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The IntergenerationalWorkplace- and its’ impact on the future of our organizations

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Which generational cohort do you belong to?

Traditionalists - pre 1947

Boomers - 1947 to 1966

Generation X - 1966 to 1979

Generation Y - 1980 to 19952

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Today

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Traditional-ists Boomers

Gen XGen Y

0

5

10

15

20

25

30

35

40

5

40

2530

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Tomorrow

4

Tradi-tionalists Boomers Gen X Gen Y Gen Z

0

10

20

30

40

50

1

2220

50

7

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The challenges

Multiple cohorts with differing views of the workplace – creates conflict

Dominant boomer cohort on the way out - creates an expertise gap

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Boomers leaving

Boomer exodus = Expertise Gap vacancies rise forces up training & development costs Creates skills and knowledge gaps

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The impact

7B

oom

ers @

1

/2

Gen

Y @

2

x

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What we want

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Traditionalist

Loyalty, respect for authority

Company goals

Company performance

For doing the job

Job security, company success,

live to work

Boomer

Company loyalty, competition

Team and personal goals

Personal and company

performance

Reward for results, recognition for

contribution

Work defines self worth, live to work

Generation X

Self reliance, independence

Career goals

Personal results and fun

Reward for outcomes

Work/life balance, work to live

Generation Y

Community loyalty, equity

Learning and growth

Speed of career movement

Reward for learning and knowledge acquisition

Lines between personal and work blurred. Pack

orientation

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I was visiting my son-in-law and daughter last night when I asked them if I could borrow a newspaper.

“This is the 21st century, old man,” he said. “We don’t waste money on newspapers. Here, you can borrow my iPad.”

I can tell you, that fly never knew what hit it…

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What current leaders want

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Reason %

Do not enjoy mentoring or coaching

53

Afraid of redundancy 56

No one needs their knowledge

35

Not interested in giving their knowledge away

30

Reason %

Organization views skills transfer as a priority

73

Will receive reward/recognition for doing it

20

Skills transfer part of retirement planning

38

Get satisfaction from teaching others

Reverse mentoring in place

64

18

Concerns Motivators

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The solution

• Boomer Leaders are accountable

• Critical roles and skills are identified

• Risk assessment is completed (ROI)

• Knowledge transfer process is developed

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Boomer Leader Legacy Process

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Learning styles

Digital Immigrants Digital Natives

Linear acquisition of information Nonlinear (hyperlinked) logic of learning

Focused mainly on facts and knowledge acquisition

Focused more on learning how to learn

Guided learning Autonomous learning

Learning in specified time periods Learning 24/7

Face-to-face learning Interactive virtual learning

Learning as duty Learning as fun

Rote learning Analogical learning

12*Conference Board of Canada, Bridging the Gaps.

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Knowledge Transfer Process

1. What knowledge and expertise needs to be

transferred?

2. What process is best suited to learning styles of

intended future leaders?

3. Which knowledge transfer methodologies should

be applied?13

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Aligning Boomers and GenY

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How we communicate

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Boomer Gen X Gen Y

Boomer – 22%

Gen X – 28%

Gen Y – 27%

Boomers = 20%GenX = 30%GenY = 39%

15 – 45%

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Attracting interest

Research

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Attracting interest

ResearchNetwork

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Attracting interest

ResearchNetworkMind your and ‘s

18

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Attracting interest

ResearchNetworkMind your and ‘sThink about your audience

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Attracting interest

ResearchNetworkMind your and ‘sThink about your audience Build a professional profile 20

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The challenges

Multiple cohorts with differing views of the workplace – working together

Dominant boomer cohort on the way out; effectively closing the pending expertise gap

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The IntergenerationalWorkplace- and its’ impact on the future of our organizations

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