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BRIDGING GENERATION GAPS

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Title: BRIDGING GENERATION GAPS


1
Mary Ryan DON, Workplace ADR Program Manager
  • BRIDGING GENERATION GAPS

2
POINT OF CONTACT INFO
  • Mary Ryan
  • DON Workplace ADR Program Manager
  • Department of the Navy, OCHR, 012
  • 614 Sicard Street, SE, Suite 100
  • Washington Navy Yard, DC  20374-5072
  • Work (202) 685-6482, DSN 325-6482
  • Fax (202) 685-6647
  • mary.ryan_at_navy.mil
  • Please visit www.adr.navy.mil
  • Take our No Cost, Less than One Hour, Online ADR
    Training at http//adr.navy.mil/adr/etraining.as
    p

3
FOR THE FIRST TIME IN AMERICAN HISTORY
  • Four Separate Generations are all at work
  • The next greatest generation goes to work
  • Baby boomers are beginning to retire
  • We now have a perfect storm

4
WHY?
Why?
  • Recruitment
  • Morale
  • Team building
  • Communication
  • Culture change
  • Diversity
  • Rewards
  • Employer of Choice
  • Retention
  • Performance

5
EXAMINING THE FOUR GENERATIONS
Am I the only one who cant understand todays
generation?
6
QUESTIONS YOU MAY BE ASKING
  • Why am I here?
  • What will I learn?
  • How will this session help me in my position in
    my current field?
  • What will be expected of me as a next step?

7
TODAY YOU WILL
  • Learn the characteristics of the four generations
    currently in the workplace
  • Identify your own strengths and weaknesses in the
    face of truths and myths about each of the four
    generations
  • Improve your power to communicate and
    successfully influence others through
    understanding motivation techniques in
    cross-generational communications
  • Have fun

8
TO BEGIN
  • The children now love luxury. They have bad
    manners, contempt for authority, they show
    disrespect for adults and love to talk rather
    than work or exercise. They no longer rise when
    adults enter the room. They contradict their
    parents, chatter in front of company, gobble down
    their food at the table and intimidate their
    teachers

9
WHO SAID THAT!
  • Socrates 5th Century B.C.

10
HOW WE SOLVE PROBLEMS!
Left Brain
Right Brain
  • Logical
  • Sequential
  • Rational
  • Analytical
  • Objective
  • Looks at the parts
  • Random
  • Intuitive
  • Holistic
  • Synthesizing
  • Subjective
  • Looks at the whole

11
CULTURE ITS LIKE AN ICEBERG
Only 10-15 of an iceberg is visible to the naked
eye
FACIAL EXPRESSIONS
PAINTINGS
RELIGIOUS RITUALS
GESTURES
MUSIC
HOLIDAY CUSTOMS
LITERATURE
FOODS
EATING HABITS
WORK ETHIC
LANGUAGE
STYLES OF DRESS
VALUES
CONCEPT OF SELF
RELIGIOUS BELIEFS
IMPORTANCE OF TIME
CHILDRAISING BELIEFS
CONCEPT OF FAIRNESS
RULES OF SOCIAL ETIQUETTE
NATURE OF FRIENDSHIP
GENERAL WORLD VIEW
CONCEPT OF LEADERSHIP
CONCEPT OF PERSONAL SPACE
NOTIONS OF MODESTY
UNDERSTANDING OF THE NATURAL WORLD
12
IDENTIFY THE NUMBER OF SQUARES?
WE DONT SEE THINGS AS THEY ARE WE SEE THINGS
AS WE ARE.
13
THE UNIQUE YOU EXAMINING THE GENERATIONS!
14
SETTING THE STAGE
Our youngest leaders matured in the glow of
computer screens our oldest in the shadow of the
Depression and World War II. Bennis Thomas
2002
15
WHY WE CARE!
  • Business Processes are changing (IT)
  • Demand for work/life balance
  • Its 5 p.m. somewhere!
  • Model places to work keep competitive
  • Retirement???

