Tal Talki kin’ ‘Bout out My My Gen Gener erati ation: n: Im Implem emen enting ting Ch Chan anges es to to Ad Adap apt t To To Haw Hawai aii’s E Evol olving ing Wor Workf kfor orce ce Presented by Accuity LLP
Agenda o Why is it important to understand generations? o Results of Local Company Survey o Tips to address the top 3 multi-generational issues o Working across the generations TALK TALKIN’ ‘B IN’ ‘BOUT OUT MY MY GENERATION GENERATION
Why is it important to understand generations? Th The F e Futur uture i is Her Here… e…….. o Understanding different generational perspectives improves engagement and productivity o The cost of turnover is steep o Majority of Baby Boomers will reach retirement age in 10 years o Gen Y and Gen Z will make up 66% of the US workforce by 2030 5 GENERATIONS 5 GENERATIONS @ @ WORK ORK
#embracegenerationaldifferences Organizations that understand and embrace generational differences quicker grow stronger, innovate more quickly, and create a competitive advantage for themselves.
Kauai Molokai 105 Local Company 23% 8% Maui 2018 Survey respondents 23% Oahu Hawaii 83% Lanai 28% 3% Across six islands * Some respondents are located on multiple islands and mainland states # o # of f loyees 1 1 - 50 50 51 1 - 10 100 10 101 1 - 200 00 201 1 - 50 500 > 5 > 500 Total al emp mploy Of varying sizes 53 14 14 10 14 105 Respo ponses ses Top 5 5: Healt ealth h Ser ervice ces, F Fin inanc ance/Ins nsuranc nce/Real E l Estate, In 15 different industries Professio sional/Bu Busi siness ss Service ces, s, S Soci cial Service ices s and O Other (inclu (includes es nonp nprofit)
Loca cal Co Compa mpany S Survey ey Res espo ponde dents - Employe loyees by s by Generation on BAB ABY B Y BOOM OOMERS RS SILEN ENT G T GEN GEN X N X GEN Y N Y GEN Z N Z 1946 19 46 - 1964 964 1996 996 - Present nt Before 1 Befo 1946 19 1965 5 - 198 980 1981 19 1 - 1995 995 Age 0 Ag 0 - 23 23 Age 24 24 - 38 38 Age 39 39 - 54 54 Age 55 55 – 73 73 Age 7 Ag 74 an and d up 2% 2% 28% 28% 4% 4% 32% 32% 34% 34% US La Labor bor For orce Pr Projectio ion fo for 2 203 030 by 0 by Generation 9% 9% 25% 25 0% 0% 33% 33% 33% 33% * Data from Department of Labor, WSJ.com
56% 56% 66% 66% 43% 43% have ve mo mostl stly B Baby Boom omers rs i in senior or le leader ersh ship ve 30 30% or have older, Only 1 On y 1 43% 43% have or experienced employees who more re B Baby y observed no have difficulty have difficulty Boom omers rs + + generational attracting and working Silen ilent t differences recruiting with/relating to Gener erati tion in in members of Gen in the younger their w r work rkforc orce Y, Gen Z or both workplace generations LOCAL C LOCAL CO. O. SURVE SURVEY QUICK STATS QUICK STATS
Do you feel that your organization is facing challenges related to multi- generational differences in the workplace? 57% 57% Yes Yes 35% 5% No No 8% Ot 8% Other her You o observed ved t the f following d differ erences: Communication styles & View and use preferences – 90% Technology – 87% Job benefits and Work habits – 84% Values – 76% perks – 64%
The Top 3 Multi-Generational Challenges Faced by Respondents 1. Tra 1. Training ma managers to to be e more more “co “coach aches” than an “bosse ses” s” etting leadership ip t to commu munic icate ate 2. Getti 2. th the d e direc rectio ion a and g goa oals of of th the c e comp ompany and h how ow i individuals f fit t into to th the b e bigger r pictu ture 3. 3. St Streamlin ining a and u updat ating bu busin siness ss more effici cient an and d proc rocesses to to be e more comp mpet etit itive ve
CH CHALLEN ALLENGE # E #1 re “COA “COACH CHES ES” ” Tra raining ining mana nage gers to b be m more tha han n “BO BOSSES” SSES” Myt Myth: A high performing individual makes a good manager and coach
59% % of millennials say learning Millenni nnials don’t w don’t want nt to to be tol told w d wha hat t to to do do; the ; they want nt and growing are extrem remely y to und nders rsta tand nd why importa tant nt to them to hy the they ne need to d to do do it All g gene nerati tions ns want m want more The The need ed fo for re recog cognition is is feed edback a ck and a are more e re engaged ed univers un versal bu but the the del elivery very when m whe manag anagers he help se set t isn’t sn’t one ne-siz ize-fit fits-all ll perf rform ormance g ce goals GENERATIONAL INSIGHTS GENERATIONAL INSIGHTS
