Joint Affinity Group

Seasons of Change
Part III:
Inter-Generational Workplace
 Next…
 We will provide an overview of the
changing landscape
 Discuss the generational trends
 Review the common characteristics
of each generation
 Discuss the frequent challenges
managers encounter
 Review the 6 principles for managers
 What We Hear?
“The old school “The younger generation
generation has a thinks they know it all
tendency to work and have a difficult time
longer hours…we feel communicating with the
we are very driven.” team. Usually they are
plugged in listening to
music!”

“I’ve had a computer

since I was six – some
people have worked
here since before there
were computers.”
 The Changing Landscape
 For the 1st time in modern history,
workplace demographics now span 4
generations.

 This rich mix of generations in the

workforce can be attributed to labor
shortages in many industries and the
rising average age of retirement.
 The Changing Landscape
 These developments have shifted the
workplace demographic proportions.
In 2006, Boomers held the majority
of positions of power and influence.
 By 2011, the percentage of Boomers
in the workplace is expected to drop
while the Millennial Generation will
grow in numbers.
 Generational Trends
 Three important trends make it
crucial that organizations become
successful at addressing
intergenerational dynamics:
1. More generations are working side-by-side
2. Competition for talent is escalating
3. Productivity and business are linked to
work environment
Competition for Talent is Escalating
 According to a 2005 AARP survey, “finding skilled
employees” tops the list of the most important
issues facing businesses.
• Only 1/3 of employers have begun to educate managers
about ways to utilize mature workers.
 The cost of replacing experienced workers can
range from 50 to 150% percent of their annual
salaries.
 The median age of the U.S. worker in 2006 was
40 years, which is the highest in history.
• 1/3 of the white-collar federal workforce is between 50-
59 years old.
• The average age of a registered nurse in the U.S. is 47
years.
 More Generations are
Working Side-by-Side
 By 2014, nearly 1/3 of the total U.S.
workforce (32%) will be age 50 or
older. From 27 percent in 2005.
 8 out of 10 Boomers expect to work
at least PT in their so-called
retirement years.
 Millennials are the fastest growing
cohort, their participation by 2011
will swell to 25 percent.
 Productivity and Business are
Linked to Work Environment
 Companies need engaged employees—
those who are willing and able to
contribute to organizational success.
Engaged employees can only thrive in
inclusive work environment.

 Generational differences can lead to

frustration, conflict, and poor morale.
According to a survey by Lee Hecht
Harrison, more than 60 percent of
employers are experiencing
intergenerational conflict.
The Business Case for Addressing
Intergenerational Dynamics
An age-neutral workplace supports
real communication and
understanding across all ages and
builds on the unique values and
strengths of each generation.
The Business Case for Addressing
Intergenerational Dynamics
 Businesses that pay attention to inter-
generational issues will see an impact on
their bottom line in a number of areas:
• Corporate culture (educating employees,
prevention of brain drain, etc.)
• Recruitment (messages geared to each generation,
builds company reputation)
• Employee engagement (managers know how to
motivate employees, employee value career
opportunities)
• Retention (an engaged workforce = less turnover,
builds loyalty and retention)
“People resemble their
times more than they
resemble their
parents.”
- Arab proverb
 Overview of the Generations
 A generation is a group of people who are
programmed at the same time in history.
 A generation shares a common set of
formative events and trends.
 Because each of the generations came of
age in a distinct and unique era, each has
its own perspective on such critical
business issues as leadership,
communication, problem solving, and
decision making.
 Changing Demographics: Workforce Participation
World War II Generation (64+ years-old)
born 1945 and before
in 2006 8% 12.5 million
in 2011 5% 7 million
Baby Boom Generation (between 45 - 63 years-old)
born 1946-1964
in 2006 44% 66 million
in 2011 38% 60 million
Generation X
born 1965-1980 (between 29 - 44 years-old)
in 2006 33% 50 million
in 2011 32% 51 million
Millennial Generation (28 years-old and younger)
born 1980-2000
in 2006 15% 22 million
in 2011 25% 40 million
 The World War II Generation
 Also known as: traditionalists, builders,
depression babies, radio babies, GI Joe
generation
 Seminal events as this generation grew up:
• 1937 Disney’s first animated feature film (Snow White)
• 1941 Hitler invades Russia
• 1941 Pearl Harbor; U.S. enters WWII
• 1945 WWII ends in Europe and Japan
• 1947 Jackie Robinson joins major league baseball
• 1950 Korean War begins
 With 12.5 million of them still working this
generation represents 8% of the U.S. workforce
 The World War II Generation
 Their formative era was marked by a strong
sense of commitment to families, soldiers,
country, and community. The mood was watchful.
 Members of the World War II Generation tend to
be conservative in dress and language. They see
work as a privilege. Their strong work ethic,
discipline, stability, and experience make them
invaluable employees.
 Compelling messages from their formative years
 Make do or do without.
 Stay in line.

