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The New Diversity: Understanding and Communicating with Today

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Generations in the workplace: So What? ... Work ethics. Organizational hierarchy. Technology issues. Dealing with change. 8 ... in the Workplace. Individuality, ... – PowerPoint PPT presentation

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Title: The New Diversity: Understanding and Communicating with Today


1
The New DiversityUnderstanding and
Communicating with Todays Multigenerational
Workforce
  • Tom Dondore, SPHR, Michael H. Scheerer, M.ED.,
    MBA
  • HRS/TND Associates, Inc.
  • 610 371 9505
  • www.hrstndassociates.com

2
Four Generations At Work
  • The critical differences among the four
    generations in todays workforce
  • The unique learning and development issues
    associated with the four generations
  • Dos and donts for learning climates that meet
    the needs of each generation
  • Actions you can take to bridge the generation gap
    through training and development

3
The Challenge
  • Todays workforce spans four generations, as
    Americans live and work longer
  • Each contributes its own values, attitudes and
    perceptions to an evolving workplace
  • Every person is in many respects
    like
    all other people like some other people like
    no other person.

4
Who they are
  • Traditionalists 1922-1945
  • Baby boomers 1946-1964
  • Generation X 1965-1980
  • Millennials 1981-2000
  • YMMV

5
How we are dispersed
6
Generations in the workplace So What?
  • Differences can affect interpersonal, team, and
    supervisor interactions
  • Supervisors who understand uniqueness of each
    generation can design strategies that bridge
    generations

7
Evidence of generation gaps
  • 75 of workers age 55 say they relate well to
    younger co-workers
  • Only 56 of younger employees relate well to
    older workers
  • 40 aware of intergenerational conflict
  • 1 - conflicts about acceptable work hours
  • 2 - believe others dont respect them
  • Other issues
  • Work ethics
  • Organizational hierarchy
  • Technology issues
  • Dealing with change

8
The Generational Imperative
  • Employers must hire, retain,
  • and gain the full contribution
  • of the most talented employees
  • across all generations.

9
How the generations differ
  • Values
  • Attitudes toward work
  • Work styles
  • Job satisfaction criteria
  • Commitment level to organization
  • Social, political, economic issues
  • Education

10
How the generations differ
  • Preferred leadership approach
  • Communication Style
  • Motivational buttons
  • How they interact with others
  • Preferred approach to feedback
  • View toward the company

11
How the generations differ
  • Work vs. personal life
  • Desired rewards
  • Financial behaviors
  • Relationship with technology
  • Expectations
  • Familial structure and influence

12
The Timeline
13
Traits
14
(No Transcript)
15
Silents-Traditionalists
  • Contribution, Tradition, Loyalty
  • Disciplined and committed
  • Civic minded and group oriented
  • Significant knowledge legacy
  • Willing to reinvent themselves
  • Appreciate courtesy

16
Boomers in the Workplace
  • Individuality, Effort, Improvement
  • Corporate navigators and change agents
  • Drive to compete and excel
  • Relationship oriented
  • Hard work Badge of Honor
  • Searching their souls

17
Xers in the Workplace
  • Independence, Options, Pragmatism
  • Diverse and entrepreneurial
  • Flexible and adaptable
  • Outcome oriented
  • Im having a life right now!
  • Emerging family issues

18
Millennials in the Workplace
  • Informal, Planful, Achievement
  • Digital natives
  • Multi-taskers
  • Power of the group
  • Multi-cultural
  • Well-educated

19
So what?
  • Think of the last time you heard comments like
    these
  • Youre right but Im the boss!
  • Just do your job!
  • I remember when
  • The kid wants a promotion after six months on the
    job!
  • No!

20
New management challenges
  • People no longer get a job want to be there 25
    years
  • Younger employees may quit traditional
    organizations because older workforce does not
    know how to manage them properly
  • Bosses are getting younger an issue for older
    workers

21
Training and Development
  • Emerging employer practices
  • Add age as a diversity factor awareness of age
    stereotypes
  • The older generation are set in their ways
  • Train managers to handle differences
  • Their interests and values are not the same
  • Train older workers on technology
  • Emphasize lifelong learning

22
Transferring Knowledge
  • Emerging employer practices
  • Mentoring and reverse mentoring
  • What can be learned and gained from older and
    younger co-workers

23
Intergenerational Team Building
  • Training programs to
  • Build trust
  • Develop effective interpersonal team
    communication
  • Facilitate team problem solving
  • Expand team capabilities

24
Benefits to the organization
  • Reduce stress from intergenerational conflict
  • Generational perspectives result in better
    quality of work
  • Maximizes productivity of an age-diverse
    workforce

25
How To Make It Work
  • Management courses teach importance of knowing
    you staff. 
  • Whats important to your people? 
  • What motivates them outside the workplace? 
  • A desire for children get into a good college? 
  • To finish a marathon?
  • What excites and motivates your people regardless
    of generation?

26
How To Make It Work
  • This topic is based on generalizations.
  • Dont over generalize.
  • Everyone does NOT fit neatly into a category!
  • Some Gen Y folks act like Xers.
  • Avoid the temptation to be a negative Pygmalion.

27
Management Action
  • Be aware Do you have 4 generations? Will you?
  • Be enlightening Educate your employees
    managers.
  • Be open Talk about these issues listen!
  • Be a good example Model respect and
    understanding.
  • Be creative Question the fact that one benefit
    package fits all

28
Bridging the Gaps
  • Avoid age stereotypes.
  • Get to know people as individuals.
  • Make an effort to work inclusively and
    collaboratively.
  • With groups include people of all ages.
  • When scheduling meetings, take into account
    peoples
  • personal lives and their different needs.
  • Ask someone older for their point of view or a
    younger
  • person with a technology problem.

29
Bridging the Gaps
  • Get to know peoples strengths across the
    generations.
  • Seek out mentoring opportunities.
  • Talk about generational issues with coworkers.
  • Conversation starters
  • What was this organization like when you
    started?
  • How do you balance work vs. rest of your life?
  • What do you like most about what you do?
  • What do you like to do outside work?

30
Bridging the Gaps
  • Look for what you can learn gain from older
    younger
  • Younger employees bring energy
  • Boomers, Millennials Xers bring experience,
    judgment, knowledge
  • of organizational politics, eagerness to pass
    on share
  • Be willing to give up control!
  • Help each other out.

31
Bridging the Gaps
  • Turn traditional roles upside down.
  • Must the senior person always plan the agenda?
  • Must only the leaders name be on the cover of
    report?
  • Rethink roles to bring generations together
  • Use humor to bridge gaps.
  • Show your appreciation.

32
Your Questions????
  • Thank you for your attention.
  • THIS PRESENTATION, IN ITS ENTIRETY, WLL BE POSTED
    ON THE HRS WEBSITE BEGINNING 10/21/09
  • HRS/TND Associates, Inc.
  • 610 371 9505
  • www.hrstndassociates.com
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