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4 Generations in the WorkplaceNorth Division Meeting

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Generational Awareness for Leaders

The following is an informational session to raise awareness of the various generations in the workplace.  It is not meant to apply in any and all situations and leadership discretion can and should be used based on the specific needs of the situation and in compliance with all federal, state and local laws.

Why should you care how the other generations think?

• Get what you want from them.

• Feel better about giving them what they want.

• Not stressed out all the time because they aren’t like you.

• Attract new people to the company who don’t want to be you.

• Use these new people to do what they do well to improve

relations with others of their generation you serve.

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• Only with their own generation?

• Only with older or younger generations?

• With all generations?

• With no one ?

• Which one are you?

• Which do you want to be?

Ever notice how some people can communicate: Can’t we all just get along?

(Rays’ Annual Olympiad)

6 Living Generations

TraditionalistBorn: 1924 – 1946

Ages: 68 - 90

Baby BoomerBorn: 1946 – 1964

Ages: 50 - 68

Generation XBorn: 1964 - 1982

Ages: 32 - 50

Generation YBorn: 1982 - 2000

Ages: 14 - 32

Generation ZBorn: 2000 - 2014

Ages: 0 - 14

Greatest GenerationBorn: 1900 – 1924

Ages: 90 - 114

20th Century Birth Rate

20th Century Birth Rate

TraditionalistTraditionalist Baby BoomerBaby Boomer Generation XGeneration X Generation YGeneration Y Generation ZGeneration Z

20th Century Birth Rate – Age vs. Year

TraditionalistTraditionalist Baby BoomerBaby Boomer Generation XGeneration X Generation YGeneration Y Generation ZGeneration Z

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5 6 7

NK8

Slide 12

NK8 I cover the size of ea generation later so perhaps we delete this slide. Especially if I am going to do a case study or interact with audience. We need that time.Norman, Kim, 3/5/2014

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Who’s in the workplace now?

Will be inthe 

workplaceIn the workplace

Out of the workplace

Traditionalist Baby Boomer Generation X Generation YGeneration Z

Greatest Generation

Who’s in the workplace now?

Traditionalist Baby Boomer Generation X Generation Y

practical, patience, pay dues, conform, team, indir. comm.+/-1 company, respect authority,

dedication, sacrifice, duty then pleasure, direct leadership, seniority, experience, rules,

feedback when needed,self worth, job well done,

assertive, community, right/wrong

big picture, fresh prospective, leaning towards one

company, salary, title, promotion, recognition

driven, long hours, gratitude from work, protesters,

optimism, team, meetings, consensual, collegial

leadership, dislike conflict, personal growth, like

feedback, health, wellness, “me” generation

informal, fun, self reliant, street smarts, generally +

attitude but skeptical, changing careers,

impatient, goal orientated –not hours in office, multi-

tasking, global, self-reliance, flexible hours, just a job,

techno-literal, life balance, load with work but not how to do it, hate micromanagement

but like to ask questions.

hopeful, gratification, social, personal life, affirmation,

generally like trusted authority, networked, want to be confident,morality, many careers and jobs

simultaneously , ambitious, done at 5 but 24/7 plugged in, diversity, heroic spirit, technological savvy,

lack of skills for dealing with difficult people, multitasking,

need flexibility, daily + reinforcement, save the world

Strauss-Howe Generational Theory

Traditionalist

Baby Boomer

Generation X

Generation Y

Strauss-Howe Generational Theory

Strauss-Howe Generational Theory

Traditionalist

Baby Boomer

Generation X

Generation Y

NK2

Slide 18

NK2 Need more diversity on this slideNorman, Kim, 3/4/2014

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Traditionalist

Baby Boomer

Generation X

Generation Y

Traditionalist

Baby Boomer

Generation X

Generation Y

NK3

Traditionalist

Baby Boomer

Generation X

Generation Y

NK4

Traditionalist

Baby Boomer

Generation X

Generation Y

Traditionalist

Baby Boomer

Generation X

Generation Y

General Traits and CharacteristicsTraditionalists

• Influenced by the Military; likes structure; respects history

• Practical, patient, value the traditional family unit, elders, and others in the generation

• Dedicated, respectful of rules

• Likes specific direction; loyal to company

• Motivated more by feeling wanted then money

• Prefers newspaper, documents, phone and fax

• Self directed; prefers individual projects; likes to mentor others

• Hard working but looking to wind down; PT

• Seniority respected (put in the time) and expected

Slide 20

NK3 Do we really need this slide? I suggest we remove.Norman, Kim, 3/4/2014

Slide 21

NK4 Perhaps find a few celebrated movies that have diversity as well such as Roots.Norman, Kim, 3/4/2014

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General Traits and CharacteristicsTraditionalists

Demotivators:

• Change

• Challenging authority

• Taking risks

• Losing focus at work

• Casual work attire

• Texting, on line chats, etc.