16
DEFINITION OF GENERATION
  • Karl Mannheim, social scientist, 1920s
  • Shared life experiences birth years
  • Defining historical and cultural events
  • Conditions during the formative years
  • collective memories - icons
  • values expectations
  • Geography Culture
  • Global-National-Regional-Local-Familial

17
GENERALIZATION VS STEREOTYPING
  • Generalizing
  • Flexible
  • Does not apply to everyone
  • Guideline or way to begin to understand others
  • Stereotyping
  • Rigid
  • Applies to everyone in the group

18
THINK ABOUT TODAY
  • What is the generation of my organization?
  • How will this impact my leadership style?
  • How will this impact my home life?

19
WHO ARE WE TALKING ABOUT
  • Generation as a Cultural Lens
  • Veterans/Traditionalists
  • Baby Boomers
  • Generation X
  • Millennials/Generation Y

20
DONT GENERALIZE GENERATIONS!
  • Tweeners or Cuspers
  • People born at the beginning or end of a
    generation
  • Values and attitudes of two generations

21
Perceptions
1/10/2013
21
22
TODAYS WORKFORCE
  • Difference experiences/backgrounds
  • Work styles
  • Strengths and challenges

23
WHAT EVERYONE WANTS
  • Credible leadership
  • Trustworthy environment
  • Dependable leaders and peers
  • People with vision
  • Some one to appreciate and motivate
  • Good communicators

24
GENERATIONS
  • Traditionalists
  • Born 1922-1945
  • Ages 63-86
  • 8 of workforce
  • Dedicated/Practical
  • Baby Boomers
  • Born 1946-1964
  • Ages 44-62
  • 44 of Workforce
  • Driven/Optimistic
  • Generation X
  • Born 1965-1980
  • Ages 28-43
  • 34 of Workforce
  • Balanced/Skeptical
  • Millennials
  • Born 1981-2000
  • Ages 8-27
  • 14 of Workforce and growing!!!
  • Determined/Hopeful

25
EXERCISE
  • Break into your generation
  • Capture the following information
  • Movies
  • Entertainers
  • Clothes
  • Fads
  • Communication methods
  • Family life
  • World Events

26
A GENERATION AS A CULTURAL LENS
  • Traditionalist
  • 1922-1945
  • Veterans
  • Matures
  • Depression Babies
  • Silent Generation
  • GI Generation
  • Radio Baby
  • Seniors
  • Oldest Generation
  • Born after Worldwide economic depression
  • World War II
  • Tom Brokaw calls them the Greatest Generation

27
TRADITIONALIST A GENERATION AS A CULTURAL LENS
Like consistency and uniformity Conformers to
traditional roles and hierarchies Disciplined
and value a self-denial work ethic Past oriented
and history absorbed Have faith in organizations
and leaders Conservative spending style
28
TRADITIONALIST CORE VALUES
  • Dedication Sacrifice
  • Conformity
  • Respect for Authority
  • Patience
  • Work is a Privilege
  • Hard Work
  • Law Order
  • Duty Before Pleasure
  • Honor
  • Strong Disciplined Work Ethic

29
EMPOWERING TRADITIONALISTS AT WORK
  • Make time for personal interactions
  • Demonstrate respect for history and tradition
  • Embrace hallmarks of family values and good
    manners
  • Be linear and logical emphasizing relevant facts
  • Create opportunities to socialize, particularly
    between assignments
  • Honor hard work with formal recognition

30
TRADITIONALISTS AT WORK
  • Assets
  • Hardworking
  • Stable
  • Loyal
  • Thorough
  • Detail-oriented
  • Focused
  • Emotional maturity
  • Leadership Style
  • Fair
  • Consistent
  • Clear
  • Direct
  • Respectful

31
A GENERATION AS A CULTURAL LENS
  • Baby Boomers 1946-1964
  • Boomers
  • Sandwich Generation
  • Largest Generation in the United States
  • Born after World War II
  • Great Impact on the World
  • Travel
  • Global approaches

32
BABY BOOMERS A GENERATION AS A CULTURAL LENS
Believe in growth and expansion Value
self-fulfillment and pursue own personal
gratification Question traditional roles
Question authority, but desire to hold higher
ranks Big trendsetters, continuously morphing -
hippies, yuppies, graying of the workforce - a
lot of media focus - In school and at home
learned about teamwork
33
BABY BOOMER CORE VALUES
  • Optimism
  • Personal Gratification
  • Personal Growth
  • Value Work
  • Idealistic
  • Team Orientation
  • Health Wellness
  • Youth forever!
  • Involvement
  • Driven

