© Grant Thornton LLP. All rights reserved. Managing The Multi-Generational Workforce Social...

© Grant Thornton LLP. All rights reserved.

Managing The Multi-Generational Workforce

Social Contracts – Older and Young Workers Doing the Same Work but With Different Benefits, Motivations, and Views

NASC Annual ConferenceColumbia, South CarolinaMarch 19 – 22, 2013


The Premise…

There are a number of crises on the horizon that will impact every state government and how to manage them will determine long term viability.

It is a problem that effects the heart and soul of governments…the employees…and has multiple facets:• Economic• Aging workforce• Pension plans• Healthcare


What we will need to address…

• Economic issues such as layoffs, outsourcing, insourcing, furloughs

• the aging workforce and succession planning and retention of skilled workers

• Pension/healthcare plan modifications including the fact that multiple classes of benefits will become reality

• Diverse workforce…multigenerational and how to manage them for effectiveness and efficiency


The Changing Landscape of Work

• For the first time in modern history, workplace demographics now span four generations.

• This presents both challenges and opportunities!


Generations!

• World War II/Traditionalists: Before 1945

• Boomers: 1946 – 1964

• Gen X: 1965 – 1980

• Gen Y: 1980 on


The Business Case for Addressing Multi-generational Management

The transfer of knowledge between retiring generations of veteran workers and newer workers to the workforce is becoming increasingly more important.

The traditionals and baby boomers comprise greater than 50% of the workforce and are either eligible for retirement or nearing retirement.

The impending brain drain should cause nightmares for management.


The crashing together of the generations cause significant conflict due to differences in how they view:

• Work ethic • Technology • Perspective • View of Authority • Communication • Leadership


Generation “Workplace Needs”

Guess what? People generally want the same things:• To be respected • To be recognized for

a job well done • To be coached • To be consulted • To be connected

They just want them delivered in different packages!


WWII Generation/Traditionalists

• Events – Great Depression – Pearl Harbor – Jackie Robinson joins major league – Korean War

• Compelling Messages – Stay in line/respect the rules – Sacrifice – Be heroic

• Work Motto: Hard Work, no option!


WWII Generation/Traditionalists

• Words that Motivate – “Your experience is respected here.”

• Rewards that Motivate – Tangible symbols of loyalty, – commitment and service

• Management Actions that Motivate – Connect their actions to overall good of organization

• Communication/leadership Style – Linear, logical, respectful

• Things they hate – Profanity, slang, poor grammar, disrespect


Baby Boomers

• Events – Civil Rights – Sexual Revolution – Space Travel – Woodstock

• Compelling Messages – Be anything you want to be – Change the world – Work well with others – Personal growth

• Work Motto: Work, Work, Work.

It’s what we are about.


Baby Boomers

• Words that Motivate – “We need you.

You can make a difference.” • Rewards that Motivate

– Personal appreciation, promotion, recognition, status symbols • Management Actions that Motivate

– Managers get them involved and show them how to make a difference

• Communication Style – Personable, Informative = Reward

• Things they hate – Brusqueness, one-upmanship


Generation X

• Events – Three Mile Island – Berlin Wall falls – John Lennon killed – Chernobyl – Exxon Valdez

• Compelling Messages – Don’t count on it – Get real – Take care of yourself – Always ask “why”?

Work Motto: Work more with flexibility. But work even more? Let’s talk.

•


Generation X

• Words that Motivate – “Do it your way.” and “There is life beyond work.”

• Rewards that Motivate – Free time, upgraded resources, opportunities for development,

bottom-line results, certifications to add to resumes

• Management Actions that Motivate – Managers give choices and permit work autonomy

• Communication Style – Direct, straightforward, results-oriented

• Things they hate – Using time poorly, corporate-speak


Millenials / Gen Y/ Nexters

• Events – Columbine shootings – Enron scandal – War begins in Iraq – Natural disasters:

Katrina and Tsunami – Mandela released

• Compelling Messages – You are special – Leave no one behind – Serve your community – Connect 24/7

Work Motto: Work flexibly anywhere. Tell me why you want me to do something. Work harder? No way, and I’m texting my friends to tell them what a jerk you are.


Millenials / Gen Y/ Nexters

• Words that Motivate – “We respect you here.” and “What are your goals?”

• Rewards that Motivate – Awards, certificates, tangible evidence

of credibility • Management Actions that Motivate

– Managers connect actions to employees’ personal and career goals

• Communication Style – Positive, motivational, personal and

goal-oriented • Things they hate

– Cynicism, sarcasm, condescension


Social contracts with employees must consider a variety of issues…which vary by generations

• salary• work schedules• retirement (pension plans)• values• technology• social media• etc…but the key to success is in…

LEADERSHIP


Building Leaders with the Skills to Succeed is "The Challenge"

• "Crisis of Leadership" is the norm– Not specific to a market sector, private sector,

government, large or small firms

• General management competencies are evolving– Collaboration– Business Acumen– Global Awareness– Integrity and Trust


Role Based Competencies

• Organizational role drives needed leadership competencies– Individual Contributor

• Decision quality

– Supervisors• Building effective teams

– Middle Manager• Business Acumen

– Executives• Strategic Agility


CASE STUDIES


National Air and Space Administration (NASA), Office of the Chief Human Capital Officer (OCHCO) Social Learning Platform

Client Issue• Address multi-generational issues and leadership including improving communication, knowledge

sharing and collaboration. Goal was to improve learner engagement and provide a foundation for sustainable collaboration and knowledge sharing across the workforce.

Our Approach• Designed, launched and facilitated a web-based, social learning environment to support instructor-led

course delivery. Delivery of the web-based course activities shifted away from the traditional, instructor-centric training model to an innovative, learner-centric training model.

• Addressed expectations of a multi-generational workforce by using social media as a platform for training. This social learning environment supported collaboration, knowledge sharing and networking across generations.

Benefit• OHCM leadership shifted traditional model of online course delivery to a learner-centric model

focused on improving engagement, collaboration and knowledge sharing.


Department of Energy Office of Legacy Management (LM)Strategy Workforce Analysis

Client Issue• Significant changes in the scope of work impacted the quality of the work performed. The impending

departure of several federal employees put an additional strain on department management. The goal was to develop a n accurate and scalable re workforce planning approach.

Our Approach• Developed a future state organization concept including a business case , succession plan, and a

year-by-year cost model of the HPO’s optimal federal workforce; including performance metrics to monitor progress. Managers and staff were trained on roles, responsibilities and how to successfully navigate the new requirements

Benefits• The agency realize short-term and long-term cost savings as well as key program changes to improve

communication, knowledge sharing and collaboration across a multi-generational workforce.


Closing Thoughts

• Leadership is an evolving skill• Develop leaders at all levels and roles in an

organization• Successful organizations have effective leadership• The multi-generational workforce is just the

beginning – the multi-cultural workforce offers even more challenges and opportunities

© Grant Thornton LLP. All rights reserved. Managing The Multi-Generational Workforce Social...

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