 Sacrifice.

 Be heroic.

 Consider the common good.

 Popular technology in the era that shaped them: Radio

 Workplace Characteristics
 Assets  Prefer managers who
• Experience, dedication, • Are directive and identify a
focus, loyalty, clear direction
perseverance • Are fair and consistent
 Liabilities • Set long-term goals
• Uncomfortable with • Take a logical approach
conflict, quiet when • Are respectful
they disagree  Preferred methods of
communication:
• Memos, letters, personal
notes
 The Baby Boom Generation
 Also known as: boomers, Vietnam Generation, Me
Generation
 Seminal events as this generation grew up:
• 1954 First transistor radio
• 1960 Birth control pills introduced
• 1963 Martin Luther King, Jr. leads march on Washington
• 1963 President Kennedy assassinated
• 1965 U.S. sends troops to Vietnam
• 1969 U.S. moon landing
• 1969 Woodstock
• 1970 Women’s liberation demonstrations
 Largest cohort comprising 44% of the workforce
with 66 million workers, Boomers continue to
hold the most power and control.
 The Baby Boom Generation
 Members of the Baby Boom Generation tend to
have a strong work ethic, good communication
skills, and emotional maturity. They plan to
revolutionize retirement.
 Compelling messages from their formative years
 Be anything you want to be.
 Change the world.
 Work well with others.
 Live up to expectation.
 Duck and cover.
 Popular technology in the era that shaped them:
Television
 Workplace Characteristics
 Assets  Prefer managers who
• Service orientation, • Are consensual and treat
team perspective, them as equals
experience and • Take a democratic approach
knowledge • Work with the group to
 Liabilities define a mission
• Not necessarily “budget • Show warmth and caring
minded,” uncomfortable • Assure them they are
with conflict, reluctant making a difference
to go against peers,
may put process ahead
of result  Preferred methods of
communication:
• Phone calls, personal
interaction
 Generation X
 Seminal events as this generation grew up
 1973 Global energy crisis
 1976 Tandy and Apple market PCs
 1979 Margaret Thatcher becomes first female British Prime Minister
 1979 Massive corporate layoffs
 1980 John Lennon killed
 1981 AIDS identified
 1986 Chernobyl disaster
 1986 Challenger disaster
 1987 Stock market plummets
 1989 Exxon Valdez oil spill
 1989 Berlin Wall falls
 1989 Tiananmen Square uprisings

 Generation X accounts for 33 percent of the U.S. labor

force with 50 million employees, and is poised to move
into—or at least to share—leadership and authority.
 Generation X
 On the job, Generation Xers tend to be self-reliant. Of
those with divorced parents, many lived in two different
neighborhoods every week, and they learned to thrive
in the midst of chaos and change. They enjoy achieving
measurable results and streamlining systems and
processes. Currently in their prime, Generation Xers will
seek out and stay with flexible, results-driven
organizations that adapt to their preferences.