34
EMPOWERING BOOMERS AT WORK
  • Ask for their input and expertise.
  • Allow them avenues to build consensus
  • Give them public recognition and awards for their
    work
  • Provide them perks in line with their
    professional status
  • Place them in charge of projects that build name
    recognition and demonstrate their leadership savvy

35
BABY BOOMERS AT WORK
  • Assets
  • Team Perspective
  • Dedicated
  • Experienced
  • Knowledgeable
  • Service-oriented
  • Leadership Style
  • Treat as Equals
  • Warm Caring
  • Mission Defined
  • Democratic Approach

36
A GENERATION AS A CULTURAL LENS
  • Generation X 1965-1980
  • GEN X or Xers
  • Smaller Generation than Baby Boomers
  • Latch-Key Children Working Parent(s)
  • Children of High Divorce Rates
  • Parents Experienced Massive Layoffs in 1980s

37
GENERATION X A GENERATION AS A CULTURAL LENS
  • Self-reliant
  • Seeking sense of family
  • Nontraditional orientation about time and space
  • Technologically savvy - have effectively dealt
    with what others think is information overload
  • Approach to authority is casual
  • Value flexibility and risk taking - see change as
    normal and desirable
  • Survival instinct - loyalty is situational

38
GENERATION X CORE VALUES
  • Diversity
  • Informality
  • Balance
  • Technoliteracy
  • Independent
  • Skeptical
  • Fun
  • Thinking Globally
  • Self-Reliance
  • Pragmatism
  • Creative
  • Distrustful of Authority

39
EMPOWERING GEN X AT WORK
  • Allow them to prioritize projects as they see fit
  • Offer regular feedback (constructive and
    critical)
  • Encourage the pursuit of interests outside of
    work
  • Create opportunities for fun at work
  • Utilize the latest computer technology
  • Provide perks as requested

40
GENERATION X AT WORK
  • Assets
  • Independent
  • Adaptable
  • Creative
  • Techno-literate
  • Willing to Challenge the Status Quo
  • Leadership Style
  • Challenge the System
  • Create Change
  • Direct
  • Competent
  • Genuine
  • Informal
  • Flexible
  • Results-oriented
  • Supportive of Learning Opportunities

41
A GENERATION AS A CULTURAL LENS
  • Millennials 1981-2000
  • Generation Y
  • Nexters
  • Gamers
  • Baby Boomlets
  • Echo Boomers
  • Generation Why?
  • Sept 11 Generation
  • Dot-Com Generation
  • GeNext
  • - Terrorism Attacks - 9/11
  • Technology is always a part of their life
  • Parent planned their Activities
  • Structured lives
  • Need time management
  • Long term job 2 years

42
MILLENIALS A GENERATION AS A CULTURAL LENS
  • Excited about working in teams
  • Few feel supervising is an important career step
  • Feel most important criteria for work is getting
    along with a widely diverse group
  • High values on helping others
  • Conservative traditions like marriage and family

43
MILLENNIAL CORE VALUES
  • Optimism
  • Civic Duty
  • Confidence
  • Achievement
  • Patriotic
  • Team-oriented
  • Social-minded
  • Morality
  • Street Smarts
  • Diversity
  • Confident
  • Work for Cool Companies

44
EMPOWERING MILLENNIALS AT WORK
  • Demonstrate leadership and coaching skills
  • Create opportunities that encourage working with
    friends
  • Recognize and support personal goals
  • Respect their personal achievements and emerging
    professional credibility
  • Build working relationships that are
    collaborative in nature
  • Be flexible about their work schedules and
    assignments

45
MILLENNIALS AT WORK
  • Assets
  • Optimistic
  • Able to Multitask
  • Tenacious
  • Technologically Savvy
  • Driven to Learn and Grow
  • Team-oriented
  • Socially Responsible
  • Leadership Style
  • Challenge the System
  • Create Change
  • Motivational
  • Collaborative
  • No Micromanaging
  • Educational
  • Organized
  • Achievement- oriented
  • Able to Coach
  • Positive