• Inconsistent application of rules

General Traits and CharacteristicsBaby Boomers

• Most influential people today

• Optimistic; self aware

• Salary, title, promotion, driven to achieve professional success

• Ability to mentor others

• Can be set in their ways

• Live to work

• Flexible employer schedules

• Prefers documents, email, phone, and web

• Likes to work in team environment with meetings; consensual and collegial

General Traits and CharacteristicsBaby Boomers

Demotivators:

• Lack of team interactions and discussions

• One way leadership

• Not being listened to

• Clock watchers (those that only work 9 to 5)

• Negative feedback

• Missed deadlines

• Lack of accountability

General Traits and CharacteristicsGen X’ers

• Skeptical (prove it), inpatient, informal, fun

• Values integrity and honesty; not hype

• Latch key kids, security, freedom

• Tech savvy; Prefers email, web, FB, instant messaging

• Results oriented; entrepreneurial; driven

• Appreciates regular, 2-way communication

• Flexible schedules

• Cautious, save, works to live, to do lists

• Will change jobs/careers for variety and money

• Challenges authority; respect earned

• Have fun at work; work/life balance

General Traits and CharacteristicsGen X’ers

Demotivators:

• Minimal interaction with leader

• Lack of accountability

• Disorganization

• Micromanagement

• Lack of technology

• Corporate politics

General Traits and CharacteristicsGen Y’s

• Instant gratification, hopeful, likes to have options

• Merged families

• Tech savvy; Prefers phone, email, FB, Twitter, instant messaging, text, web, YouTube, and Skype

• Green initiatives, community outreach, diversity & volunteerism vs. money

• Authentic; Practice what you preach; Wants to know the Vision; Non Hierarchical

• Intensive training; mentorships; social time at work including open lunches

• Many career/job changes

• Results oriented vs. time clock oriented (not 9 to 5)

• Frequent communication; open forums

• Loyal to people vs a company

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Gen Y’s

Demotivators:

• Micromanagement• Being expected to conform to old

styles• Corporate speak about financials• Sterility, lifelessness• Theory, data and statistics• Out of date practices or rules• Rigid work schedules

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General Traits and Characteristics

Tips• No one wants to be you.

• Don’t start with “When I was your age…”

• Try to care about what they care about.

• If it isn’t working, stop. Don’t push it harder.

• Respect them as much as you want them to respect you.

• Quickly respond. Answer emails. Look them in the eye. Facial expressions count.

• Ask them “What do you think?” It’s a “statement” of respect and confidence.

• Give tools, not orders.

• Identify what you like or dislike rather than praising or condemning the whole person.

• Success is goals, not time. Broaden your definition of work ethic and success.

• Rethink the list of what motivates people.

• Try to understand, communicate, motivate, monitor, respond, care.

• Don’t rush your conversations or show urgency for a person to “hurry up.”

• Find ways to unite in your company culture.

• Telecommuting one day per week. Casual dress. Brainstorming sessions. Activities outside work.

Challenge questions

• Why do you work?

• What is a “work ethic?”

• What is a “team player?”

• What is your greatest frustration with the younger generation?

• What is your greatest frustration with the older generation?

• What is the best element your generation brings to the company?

• What is your preferred style of feedback?

• What should be in the work environment?

• What should NOT be in the work environment?

• What do you owe your company?

• What makes you valuable at work?

Challenge scenarios

• Y: “When are we done today?”

• B: “We’re staying late to get things done. Aren’t you a team player?”

• Y: “How am I doing? (Day 2)”

• B: “We’re looking for committed people. They come here and stay here.”

• Y (Parents): “Why didn’t you give my boy a raise?”

• B: “You need too much supervision, you’re too informal, and you don’t respect

authority.”

• Y: “You B’s are too micromanaging, you’re too stiff, and can’t take criticism.”

• B: “Just do it my way. I know what I’m doing.”

• Y: “I’m ready for my evaluation.”

Q & A

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Sources• Talent Management Team - Executive Office - United Nations Joint Staff Pension Fund

• “Work Ethics In The Workplace: Generation Differences” JUNE 27, 2011 BY BRUCE MAYHEW

• “Work Ethics of Different Generations” Developed by Duren and Associates, Inc.

• “Millennial Tension: The Generation-Y Work Ethic and the Spirit of Capitalism” BY YLAJALI HANSEN ⋅ FEBRUARY 26, 2010

• “Traditionalists” (aka The Silent Generation) By Sally Kane

• Karp, Hank; Fuller, Connie; Sirias, Danilo. Bridging the Boomer Xer Gap: Creating Authentic Teams for High Performance at

Work. Palo Alto, Calif.: Davies-Black Publishing, 2002.

• Kersten, Denise. “Today’s Generations Face New Communications Gap,”USA Today, November 15, 2002.

• Lancaster, Lynne C.; Stillman, David. When Generations Collide: Who They Are, Why They Clash, How to Solve the

Generational Puzzle at Work. HarperCollins Publishers Inc., 2002.

• Sago, Brad. “Uncommon Threads: Mending the Generation Gap at Work,”Executive Update, July 2000.

• Walston, Sandra Ford. Distinguishing Communication Approaches Across Generations, 1999 (online publication),

http://www.walstoncourage.com/pages/articles/generation.htm.

• Zemke, Ron; Raines, Claire; Filipczak, Bob. Generations at Work: Managing the Clash of Veterans, Boomers, Xers, and

Nexters in Your Workplace. New York, N.Y.: American Management Association, 2000.

Sources

• Watson Wyatt Human Capital Index

• DePaul University Study

• New York University Stern School of Business

• International Society for Performance Improvement

• World at Work’s Alliance for Work-Life Progress

• Sloan Center on Aging & Work at Boston College

• Aon Hewitt Survey

• Healthcare Reform Magazine

• MC Fina

• BrazenCareerist