Life Balance

Key focal point of intergenerational conflict

Respect people’s decisions Work still needs to be done Be open and specific about work hours Pay attention to trends

Two Keys of a Successful Intergenerational Workforce

Aggressive Communication

More listening and discussing

Address issues head-on

Validate different points of views

Difference Deployment Tactical use of

employees Mix fresh perspective

with wisdom of experience

Look at differences as strengths

A.C.O.R.N.

Accommodate employee differences

Create workplace choices

Operate from a sophisticated style

Respect competence and initiative

Nourish retention

The End