46
MILLENNIALS The Gamer Generation
  • Gamers at Work
  • Strive for excellence and believe winning matters
  • Believe in learning by trial and error
  • Value heroism and making a difference
  • Games have taught this generation
  • You are the star
  • You are the boss
  • You are the customer
  • You are an expert
  • You need the help of others to succeed

The mind of a gamer is mapped in a way where they
naturally think of all sides to an issue
Got Game How the Gamer Generation Is Reshaping
Business Forever by John C. Beck and Mitchell
Wade
47
Helicopter Parents
WHAT ARE HELICOPTER PARENTS?
  • Help, all of the time
  • Support them financially
  • Involve ourselves in everything in their lives
  • See our way into their employment life
  • Praise, Praise, Praise them

48
ADMIRED LEADERS
  • BABY BOOMER
  • Martin Luther King
  • Gandhi
  • GEN X MILLENIAL
  • Ronald Reagan
  • Tiger Woods
  • Bill Gates

49
TOP LEADERSHIP QUALITIES
  • For All Generations
  • HONESTY
  • COMPETENCE
  • LOYALTY
  • Honesty is 1
  • Providing Feedback
  • Coaching
  • Sharing Information
  • Work Assignments
  • Career Opportunities
  • I Dont Know
  • Ill get back to you.
  • Open Door Policy

50
WORK ETHICS
  • Traditionals BBs
  • Respect demanded from paid dues/time
  • Physically present for long work hours
  • BB Work as team
  • Gen X Millennials
  • Respect earned by strong contributions
  • Work/social balance
  • Work hard on own/Telecommute

51
VALUES DONT HAVE TO CHANGE
  • post WWII circa 1950 - "Join the Navy and See
    the World"
  • Circa 1975 - "Navy. It's Not Just A Job, It's An
    Adventure
  • 1990-1995 - "You and the Navy Full Speed Ahead"
  • Circa 1996 - "You Are Today, You Are Tomorrow,
    You Are the Navy"
  • 1997-2000 "Let the Journey Begin"
  • 2000-present "Accelerate Your Life"
  • post WWII - 1955-1966
  • "The Marine Corps Builds Men
  • 1960-1973
  • "We Never Promised You A Rose Garden"
  • 1973-1987
  • "The Marines Are Looking for A Few Good Men."
  • 1987-Present
  • "The Few, the Proud, the Marines
  • Slogans Change

52
TIME TO ASK QUESTIONS
  • How do you understand your role and
    responsibility to continuously improve the work
    environment?
  • How can awareness of how your attitudes toward
    differences impact talent management, retention,
    engagement, innovation, teamwork, productivity
    and customer service?

53
TOP VALUES OF ALL GENERATIONS
  • While these values are in common
  • Family
  • Love
  • Integrity
  • This awareness is necessary because each
    generation demonstrates different ways to show
    the value root causes of conflict,
    misunderstandings and differences at work.

54
6 PRINCIPLES FOR MIXING GENERATIONS
  • Initiate conversations about generations
  • Ask about needs and preferences
  • Offer options
  • Personalize your style
  • Build on strengths
  • Pursue difference perspectives

55
TITANIUM RULE
  • Do Unto Others,
  • Keeping their preferences in mind

56
PREFERRED FEEDBACK
  • Traditionalists 1922-1945
  • No News is Good News.
  • Baby Boomers 1946-1964
  • Feedback once a year, with lots of
    documentation!
  • Generation X 1965-1980
  • Sorry to interrupt, but how am I doing?
  • Millennials 1981-2000
  • Feedback whenever I want it at the push of a
    button.

57
CREATE AN ACTION PLAN
  • Part 1
  • What is your first opportunity for
    cross-generational communication?
  • What is your message?
  • How would you say it (your style)?
  • Part 2
  • Who is your audience?
  • Identify their generational personality
  • Translate your message to their style
  • (You want them to hear your message, right?)
  • Consider language, delivery method, timing, etc.

