Complete Compete Top 10 Teams Standings
Top 5 Teams – initial standings
Delegate Profiles
Ontario Coverage GTA 15% SOUTHERN ONTARIO 39% NORTHERN ONTARIO 12% WESTERN ONTARIO 9% EASTERN ONTARIO 25% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45%
50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% Under 5000 to 20000 to 50000 to 100000 to over 5000 20000 50000 100000 300000 300000 Municipality Populations
Communicating, Coaching & Coping Managing 5 Generations in the Workplace OMAA – October 2018
Bill Winegard Executive Director “The Exiting Generations” Our Speakers Today Catharine Vickery HR Advisor “The Entering Generations”
Gen Z 1995 - Present Generational Traditionalists Gen Y Work(forest) 1930-1945 1982-1994 Diversity Gen X Boomers 1965-1981 1946-1964
Purpose of This Session? Share HR issues you may be experiencing in your workplaces that are related to multi-generations and diversity and discuss how you are making sure you have a thriving forest
Agenda • Overview of the Generations • Attracting, Inspiring and Retaining the Younger Generations • The Aging Brain and Implications for the Workforce • The Sandwiched Managers • Table Discussions
Generational Overview 1991 – Present 1982 – 1990 (aka Gen Y) 1965 – 1981 1946 – 1964 1930 – 1945
Generational Overview of YOU 51% 49%
The Generational Divide
The Generational Divide
Attracting, Inspiring & Retaining the Younger Generations Getting their Attention Digital presence/ Social media Less than 1 minute on job ads Use of Devices to apply Text & IMs Interviews Interviewing you About the experience and your purpose Video based/ Virtual Short
Attracting, Inspiring & Retaining the Younger Generations
Late-Career Employees What a CAO Should Know
The Aging Brain in the Workplace: Nuggets from Neuroscience … First, the bad news …
The Aging Brain: Senses Decreased Decreased Receptivity/Detection Comprehension Don’t see/hear as well Don’t process/interpret as quickly
The Aging Brain: Memory Inaccurate Long-Term Worse Working/ Memory Short-term Memory Don’t recall/synthesize as quickly or accurately Rosy glow of the past
The Aging Brain: Intelligence Decision-Making Fluid Speed/Accuracy Intelligence Decreased Decreased
The Aging Brain: Learning Don’t learn as fast Processing Speeds, Reasoning Decreased Working, ST Memory Decreased New Information
The Aging Brain: Hormones • Less Consistent Sleep • Different circadian rhythms • Lower Stamina
The Aging Brain in the Workplace …NOW, the better news …
Better, Older: Social, Interpersonal Longer in the world = Higher emotional intelligence More interpersonal insight Better mirror neuron system
Better, Older: Cause & Effect Better able to predict outcomes Better able to imagine consequences Mental categories and frameworks to interpret/adapt to new situations
Better, Older: Long term, Big Picture “Big Picture” Better at Long Thinking Term Planning Grasp experiences Grasp of time and viewpoints horizon
Better, Older: Focus Longer attention spans, more patience More attention to detail Less inclined to (and not as good at) multi-task, code-switch
Better, Older: Experience, Wisdom, Ambiguity More practical experience and expertise More Judgment Better at dealing with ambiguity
Better, Older: Happier, More Optimistic Negative memories decay first; “Good old days” left Extrapolation: happier past=brighter future Philosophical: have seen more things work out; less left to worry about
Older Brains at Work Older Workers Good at Deep, Long Projects •Older workers = best candidates to take on long projects that require depth of consideration, detail, time horizon •Conversely, projects requiring too many moving parts, code-switching, constant multi-tasking are best for younger brains Manage Work-Related Stress in Older Workers •Stress = the biggest risk-factor for impairment of brain centres for planning, reasoning, short-term memory •Older workers need challenge, but “manageable”
Older Brains at Work Positive Older Workers •Management, HR, team-leading roles are good for older brains that have a pro-social agenda and a positive outlook Roles that need patience , empathy, perspicacity Counselling, Mediation, Arbitration Strategic planning, overview, objectivity Older Workers Great with Ambiguity •Projects requiring tolerance for ambiguity are perfect for older workers who’ve ‘been there, done it, and have the cognitive templates to prove it’
Older Brains at Work Good roles for Older Workers •In group contexts •where management responsibility is high and tactical delivery requirements are low, ambiguity is possible, and projects likely to have pro-social/societal relevance Older Workers Should Modify Working Style/Hours •Good work-life balance is even more critical as you age •Provide opportunity for responsibility-sharing, mentoring with others in the workforce •Modify working hours to reflect older workers’ physical realities
Older Brains at Work Emotional Stability, Productivity Decrease Depression, Anxiety •Those who feels a sense of productivity and progress experience less depression, anxiety, psychiatric pathology Social Inclusion is Critical for Older People •Social isolation is the single biggest risk factor for depression, anxiety and suicide (especially in men), increasingly as they age Societal Contribution •A sense of contribution, group involvement, societal betterment etc. is critical for people as they age.
Should I Stay or Should I Go? GO FLEXIBILITY Want more control over my time and tasks
Should I Stay or Should I Go? GO FEELING GOOD Start doing those things I’ve dreamed of doing, while I still can
Should I Stay or Should I Go? GO NOT AS GOOD AS I ONCE WAS I know I don’t have the same stamina, resilience, quickness. Possibly failing health.
Should I Stay or Should I Go? GO LEAVING ON A HIGH NOTE Leaving like Lemieux, not Hanging on like Howe
Should I Stay or Should I Go? GO NEW HORIZONS BEAM BRIGHTLY The full-time fishing, the Rolling Stones tribute band, the new career on the dark side (i.e., consulting)
Should I Stay or Should I Go? GO NO MORE MOUNTAINS TO MOVE Achieved what I set out to achieve; Gave it 110 %
Should I Stay or Should I Go? GO FAMILY
Should I Stay or Should I Go? STAY MORE MONEY MATTERS Started late – I need more years Expecting promotion Need health benefits
Should I Stay or Should I Go? STAY IDENTITY Who will I be when I’m not who I am now?
Should I Stay or Should I Go? STAY THE OUTLOOK IS CLOUDY I can picture the here and now, but not the there and then
Should I Stay or Should I Go? STAY AS GOOD ONCE AS I EVER WAS Before I go, I have/want one more big challenge, one more opportunity, one more mountain to climb
Should I Stay or Should I Go? STAY THE PEOPLE I’ll miss the colleagues and friends I have had for many years
The Sandwiched Managers…
The Sandwiched Managers… • Balance frustrations between generations • Handle churn of the younger generations • Promote acceptance of diversity • Navigate need for adequate feedback • Value the near-retirees to the end • Manage thoughts of: “If I’m here working, you should be too”
TEAM ASSIGNMENT
Score some Team Table Discussion points (the next 20/30 min) Happy Hour!! Information collected today will be compiled along with the pre Workshop survey results.
Instructions: • Appoint one person as the note taker – point form is fine – collect thoughts on blank template Discuss: • Whether you think these items are an issue or you are not seeing them as issues? • If not an issue, why not? • Ideas and Strategies you have used or are planning on using to address some of the topics in the Cloud • Share experiences based on size of municipality, rural vs. urban, etc. • Float around the Cloud to all four (4) quadrants to explore strategies • Bill & Catharine to float between the tables
Closing Thoughts on Generations
Table Report-outs Will be done on a rapid fire, random draw, basis for the last 20 minutes of Happy Hour
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