Tools for Understanding the Extension Multigenerational Workplace

1
Tools for Understanding the Extension
Multigenerational Workplace
Adapted and Development by Dr Dallas L.
Holmes, Extension Specialist Diversity and Civil
Rights
2
Goals

• Goals for this diversity discussion are to help
  Extension educators and leaders
• Understand and appreciate age diversity.
• Learn practical ideas on how to attract,
  motivate, and keep great employees of all age
  groups in the Extension organization.

3
Some Statistics

• The labor force is at the lowest rate since the
  1930s and the US birth rate continues to
  decline.
• By 2025, 1 in 5 workers will be over age 55. The
  slowing of the workforce translates to an
  estimated shortfall of 20 million workers over
  the next 20 years.
• Adapted from K. Tyler, Neckties to Nose
  Rings (2002)

4
Implications

• Employers will need to recruit and embrace
  diversity in the workforce.
• Companies must welcome retiree-age employees to
  remain on board and transfer skills.
• Adapted from K. Tyler, Neckties to Nose
  Rings (2002)

5
Implications

• The fastest-growing occupations across developed
  nations are knowledge based, meaning the position
  requires formal education or advanced training.
• Given that knowledge is a scare resource
  Extension must capitalize on it by inviting and
  nurturing the best people.
• Adapted from K. Tyler, Neckties to Nose
  Rings (2002)

6
Understanding Generations

• Never before has there been a workforce and
  workplace so diverse in race, gender, and
  ethnicity. (Zemke, et al., 2000)
• We have four generations working side-by-side in
  the Extension organization for the first time in
  history.
• All have unique experiences and attributes which
  influence their attitudes towards work.
• Adapted from Recognition Management Institute,
  2000

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Understanding Generations

• A group of people defined by age boundaries
• Those who were born during a certain era and
  share similar experiences growing up. They have
  common cultural or social characteristics and
  attitudes. Their values and attitudes,
  particularly about work-related topics, tend to
  be similar, based on their shared experiences
  during their formative years.
• Adapted from Recognition Management Institute,
  2000

8
Understanding Generations

• Psychologists, sociologists, and everyday
  managers have identified important differences
  between these generations in the way they
  approach work, work-life balance, employee
  loyalty, authority, and other important issues.
• Notter Consulting, 2002

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Understanding Generations

• Some differences can be attributed to individual
  differences, such as levels of experience, levels
  of financial and family commitments, depth of
  personal development, political awareness, and
  emotional maturity.
• Source www.aukland.ac.nz/uoa/about/news/articl
  es/2005/11/generational_differences.cfm

10
Understanding Generations

• A lack of understanding across generations can
  have detrimental effects on communication and
  working relationships and undermine effective
  services.
• Dittmann, Generational Differences at Work,
  June 2005

11
Generations by Year of Birth

• Researchers have divided todays workforce into
  four generations

12
Statistics
13
Major Events That Affected Values of Seniors

• Great Depression- Sacrifice and hard times
• World War II
• Social Security Mandatory
• Industrialization
• Korean War

14
Major Events That Affected Values of Boomers

• TV
• Civil Rights Movement
• Protests
• Rock and Roll
• Charismatic Leadership
• Baseball Heroes
• Larger than life politicians and Movie stars

15
Major Events That Affected Values of Gen-Xers

• Man on the Moon
• Challenger Explosion
• Aids
• Video Games
• Latchkey Upbringing
• Personal Computers
• Political Scandal Tell all biographies
• Repentant Religious leaders

16
Major Events That Affected Values of Millenials

• Internet- Technological integration
• Fall of Berlin Wall
• O. J. Simpson Casey Anthony Trials
• Columbine and Norwegian Shootings
• September 11th Tragedy
• Iran and Afghanistan Wars- Global perspectives
• Some economic prosperity- Market melt downs

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Valuing Generational Differences
Recognition Management Institute Saunderson
(2000)
Strengths
Problems
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Family Life and Values
19
The Generations at Work
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Attitudes about work
21
Leadership and Authority

• Traditionalist
•   Hierarchy - Leadership
•   Respectful - Authority
• Baby Boomer
•  Consensus - Leadership
•  Love Hate - Authority
• Generation X
•  Competence - Leadership
•  Unimpressed - Authority
• Millennials
• Teamwork Leadership
• Respectful. but autonomous

22
We Have a Problem!

• Issues of
• Retention
• Recruitment
• Productivity
• Employee Satisfaction
• Customer Satisfaction

23
Why Do People Do What they Do? Adapted from
Recognition Management Institute Saunderson
(2000)

• History
• Culture
• Values, Beliefs
• Other?

Beliefs
Behavior
Results
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Commonalities

• Employees of all generations have one thing in
  common. They need one good reason they should
  put their full faith in any one company.
• Trust is common, no matter the age.
• Adapted from K. Tyler, Neckties to Nose
  Rings (2002)

25
Dealing With Generational Differences
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Recruiting Tips

• Find out what motivates them
• Find out what would cause them to leave the
  organization
• Treat them as they want to be treated
• People work for people not a company
• Hire the best person for the job
• Equip people with the necessary skills
• Adapted from Recognition Management
  Institute, 2000

27
Employee RetentionTips

• Make more time for orientation of new people
• Communicate goals clearly
• Demonstrate respect for the lives of others
  outside of the workplace
• Adapted from Recognition Management
  Institute, 2000

28
Recognition Tips

• Recognition is personal. Find out preferences for
  type of recognition.
• Recognition is about people and relationships,
  not things.
• Learn to say and show thank you in many
  different ways.
• Demonstrate that you trust people
• Making time for recognition is simply a choice.
• Adapted from Recognition Management
  Institute, 2000

29
Retention Tips

• Ask people how they learn best.
• When people ask for the tools to do their work,
  give them the tools.
• Provide the latest technology as monies permit.
• Expect, plan for personal and professional
  development.
• Communicate about how well they are doing and
  where they can improve.
• Set goals and help with the plan to achieve them.
  
• Adapted from Recognition Management
  Institute, 2000

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References

• Dittmann, (June 2005). Generational Differences
  at Work.
• Notter Consulting (2002). Generational Diversity
  in the Workplace.
• Tyler, K. (2002). Neckties to Nose Rings
  Earning the trust of a Multi-
• Generational workforce www.businessleader.com/b
  l/aug02/necktiestonoserings.html
• Remson, D. (2006). Thriving in the
  Multi-generational Workplace.
• Saunderson, R. (2000). Managing Generational
  Differences in the
• Workplace, Recognition Management Institute.
• Other Sources
• David Remsons, November 2006
• Brenda L. Romano, Managing Generations,
  International Builders Exchange Executives.