58
3 STEP COACHING MODEL
  • Understanding the situation
  • Understanding what could be better (nouns for
    issues)
  • Understanding how it could be better
  • (verbs for action)

59
PROVIDE FEEDBACK
  • Traditionalists 1922-1945
  • Show Respect
  • Appear Organized
  • Know Background
  • Use Best Grammar
  • Avoid Slang
  • Emphasize Long Term Goals
  • Baby Boomers 1946-1964
  • Give Recognition
  • Establish Rapport
  • Connect Concepts
  • Development Opportunities
  • Organizational Mission
  • Organizational Values
  • Person

60
PROVIDE FEEDBACK
  • Generation X 1965-1980
  • Show Respect for Time
  • Approach Efficiently
  • Be Straightforward
  • Lead with the Bottom Line
  • Use Results Language
  • Millennials 1981-2000
  • Demonstrate a Collaborative Approach
  • Speak Positively
  • Treat Respectfully
  • Offer Frequent Praise and Encouragement

61
LISTENING
  • Blessed is the generation in which the old
    listen to the young
  • And doubly blessed is the generation in which the
    young listen to the old.

  • -UNKNOWN

62
CROSS-CULTURAL KNOWLEDGE
  • Culture is learned. How has your family
    community and education influenced your views on
    the generations?
  • How can you contribute to inclusion in the
    workplace and prevent the insider and outsider
    mentality?
  • Each person is a sum of their cultural
    experiences? How can you grow?

63
INFLUENTIAL TRAITS IN THE WORKPLACE
  • Traditionalists 1922-1945
  • Recognize Authority/Hierarchy
  • Easy Career Movement
  • Stick it out in Work and Wed
  • Not retiring at 65
  • Baby Boomers 1946-1964
  • Downsized and Rightsized
  • Competitive Job Seekers
  • Many careers, jobs
  • Workaholic/Defined by their work
  • Self-focused me generation
  • Generation X 1965-1980
  • Distrust Big Companies
  • Want work/life balance
  • Temporary job attitude
  • Less drive and loyal that BBs
  • Want excitement fun Relaxed rules and dress
    code
  • Millennials 1981-2000
  • Want Job Security
  • Made need to Compete
  • Protective Parents
  • Multitaskers
  • May Live at Home
  • Thrive in Fast Tech World

64
For the First Time in American History
Four Separate Generations are all at Work The
Next Greatest generation Goes To Work Baby
Boomers Are Beginning to Retire We Now Have A
Perfect Storm
65
QUESTIONS TO ASK YOURSELF
  • In the Workplace
  • Which generation are you a part of
    (Traditionalist, Baby Boomer, Generation X,
    Millennial, or Cusper)?
  • Which generation is most dominant in your
    workplace?
  • Where is your organization the most
    generationally unbalanced?
  • How does this create problems or opportunities?
  • Where/how do the generations collide most often
    where you work (recruiting, retention,
    communication, rewards, training, work ethic,
    loyalty, favoritism)?

66
QUESTIONS TO ASK YOURSELF
  • What is the best way to bring the generations
    together at work?
  • Do you ever experience gaps with your own
    generation?
  • Where do you see the positives of a
    multigenerational culture where you work?
  • What do you most wish the other generations could
    appreciate about your generation?
  • Which generation do you admire, and why?
  • How have you successfully bridged a generation
    gap?
  • What bothers you about other generations and your
    own generation?
  • Are you doing anything to change that?

67
GENERATIONS QUIZ
  • Who used to end his broadcasts with, And thats
    the way it is?
  • What American labor leader organized the United
    Farm Workers in the 1960s?
  • Britney Spears, Christina Aguilera, and Justin
    Timberlake starred on what TV show together?

68
GENERATIONS QUIZ
  • What instant breakfast drink was advertised as
    being used by Gemini astronauts?
  • Who is the hit rapper whose solo album is called
    Big Willie Style?
  • Who became known as Americas oldest teenager in
    1957?

69
GENERATIONS QUIZ
  • What company introduced Post-It-Notes in 1980?
  • Which famous songwriter wrote White Christmas?
  • What TV mini-series aired over eight nights in
    January 1977?
  • What pain killer was recalled in 1982 due to
    product tampering?

