Managing in a Multigenerational Workplace
Presenter Debbie Jongkind, RD, LDN, CWC, PCC As Vice President of Global Coaching Services at Workplace Options, Debbie Jongkind leads a multigenerational team of health and wellness coaches who deliver services to employees worldwide. Debbie is a registered dietitian and a professional certified coach. She enjoys her role as lead faculty with the Live Well Wellness Global Coach Training Program, where she has the opportunity to develop curriculum and to train and mentor coaches.
Learning Objectives • Identify common differences between generations • Determine ways to motivate each generation • Effectively communicate across generations • Create a plan to manage multiple generations successfully
Do You Know the Answer? • What does “YOLO” mean? • Name all four Beatles. • On Tinder, what would you do if you really liked someone? • Who can turn the world on with a smile? • What show had the character Aunt Bea? • What is a Periscope? Source: EllenTV.com — “Baby Boomers vs. Millennials”
Survey Which generation characterizes you? Traditionalists (also called Veterans/Silent) (1900 – 1945) A. Baby Boomers (1946 – 1964) B. C. Generation X (1965 – 1980) D. Generation Y/Millenials (1981 – 1999) E. Generation Z (also called Gen2020) (after 1997) Cusper – a person considered to have been born on a cusp F. between significant generations
Chart Comparing the 5 Generations Traditionalists Boomers Gen X Millennials Gen Z 53 – 71 years 0 – 17 years 37 – 52 years 72+ years 18 – 36 years John Glenn, Rico Rodriquez, Prince William, Oprah Winfrey, Michael Jordan, Elizabeth Taylor Sasha Obama Ariana Grande Mick Jagger Brad Pitt Dedicated, Honest, Balance, Ambitious, Workaholic, Company first, Open, Work smarter, not Multitasking, 60+ hr, Pay your dues Entrepreneurial longer, Tenacity Driven, Self – reliant Quality
Generational Snapshot of the Workforce 2% 2% 29% 29% 35% 35% Millennials Generation X Baby Boomers Traditionalists 34% 34% Source: Fry (2015)
Leadership “ A great person attracts great people and knows how to hold them together .” Johann Wolfgang von Goethe
Traditionalists/Veterans (1900 – 1945) Stats/Other Info Characteristics Supporting Them AKA: Traditionalists, Value direct leadership, Ask them how their Silents, Matures hard work, order, respect, experiences can help you, authority and discipline and take their suggestions seriously 2% of workforce Detail-oriented, prefer Clarify how things are being an expert done, so they know the “rules” Influenced by the Great Willing to climb the ladder Help them to understand Depression patiently technology Influenced by war times Uncomfortable with conflict Offer them opportunities to and patriotism mentor Source: Academy for Professional Excellence (n.d.)
Baby Boomers (1946 – 1964) Stats/Other Info Characteristics Supporting Them AKA: Golden Boomers Workaholics, desire Ask them how their quality, team players, experiences can help you, question authority, face-to- and take their suggestions face communication seriously. 29% of workforce Consensual and collegial Discuss with them the leadership style importance of being a team player Following World War II No balance, work to live Help them to understand the need for balance Individualized freedom The civil rights movement, Ask them about how their the feminist cause of the experiences brought about (especially in Western 1970s, gay rights, rights of a change countries) persons with disabilities, and the right to privacy Source: Academy for Professional Excellence (n.d.)
Generation Xers (1965 – 1980) Stats/Other Info Characteristics Supporting Them The “Me” generation – 34% of workforce Use email primarily for status seekers communication Shaped by Watergate and Self-reliant, pragmatic, Ask them for feedback, and Woodstock resourceful, creative, provide regular feedback to adaptive to change, them entrepreneurial, skeptical Were the “latchkey” kids Dislike being Provide an emotionally safe micromanaged, willing to environment, and use an break rules informal style of communication Entered the job market in Lack a sense of loyalty Provide opportunities to a period of massive increase knowledge layoffs Source: Academy for Professional Excellence (n.d.)
Generation Y/Millennials (1981 – 1999) Stats/Other Info Characteristics Supporting Them AKA: Echo Boomers, Volunteer-minded and Communicate expectations Millennials, Internet socially/globally conscious and roles right away Generation, Nexters 34% of workforce Looking for meaningful Provide a sense of work and internal belonging; use groups and achievement teams Raised at the most child- Achievement-oriented, Provide non-monetary centric time in our history expect work-life balance rewards Came of age among Team and relationship- Focus on interpersonal skills, technology, constant media oriented, and value and provide opportunities for stimulation, economic positive reinforcement growth extremes, school violence, HIV/AIDS Source: Academy for Professional Excellence (n.d.)
Generation Z (After 1997) Stats/Other Info Characteristics Supporting Them AKA: Zeds, Post-Millennials, Like to stand out rather Expect recognition, like Homeland Generation, The than fit in positive reinforcement Founders, Plurals 1% of current workforce; Globally focused Visual and hands on learners 20% in 10 years The first fully global Don’t need an instructor’s Digital integrators in that they generation, shaped in have integrated technology manual, intuitively figure it the 21 st century, seamlessly into their lives, out connected through and having used it from the youngest age, it permeates digital devices and almost all areas of their engaged through social lifestyle and relationships media Source: McCrindle (n.d.)
Technology Traditionalists Boomers Gen X Millennials Gen Z Adapted Acquired Assimilated Integral Integrated
Preferred Communication Style Traditionalists Boomers Gen X Millennials Gen Z Formal Less formal, Blunt, direct Polite use first names In person, In person Email #1 tool Email and In person memos voicemail #1 tools
Values Traditionalists Boomers Gen X Millennials Gen Z Honor, Ambition, Diversity, Long-term Salary, dedication, equality, meaningful relationships, image, social attendance collaboration work, casual career activism workspace development, collaborative
Understanding Differences Attitudes, practices and perceptions differ: • Work hours • Work-life balance • Punctuality • Salary expectations • Professional dress • Expectations for advancement
Generational Feedback Traditionalists Boomers Gen X Millennials “No news is good “Feedback once a “Sorry to interrupt, “Feedback news.” year and lots of but how am I doing?” whenever I want documentation.” at the push of a button.” Source: Adams (2007)
Strategies for Managing Multiple Generations • Build age differences into diversity trainings. • Engage your employees by understanding their needs. • Think skills, not age. • Provide opportunities for generational blending.
Strategies for Managing Multiple Generations • Benefit from diverse opinions. • Beware of misconceptions in tone or style. • Use team building. • Facilitate mentoring. • Generational differences do not define individuals.
Building a Collaborative Workplace Even when Work to Develop the you Be mindful identify the Try to attitude that disagree, of the issues in establish there are just acknowledge words you the rapport. differences in other’s use. beginning. perspective. views.
Quote “ At the end of the day, employees are just people. They all seek respect , financial security and new work experiences . I think it's important that we do not focus on so-called generational differences but instead focus on providing employees the experiences and education necessary to help them succeed and excel at any age .” Sharon Daniels AchieveGlobal CEO
Reflection • What is something new I learned? • What is one specific “takeaway” I can put into practice with those I manage?
For More I nformation… Contact your Employee Assistance Program or Work-Life Program
Thank You Questions?
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