The Multigenerational WorkforceConsumer

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The Multi-generational Workforce/Consumer
Every homeEverywhere Every homeEverywhere
Every homeEverywhere Every homeEverywhere
Every homeEverywhere

• Mark McLane
• Director, Global Diversity and Inclusion

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• Consumers/Employees comprise four generations
• Traditionalist, Baby Boomers, Gen X, Gen Y
• Different values, motives and interests
• Understanding the mind shift
• Managed Consumer/Employee C.E.O. of Mark
  McLane, Inc

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Work Force Diversity Generational View
Work Force Diversity Generational View
Work Force Diversity Generational View
Work Force Diversity Generational View
Work Force Diversity Generational View
Work Force Diversity Generational View
Work Force Diversity Generational View
Work Force Diversity Generational View
Work Force Diversity Generational View
Traditionalist Baby Boomers
Generation X Generation Y Born lt
1946 1946-1964 1965-1977
1978-1990 6.5
41. 29.5
22.5 of
workforce of workforce
of workforce of workforce

• Managed employee
• Managed consumer

• Transition generation
• First generation to begin managing
  
• My Corporation

• Being the C.E.O. is all they
• know.

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.
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.
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.

• Whirlpool is a main driver of the value
  equation

• Whirlpool is an integral component
• of the value equation

• Whirlpool was the
  value equation

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Expectations Understanding A Multi-generational
Culture
Traditionalist Baby Boomers
Generation X Generation Y Born lt
1946 1946-1964
1965-1977 1978-1990
6.5 41.
29.5 22.5
of workforce of
workforce of workforce
of workforce
.
.
.
.
.
.
.
.
.
.
.
.
.
.

• Build a legacy
• Lifetime career
• Security and fair
• rewards

• Build a stellar career Build a portable
• career
• Excel in career A repertoire of
• skill
  and
• Monetary gains and experience
• career growth
• 
  Immediate
• rewards

• Several jobs simultaneously
• Parallel career and choices

?
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Core Values
Source Center for Generational Studies.
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Connecting and Engaging A Multi-General Culture
Traditionalist Baby Boomers
Generation X Generation Y Born lt
1946 1946-1964
1965-1977 1978-1990
6.5 41.
29.5
22.5 of workforce
of workforce of workforce
of workforce
....
..

• Engage in training
• future workforce
• Create content
• expertise lists for
• newer employees
• Employ this group
• as coaches/mentors
• as an essential
• component of on
• boarding

• Acknowledge opinions Provide oppor-
• skills, knowledge, poten- tunities to
  access
• tial and contribution skills and
  experiences
• Foster self-improvement Get them access
• through facilitative coach- to
  decision-makers
• ing techniques.
  
• Offer guidelines for im- Provide them with
  
• provement with specific compensation
• goals and deadlines. commensurate
  with
• their contributions

• Provide an engaging on boarding
• process that allows for immediate
• contribution
• Consistently provide constructive
• feedback
• Facilitate Yers In meeting their
• high expectations of themselves

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Leading/ a Multi-generational Workforce
Leading/ a Multi-generational Workforce
Source Center for Generational Studies.
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Factors for Success

• Leverage the expertise of traditionalist and
  boomers in
• the attraction, development and retraction of
  Xs and
• Yers
• Plan for retention risks associated with Xs and
  Yers
• Focus on a culture that is inclusive of the
  needs across
• four generations
• Rethink the types of perks and rewards necessary
  to
• retain the most talented
• Embed the policies that attract, develop, engage
  and
• retain talent throughout the organization not
  solely in Human
• Resources
• Reward and recognize those who successfully
  manage your
• talent pipeline