70
GENERATIONS IN THE WORKPLACE
71
VALUES INFORM ORGANIZATION CULTURE
  • How the generations are viewed...
  • One-third of respondents said they were often
    offended by someone from another generation at
    work.
  • 24 of Traditionalists, 30 of Baby Boomers, and
    more than 60 of Xers said their generation is
    not viewed positively by the other generations.
  • When asked which generation they felt most
    comfortable managing only 14 chose Generation X,
    and this included the Xers themselves!
  • Source When Generations Collide by Lynne
    Lancaster and David Stillman

72
VALUES INFORM ORGANIZATION CULTURE
  • Employees are dissatisfied...
  • One-third of Gen Xers said that for them to stay
    another two years in their job either "hell would
    have to freeze over" or "there would have to be
    major changes made.
  • 43 of Boomers said they lack opportunities to be
    mentored where they work, and, 30 of Boomers
    said that not having a mentor contributes to
    their job dissatisfaction.
  • 40 of Traditionalists said their company does a
    poor job of making them want to stay.
  • Source When Generations Collide by Lynne
    Lancaster and David Stillman

73
VALUES INFORM ORGANIZATION CULTURE
  • Feedback is challenging...
  • 90 of Xers said they want feedback immediately
    or within a few days, but almost 30 of Xers said
    they receive their phone bill more often than
    they get relevant feedback!
  • 50 of all respondents said they had ever
    received any training in how to give feedback.
  • Source When Generations Collide by Lynne
    Lancaster and David Stillman

74
VALUES INFORM ORGANIZATION CULTURE
  • Loyalties are different...
  • 40 of Xers said having a mentor directly
    influenced their decision to stay at their
    current company.
  • When asked who they are most loyal to at work,
    Xers put co-workers first, their boss or projects
    second, and the company last.
  • Xers' number one reason to stay was "autonomy."
  • Boomers' number one reason for staying was
    "making a difference."
  • Traditionalists' number one reason for staying
    was "loyalty to clients and customers."
  • 70 of Traditionalists said that a "lifetime
    career" with one company was a good goal, while
    only 35 of Boomers and a mere 17 of Generation
    Xers agreed.
  • The majority of Boomers said it would be easier
    for them to recite the ingredients in a Big Mac
    than their company's mission statement!

75
TRAINING
  • Training is an issue...
  • When asked, "Have you ever left a job because of
    a lack of training opportunities?
  • 3 of Traditionalists said "yes
  • 15 of Boomers said yes
  • 30 of Xers said yes

Source When Generations Collide by Lynne
Lancaster and David Stillman
76
GENERATIONAL CLASHES AT WORK OVER COMPETENCIES
AND VALUES
VETERANS
BOOMERS
Respect it
Crave it
POSITION POWER
MILLENNIALS
GEN-X
Unimpressed
Polite
77
GENERATIONAL CLASHES AT WORK OVER COMPETENCIES
AND VALUES
BOOMERS
VETERANS
High priority
High priority
INTERPERSONAL SKILLS
GEN-X
MILLENNIALS
High priority
Low priority
78
GENERATIONAL CLASHES AT WORK OVER COMPETENCIES
AND VALUES
VETERANS
BOOMERS
See no point
See the point
POLITICAL SAVVY
GEN-X
MILLENNIALS
See no point
See no point
79
GENERATIONAL CLASHES AT WORK OVER COMPETENCIES
AND VALUES
VETERANS
BOOMERS
Very wary
Somewhat wary
CHANGE MANAGEMENT
MILLENNIALS
GEN-X
See as inevitable
See as inevitable
80
VALUES DRIVE THE ORGANIZATION
Generational Culture Lenses Focus on
Organizational Dynamics Millennials- - Hurry
and Achieve Generation X - - I Can Do
That Baby Boomers - - Work Ethic Worth
Ethic Traditionals/Vets - - Honest pay for
honest work
81
VIEWPOINTS
  • Appreciation
  • Acceptance
  • Tolerance
  • Avoidance
  • Repulsion
  • Naïve
  • Perpetuator
  • Avoider
  • Change Agent
  • Fighter

82
TIPS FOR WORKING WITH TRADITIONALISTS
  • Listen to their war stories
  • Appreciate and respect their experience
  • Allow the employee to set the rules of
    engagement
  • Use them as a mentor or coach
  • Structure technology training carefully
  • Provide flexible work options to retain them
  • Provide continuing opportunities to learn grow
  • Express value for their experience and
    contribution
  • Emphasize that youve seen a particular approach
    work in the past, dont highlight its uniqueness

