READY OR NOT HERE THEY COME! - Dr....

READY OR NOT

HERE THEY COME!UNDERSTANDING AND MOTIVATING THE MILLENNIAL GENERATION

PRESENTED BY GUSTAVO GRODNITZKY, Ph.D.

[email protected] | 720.505.2662 | WWW.DRGUSTAVO.COM

HERE THEY COME! Understanding and Motivating the Millennial Generation

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Companion Guide

What’s the Problem? 3

G.I. Generation 5

Silent Generation 5

Baby Boomers 7

Generation X 8

Generation Y (the Millennial Generation) 9

Generational Cycle 10

The Fourth Turning 11

What Gen Y Wants at Work 11

Gen Y and the Economy 12

Recruiting and Retaining Gen Y: Gen Y Magnet Factors 12

Suggested Action Steps: 18

In Closing 20

About Dr. Gustavo Grodnitzky 21

mailto:[email protected]

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A problem cannot be solved on the same level of consciousness at which it was created.

Albert Einstein

What’s the Problem? Currently, Gen Y makes up 20-25% of the workforce. By the year 2020, they will represent 49% of the workforce. This shift will create a vacuum, increasing demand and competition for young employees.

Generation Y requires more from management: more attention, more direction, more flexibility, more feedback, and more remediation of skills. Managers will have to learn how to lead and coach Gen Y if they are gong to have influence over them.

Managers face major challenges as they struggle to understand, collaborate with, and integrate Gen Y into their teams. But, business leaders will have to learn to think, communicate, and behave differently if they are to attract and keep these new employees. Large Fortune 500 companies are already seeking to implement programs to attract and retain Gen Y; medium- and smaller-sized companies will have to do the same in order to stay competitive.

What will attract Gen Y to us? What will make them stay? What do they want? How do we get them to work more effectively and add to the bottom line without driving us crazy? These questions and many more—plus specific strategies—will be answered in Ready or Not, Here They Come! Understanding and Motivating the Millennial Generation.


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There are three points that are key to understanding this presentation:

Generations are nothing more than groups of people, bracketed by certain years, that share common experiences. Those experiences can be world events, national events, regional events, local events, and parenting styles. All these things shape generations—as does technology. Point number one is: technology shapes generations.

We know from psychology that personality is a tendency to behave in a particular way. We also know that environment is a better influencer of behavior than is personality. Environment trumps personality. The environment in which your employees live and work is called corporate culture. In short, culture trumps personality.

We create the characteristics of those that follow us in the workforce. I will illustrate that with what I call “pendulum swings” of actions and reactions from one generation to another.

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UNDERSTANDINGGENERATIONAL DIFFERENCES


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G.I. Generation

The G.I. Generation was born between 1900-1924. As of the 2010 US Census, there are only five million remaining. A Civic Generation is defined as a generation whose members are born into a period of time called an “unraveling,” when social institutions start coming apart, and they come of age and move into adulthood during a period of time that is called a “crisis.”

Silent Generation

The Silent Generation, born 1925-1945, is called Silent because they tended not to challenge authority, not to push the edge of the envelope, and to accept things the way they were given to them. This is the oldest generation still participating in the workforce. As of the 2010 Census, there are 35 million remaining in this generation.

They are referred to as an Adaptive Generation—a generation that is born into the period of “crisis” (the Great Depression, WWII) and they come of age (move into adulthood) during a period of time that’s called an “economic high.”


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What two characteristics define this Silent Generation in the workforce?

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UNIQUE CONTRIBUTIONS TO THE WORKFORCE:

COMMUNICATION: “No news is good news.”

WORK ETHIC: Loyalty to the company. Do not draw attention to yourself.

CAREER GOAL: Build a legacy.


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Baby Boomers

Baby Boomers (born 1946-1964) are called Baby Boomers because they represent the generation that began with a baby boom with the return of the G.I.s after WWII.

There are 84 million Boomers in the United States.

The Boomers are an Idealist Generation because they were born into a period of time called an “economic high” and they came of age during a period of time that was called an “awakening.”

What two characteristics define this generation in the workforce?

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2.


COMMUNICATION: Annual review with documentation.

WORK ETHIC: Face time. Loyalty was given to the team.

CAREER GOAL:

Stellar career.


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Generation X

Gen Xers were born between 1965 and 1981, and they number 68 million in the US population.

They are a Reactive Generation. This is a generation born into a period of time that is called an awakening, (late 60s and 70s), and they come of age during a period of time called an unraveling. Again, an unraveling is a period of time when social institutions start coming apart.

What two characteristics define this generation in the workforce?

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COMMUNICATION: Talk to you regardless of your position.

WORK ETHIC: Productivity. Loyalty to their skillset.

CAREER GOAL:

Work-life balance. Portable career.


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Generation Y (the Millennial Generation)

These are people who are born between 1982-2001. There are 79 million Millennials in the United States.

WE CANNOT ESCAPE OUR DEMOGRAPHICS

In the USA, there are:

84 MILLION

BOOMERS

68 MILLION

GEN XERS

79 MILLION GEN YS

1982-20001965-19811946-1964

TECHNOLOGICAL NATIVES

The Millennials are the first generation to be referred to as “technical natives.” The rest of us are technical immigrants.


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Generational Cycle

Gen Y is the next Civic Generation. This means they have similar characteristics to the previous G.I. Generation (often referred to as the “Greatest Generation”). They were born into a period of unraveling and are coming of age in a period of crisis.


COMMUNICATION:

CONSTANT!

WORK ETHIC:

Relationships: Gen Y employees DO come to work to make friends.

