1 3/20/2009

Talkin’ About Our Generation

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U.S. Labor Market 2011

10 million more jobs than available workers to fill them

2 experienced workers are leaving for every 1 inexperienced worker entering

RainmakerThinking Inc.

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3 3/20/2009

Minnesota State Retirement System2008 Workforce Report

• Average age of retirement is 60.• 9% of the current workforce is at or above the

average age of retirement.• 24.4% of the current workforce will reach the

age of retirement by 2013.• 42.5% of the current workforce will reach the

age of retirement by the year 2018.

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Executive Branch Age Distribution (5 years)

5 3/20/2009

“In the quest for talent…

…NOTHINGyou’ve done in the past will

suffice for the future.”

Gartner Group, Inc.

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Why is this information important?

• Labor shortage realities • Free agency concept – all generations• Philosophy of incoming generations

– Expectation that they will be courted– Employability vs. “a job” – Decreased employer loyalty

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7 3/20/2009

Economics 101: Supply and Demand

SUPPLYFewer workers

DEMANDHigh demand for workers

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New Assumptions About the Incoming Workforce• Psychological contract between employer and employee is changing.• No two people will approach work the same way. • Employability vs. “a job.”• The quality of peers will matter.• Talented people will move around.• Employers will need to develop partnerships with educational

institutions for candidate pipelines.• Develop more entry-level positions.• Employment and human resource models WILL change.

Gartner Group Inc.

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9 3/20/2009

Human Resource Models

• Old: Industrial and Boomer Models• New: Just in Time Workforce, Hollywood Models• Unions/Workforce Planning (MAD)

The market will demand a more FLUID

workplace, which is more RISKY

for the employer.

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10 3/20/2009

The Generations

• Traditionalists/Matures/Veterans 1922 - 1946 7%• Baby Boomers 1946 - 1964 41%• Generation X 1964 - 1978 30%• Generation Y/Millenials/Nexters 1978 - 1990 22%RainmakerThinking Inc.

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11 3/20/2009

Traditionalists/Boomers Outnumbered

2005 U. S. Workforce

Gen X/Y tipped the scale: at 51.5% with the Traditionalists/Boomers at 48.5%

Gen X - constant at 30% Gen Y - fastest growing

Managing the Generation Mix, Martin, Tulgan

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12 3/20/2009

Office of Enterprise Technology

• Traditionalists 24 employees 7.1%• Boomers 244 employees 72.4%• Gen Xers 63 employees 18.7%• Gen Yers 6 employees 1.8%

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Generational Cohort Defined

People who were born and live in the same general time span who share the

sociological, political and economic conditions of that time and

key life experiences and defining moments that combine to shape

attitudes, preferences and values unique to that cohort.

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14 3/20/2009

The Generations…and how they differ at work…

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Traditionalists: 1922-1946

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Traditionalist Work Profile

• Work ethic/family values• Like structure and a clearly defined hierarchy • Like consistency and uniformity • Respect for authority • Seniority and age correlate • Conformers

This hardy group of workers will virtually disappear from the workplace by 2011.

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Traditionalist Benefits/Challenges

Benefits

• Respect authority• Hard workers• Work ethic

Challenges

• May take a little longer to learn technology

• Work best within hierarchical environments

• Learned to do without

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Baby Boomers: 1946 – 1964

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Boomer Work Profile

• Defined by work/work needs to have meaning• Workaholics who value “seat time”• Competitive, driven• Service oriented• Good at relationships

– democratic, humane, consensus, collegial• Enjoy standing out and getting ahead/Wall of Fame • Economic achievers

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Boomer Benefits/Challenges

Benefits

• Experienced• Influential• Love work• Love teams• Love meetings• Competitive, driven

Challenges

• Often put process ahead of results• Love work• Love teams• Love meetings• In person communication• History of influence

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Generation X: 1964 – 1978

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Gen X Work Profile• Prince Charles syndrome• Training and development opportunities • Independent, self reliant • Learned to challenge authority• Global thinkers• Technoliterate• Seek work/life balance • Casual dress jobs• Teamwork

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Xer Benefits/Challenges

Benefits

• Results oriented• Self-reliant• Prefer quick learning and

action vs. what you know• Work independently

Challenges

• Sidestep rules and procedures

• Free agents• Reject “the way we do

things around here”• Apprentice to master model

and pay

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Generation Y: 1978 – 1990

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Gen Y Work Profile• Optimistic about personal success• Teamwork must have value to each individual involved• Goals matter• Like timely feedback• Expect supervisors to provide direction and coach them • Prefer individual, customized work environments• Casual dress days are serious• Training & development opportunities• Recognition• Impactful work• Work/life balance • Want to work for companies that are socially responsible

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Yer Benefits/ChallengesBenefits

• Technologically savvy• Ability to multitask• Goal-driven• Adaptable• Efficient• Committed to work

they believe in• Educated

Challenges

• Want timely feedback• Ask a lot of questions• Want individual work

environments• Prefer electronic communication• Disengaged• Impatient• Opinionated

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27 3/20/2009

Traits of an Effective GenMix Organization

• Be “generations friendly.” • Treat employees as you do your customers.• Prepare to be more involved with them. • Know their career goals.• Manage them to meet their specific needs with the understanding

that you still have to manage their performance.• Make time to try new recruiting, hiring, interviewing, onboarding

methods and management techniques based on generational differences.

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Resources • Generations at Work: Zemke, Raines, Filipczak• Managing the Generation Mix: Martin, Tulgan• Research: 2007 RainmakerThinking Inc., contact

sandra.marks@state.mn.us • Job Shift: Bridges• First Break All the Rules: Buckingham, Coffman

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