83
TIPS FOR WORKING WITH BOOMERS
  • Recognition/Rewards/Credit
  • Respect their hard work
  • Opportunity to work in teams
  • Assess their comfort level with technology in
    advance
  • Work to build consensus gather their input
  • Opportunities for personal professional
    development
  • Capture their experience
  • Emphasize that working with you will be a good
    experience for them
  • Work benefits, ex. Telework
  • Emphasize that their decision is a good one and a
    victory for them- theyre competitive and want
    to win
  • Follow up and check in and ask how the individual
    is doing on a regular basis

84
TIPS FOR WORKING WITH GENERATION X
  • Allow autonomy
  • Put all the options on the table
  • FAST Feedback (Frequent, Accurate, Specific,
    Timely)
  • Opportunities for continued learning and
    development
  • Open communication, information
  • Be prepared to answer why
  • Flexible work benefits
  • Access to info and decision-makers
  • Present yourself as an information provider
  • Challenge, fun excitement
  • Watch for results not process
  • Use their peers as testimonials when possible
  • Follow up and meet your commitments. They want
    to improve expect you to follow through

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TIPS FOR WORKING WITH MILLENNIALS
  • Provide structure, information and guidance
  • Offer customization-a plan specific to them
  • Ask for their input (they give it anyway)
  • Team orientation
  • Offer peer-level examples
  • Maintain technology
  • Manage projects, not time
  • Challenge increasing responsibility
  • Stress mission values yet some how rock their
    world!
  • Be impressed with their decisions

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MANAGING THE DIFFERENCES
  • Reflect know your values
  • Understand others values
  • Respect values for what they are
  • Accept differences as positives

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PREDICTIONS
  • As Traditionals wobble on retirement plans,
    workforce planning will be less certain.
  • Traditionals in senior positions will create
    dissention among generations eager for
    promotions.
  • Traditionals Baby Boomers require new types of
    benefits such as elder care programs.
  • Mentoring will increase to pass knowledge from
    generation to generation.

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GENERATIONS THEYRE LIKE ICEBERGS
Only 10-15 of an iceberg is visible to the naked
eye
FACIAL EXPRESSIONS
PAINTINGS
RELIGIOUS RITUALS
GESTURES
MUSIC
HOLIDAY CUSTOMS
LITERATURE
FOODS
EATING HABITS
WORK ETHIC
LANGUAGE
STYLES OF DRESS
VALUES
CONCEPT OF SELF
RELIGIOUS BELIEFS
IMPORTANCE OF TIME
CHILDRAISING BELIEFS
CONCEPT OF FAIRNESS
RULES OF SOCIAL ETIQUETTE
NATURE OF FRIENDSHIP
GENERAL WORLD VIEW
CONCEPT OF LEADERSHIP
CONCEPT OF PERSONAL SPACE
NOTIONS OF MODESTY
UNDERSTANDING OF THE NATURAL WORLD
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NEXT STEPS
  • Reflect on this presentation and identify your
    generational preferences
  • Observe the generational make-up of your
    office/team understand your organizational
    culture in the context of generational
    differences
  • Commit to actions you can take to strengthen your
    relationship with your office/team identify how
    you can improve your cross generational
    interactions
  • Set up success measures and track your progress.
    Reward yourself when you experience success and
    reevaluate your efforts when they dont meet the
    mark
  • Play to the strengths of each generation and
    embrace generational competency as a way of doing
    business

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RESOURCES
  • Thanks to the following for their great
    information
  • Jeffrey Vargas Sean Clayton Dept of Energy
  • 3 years of academic, sociological research
    books, periodicals, professional journals
  • University of PA/FEB Coaching Certification
    Program, 2008
  • The Multigenerational Workforce Opportunity for
    Competitive Success, SHRM Research Quarterly,
    First Qtr, 2009
  • When Generations Collide, Lancaster/Stillman,
  • Appreciating Differences, Novation Group, Boston,
    MA
  • Denise McKenney, FMCS, ADR Conference 2008
  • Mixing 4 Generation in the Workplace, Cam
    Marston, Learning Communications
  • Ventris C. Gibson, Assistant Administrator, HRM,
    FAA
  • Marcus Buckingham, Engaging Generation Y, Talent
    Management

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I CAN CONTRIBUTE!
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I CAN CONTRIBUTE!
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I CAN CONTRIBUTE!
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I CAN CONTRIBUTE!
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