Cause: Defined as meaning, significance, big picture or purpose.

CAREER GOAL:

Parallel career.

Blended life.


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The Fourth Turning

As mentioned earlier, The Fourth Turning (1997), was written by two historians named William Strauss and Neil Howe. They went back more than 500 years to document that, over the half millennium, Western civilization has had four generational types and four eras which simply cycle.

Below is a graphic of this cycle:

YEARS ERA TYPE GEN TYPE GENERATION

1901-1924 Unraveling Civic G.I.

1925-1945 Crisis Adaptive Silent

1946-1964 High Idealist Boomer

1965-1981 Awakening Reactive Gen X

1982-2000 Unraveling Civic Gen Y

2001-20?? Crisis Adaptive Gen Z??

What Gen Y Wants at Work

Make the world

a better place

Collaborative work

culture

Work-life integration

(Blended life)

Boss who is mentor

or coach

77% 79% 88% 88%

Pew Millennial Survey, 2014


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Gen Y and the EconomyCENSUS DATA:

Adult Children Living at Home

7.4% 18.6%15.7 %

1970 Based on 1970 Census

203 Million


281 Million


311 Million

Recruiting and Retaining Gen Y: Gen Y Magnet Factors

TIME

Time is defined as time outside of work. Traditional companies are still using three buckets of time: Vacation, Holiday and Sick. Progressive companies are using PTO (Paid Time Off) and LWOP (Leave without Pay).

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FLEXIBILITY

Flexibility is defined as time at work. This is related to time (outside of work) but it specifically refers to one’s ability to manage his/her own time at work. We must also consider that accountability precedes flexibility.

• Comp time • Job sharing

• Flex scheduling • Self-managed teams

• 4-day work week • Self-directed teams

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GROWTH

Growth means organizational and personal growth.

• Interested in learning • Career advancement

• Relaxed/friendly culture • Want more responsibility

• Idea sharing

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RELATIONSHIPS

Building relationships in an organizational culture is an extension of taking a genuine interest. The difference here is that you are driving those behaviors through your entire organizational culture rather than just practicing those behaviors at an individual level.

• Great boss/supervisor

• Take interest in ENTIRE world

• Provide and REQUEST feedback

• Be a friend at work

• Opportunities for socialization

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CAUSE

Meaning, significance, big picture, and purpose in one’s activities. We also stated that cause is something that we must drive down to even entry-level positions. Finally, I indicated that it doesn’t matter if you make widgets; what matters is how the widgets you make change the world or change human experience in the world. This is what defines cause for the Millennial generation.

• Changing the world

• Changing human experience in the world

• Being a part of something bigger than themselves

• Having a sense of purpose

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TAKING ACTION (Group Exercise and Debrief)

• Time

• Flexibility

• Growth

• Relationships

• Cause

GROUP DISCUSSION

In groups, please answer the following questions:

1. Ofthese5factors,whichonesarestrengthsinyourorganization?

2. Ofthese5factors,whichonesarechallengesinyourorganization?

3. Whatcanyoudointhenext30daystobegintoovercomeyourorganizationalchallenges?


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Suggested Action Steps:

1. Time

2. Flexibility

3. Growth


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4. Relationships

5. Cause


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In Closing

Change is inevitable. Struggle is optional.

Meet Gen Ys where they are, building a single culture for every generation in the workforce.


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ABOUT DR. GUSTAVO GRODNITZKY

Dr. Gustavo Grodnitzky, best known as Dr. Gustavo, is a speaker, consultant, psychologist, and author whose diverse background brings a unique and multidimensional perspective to his global clients. After obtaining his Ph.D. in clinical and school psychology, he completed post-docs in both cognitive therapy and forensic psychology. He has previously run an inpatient drug rehabilitation unit in a correctional institution and an outpatient mental health center.

For the past 15 years, Dr. Gustavo has focused on engagements with corporate clients, and he has worked with Global 1000 companies around the world, as well as with smaller, often family-run, businesses. As a consultant and professional speaker, he has delivered more than 1,000 presentations on a variety of topics, including corporate culture, emotional intelligence, anger management, and integrating multigenerational workforces.

Dr. Gustavo’s recent book, Culture Trumps Everything: The Unexpected Truth about the Ways Environment Changes Biology, Psychology, and Behavior, investigates the powerful ways that organizational culture impacts the creation of “quintessence” in organizations. It is this quintessence—or lack thereof—that ultimately determines the success and sustainability of organizations. If we want to ensure the best possible outcomes for ourselves and our organizations, we must focus on developing organizational cultures that foster quintessence, because…culture trumps everything.

When not traveling to see clients or give presentations, Dr. Gustavo lives in the mountains west of Denver, Colorado with his wife and his Black Lab.

CONTACT DR. GUSTAVO AT:

WEBSITE: DrGustavo.com

EMAIL: [email protected]

LINKEDIN: Gustavo Grodnitzky, Ph.D.

GOOGLE+: Gustavo Grodnitzky

TWITTER: @CultureTrumps


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http://DrGustavo.com


https://www.linkedin.com/in/gustavogrodnitzky

http://t.signaledue.com/e1t/c/5/f18dQhb0S7lC8dDMPbW2n0x6l2B9nMJW7t5XZs2B82RqW3MP9hM7fJZRHN7_Hz9G1DbqBf7PxxmT03?t=https%3A%2F%2Fplus.google.com%2F101616138100732273339%2Fposts&si=5218963863109632&pi=15c27ed9-c9bd-4d33-ab64-0bf235ff693c

https://twitter.com/CultureTrumps

READY OR NOT HERE THEY COME! - Dr....

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