 Compelling messages from their formative years

 Don’t count on it.
 Heroes don’t exist.
 Get real.
 Take care of yourself.
 Always ask “why?”

 Popular technology in the era that shaped them: The

personal computer
 Workplace Characteristics
 Assets  Prefer managers who
• Adaptability, techno- • Competent, direct and
literacy, independence, straightforward
creativity, willingness to • Genuine
buck the system • Comfortable with giving
them a deadline and turning
 Liabilities them loose
• Skeptical, distrustful of • Informal
authority • Flexible
• Results oriented

 Preferred methods of
communication:
• Voicemail, email
 Generation Y
 Also known as: the Millennial Generation, Boomlet,
Nintendo Generation, and Digital Generation.
 Seminal events as this generation grew up
 1990 Nelson Mandela released
 1993 Apartheid ends
 1995 Bombing of Federal building in Oklahoma City
 1997 Princess Diana dies
 1999 Columbine High School shootings
 2001 World Trade Center attacks
 2002 Enron, WorldCom and corporate scandal
 2003 War begins in Iraq
 2004 Tsunami in the Asian Ocean
 2005 Hurricane Katrina
 The fastest growing cohort, the Millennials
comprise 15 percent of the U.S. workforce with 22
million workers.
 Generation Y
 They arrive on the job with higher expectations
than any earlier generation and, with a click of the
mouse, they can notify thousands of their cohorts
about which companies match or fall short of their
ideals.
 Compelling messages from their formative years
 You are special.
 Leave no one behind.
 Connect 24/7.
 Achieve now!
 Serve your community.
 Popular technology in the era that shaped them:
The Internet
 Workplace Characteristics
 Assets  Prefer managers who
• Collective action • Educational and know their
• Optimism personal goals
• Ability to multi-task • Positive
• Technologically savvy • Collaborative
• Motivational
 Liabilities
• Need for supervision
 Preferred methods of
and structure communication:
• Inexperience – • IM, blogs, text, emails
particularly with
handling difficult people
issues
 Challenges for Managers
WWII BB X Y
Outlook Practical Optimistic Skeptical Hopeful

Work Ethic Dedicated Driven Balanced Ambitious

View of Respectful Love/Hate Unimpressed Relaxed

Authority Polite
Leadership Hierarchy Consensus Competence Achievement
By
Relationships Self- Personal Reluctance Loyal
sacrifice Gratification to commit Inclusive
Perspective Civic- Team- Self-reliant Civic-
minded oriented minded
Turn Offs Vulgarity Political Clichés Cynicism
incorrectness
Hypes
 Common Areas for Team Conflict
 Choosing where and when  Getting together
to work • Boomers and X’s are
• Older generations speak of planners and schedulers
work as a place “going to • Gen Y’s are coordinators
work” • When faced with a need to
• Younger workers view meet older colleagues
work as something you do prefer to plan while Y’s are
– anywhere, anytime. ready
• This lends itself for
misinterpretation – who
works harder? Does
 Finding information or
location matter? learning new things
• Boomers and
Traditionalists are linear
 Communication among learners
team members • Y’ are “on demand”
• Gen X’s and Y’s are learners
comfortable relying on
technology.
• The younger groups need
rapid responses and less
formality
 Six Principles for Managing
Generations Successfully
1. Initiate conversations about generations.
When these issues are out in the open
they become less personalized.
2. Ask people about their needs and
preferences.
3. Offer options. Choice is good.
4. Be flexible and learn about the
preferences of others on the team.
5. Build on strengths.
6. Pursue different perspectives.
 Find the Commonalities
 The generations find their common ground
in five core areas where each group has
priorities:
• People of all ages view work as a vehicle for
personal fulfillment and satisfaction, not just
for a paycheck
• Workplace culture is important to the job
satisfaction of all employees
• More than 70% of employees want a
supportive work environment where they are
recognized and valued
• Career development is a high priority
• Flexibility is important.
Questions and
Comments