43% 43% 71% 71% Messages that The # The #1 wo worry recogniz gnize and and for stu stude dents at at ar artic iculat late the star the start of sele lecte ted sai aid a a work thei their c car areers “clear arly ly d defin ines potent po ntial t ial to cultu lture th that t is is goal als an and d is not being “frie iendly ly, achie ac hieve adequately expe pect ctations ns” inclu lusive ive, prepared or ranked #1 as as a as a top p inspir irin ing” i ” is a a pe perfo rformi ming po g poorl rly most motivating attr ttribu ibute o te of an top c to criter iterion for at their job or inspiring id idea eal b boss ss an e employe oyer HAW AWAII AII STUD STUDENTS ENTS TELL TELL US US #trending
Turn Your Managers into Coaches List Listens a s a lot Talks a s a lot lot Coach Ask Asks Tells ls Coac Prev even ents Fi Fixes es Explo plores es Pr Presum sumes Seeks eeks co commi mmitme ment Seeks eeks co control VS VS Ch Challen lenges es Order ders Works ks wi with Work orks o on Put Puts s process fir ss first st Put Puts s produc uct fir first st Boss ss Seeks eeks r res esult lt Wan Wants r reas asons Bo Takes r s resp sponsib ibil ility Assi Assigns bla blame Makes kes co contact Keeps Keeps di distance
Turn Your Managers into Coaches 2 2 Practic tical Tip l Tips Survey Feedback 1. 1. New New Manage ger T Training “Managers use old school 2. 2. Sch chedu dule e Regu egula lar 1 1-on on-1 Ch 1 Check eck-ins ns method of ‘I show you what with te th team to do and you do it’” “More experienced employees do not know how to communicate and We We ha have two o ears rs a and on one m mou outh th motivate” so o that w t we can n lis listen twice a as mu much as we e spea peak Epictetus, 50 AD – 135 AD
Messages That Motivate Boomers Millennials You are a good role model o You and your coworkers can help make an impact You are important to our o o You will work with other bright, creative people success o You have exceeded my expectations Your perspective and o o contribution is valued and needed Gen X Gen Z I appreciate how you o This assignment is going to be challenging, but I took ownership of the o think you are ready for it and I will help you along assignment and got the way the job done
CH CHALLEN ALLENGE # E #2 to “COM “COMMUNICA ICATE” E” th Getting tting le leaders ership hip t the e dire irection a ction and nd go goals ls o of the he co company ny and nd ho how ind indiv ivid iduals ls f fit it int into t the he b bigge igger p r pict icture re Myt Myth: Leaders have all the answers and always know what to say
Communi nica cati ting Pu Purpo pose se The NASA Janitor and JFK During a visit to the NASA space center in 1962, President John F. Kennedy noticed a janitor sweeping the floor. He interrupted his tour, walked over to the man and said, “Hi, I’m Jack Kennedy. What is it that you do here?” “Well, Mr. President,” the janitor responded, “I’m helping put a man on the moon.”
Improve Company Communication 2 Practic 2 tical Tip l Tips Survey Feedback 1. 1. Lea eader dership t ip that s shares es and d “…The Gen X and Gen Y want to insp spir ires know what is going on, are used to getting answers and gaining 2. 2. Solicit icit empl employee ee feedb eedback ck information immediately. Baby through en enga gagem gemen ent s survey eys Boomers struggle to understand the “need” for this. Gen X and Gen Y want to feel included in solutions.” 91% of emplo ployee ees s say commun mmunication i n issues pr prev event lea leaders fr from bei eing effect ctive ve Interact Communications Consultancy, 2015
Appreciating Diversity in Communication and Technology Boomers Gen Z Gen X Gen Y o Face-to-face or phone o Desire more face-to- o Phone or email, face- o Instant messages, o Relationship and face, in person to-face for tough texts, emails, and business intertwined conversations decisions (time face-to-face o Worry technology o Less lengthy meetings permitting) o Value technology for replacing human o View technology as o Direct & its connection to interaction core to stay straightforward overall goals connected and to communication o Tech-savvy, can be work efficiently o Techno-literate but impatient with those worry about being who aren’t outpaced by younger colleagues
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