PUBLIC SECTOR MENTORIN

G AND

SUCCESSION PLANNIN

G WITH

MILLENNIALS

B Y : K A MI L L E H A L L , H A M

L I NE U

NI V E R S I T Y , D E C E M

B E R 2 0 1 4

Image by Farley Katz

“A cohort-group whose length approximates

the span of a phase of life and whose

boundaries are fixed by peer personality”

Youth (ages 0-21)~ Dependence

Rising Adulthood (22-43) ~ Activity

Midlife (44-65) ~ Leadership

Elderhood (66+)~ Stewardship

BACKGROUND * What is a Generation? (Strauss & Howe)

“A peer personality is a generational persona recognized and determined by: 1) Common age location;

2) Common beliefs and behaviors; 3) Perceived membership in a common generation”

Image by R.J. Matson

THE CHANGING FACE OF AMERICA(ACCORDING TO PEW RESEARCH CENTER)

(Source: Pew Research Center)

1965~ 85% White~ 10% Black~ 4% Hispanic

2060~ 43% White~ 31% Hispanic~ 13% Black~ 8% Asian~ 6% Other

Paul Taylor: “We were once a black and white country; now we’re a rainbow.”

BRAIN DRAIN(ACCORDING TO JOHN G. STONE III, FORMER FEDERAL EXECUTIVE)

What is Lost?

1. Competencies – composed of skills, attributes, ethics, and motivation;

2. Field of specialty – Hard and soft sciences, law, math, statistics, accounting/finance, criminology;

3. Agency specific and practical –What do we do and why?

² Experts in human capital are concerned about the vast numbers of current and expected retirees in the federal sector...this loss of senior people is the “brain drain.”

² There are several unanswered questions with no formal studies

Stone: “Management is a science, which can be learned. Leadership, however, is considered an art, developed only in those with a talent…through apprenticeship

and trial and error of personal experience”.

“I’m losing people left and right in the County to retirement, so I see brain drain. We need to be prepared to pass knowledge to others, but have not planned much yet.”

(Steve Taylor, Sherburne County Administrator)

“We need to do a better job of recruiting younger workers, no doubt about it…It’s important to learn from each other in cross-functional teams and projects.”(Rolf Nordstrom, President & CEO, Great Plains Institute)

www.BetterEnergy.org

PERSONAL ACCOUNTS FROM EXECUTIVES

Baby Boomer (1943 – 1960)

* One of the largest generations ever.

* Have learned how important it is to pay dues.

* Careers have been upwardly mobile.* Conflict can happen if younger

workers disregard the chain of command or receive perks/promotions early.

* Place importance on qualifications and reputation (in trainers).

* Primarily learn best through audio; prefer lectures with printed materials.

• WHO ARE THE PRIMARY GENERATIONS AT WORK?

10,000 Boomers turn 65 every day (and will

until 2030)

Boomers numbered about 76.4 Million in

2010

Start of the post-war “Baby Boom” in 1946

TV age started. Science education becomes a priority.

Vietnam War. Earth Day. Woodstock. Kent State.

“Yuppie”

13th/Generation X (1961 – 1980)

* As youth, often felt that adults were not in control of themselves or the country.

* More than half are immigrants or children of immigrants.

* Technologically savvy; independent* Skeptical of authority.

* Prefer feedback and informal recognition.

* Facilitator is looked at as subject-matter expert.

* Kinesthetic learners (e.g. note takers) who prefer books, presentations.

• WHO ARE THE PRIMARY GENERATIONS AT WORK?

“Grow up fast” was adult message; Latch-key kids

X’ers numbered about 49.6 Million in 2010

Elders referred to them as “lost” or “wasted”

(lower test scores; Rock lyrics, etc.)

Rosemary’s Baby.Long lines at gas

pumps.Berlin Wall & Gulf War. Gang killings & influx of

drugs.

Millennial/Generation Y (1981 – 2003)

* Protected as youth; parents taught self-confidence & self-esteem.

* Taught to value diversity.* Challenge the status quo at work, but do not

like to be labeled and respect authority. * Value free time as much as work.

* Technology-driven; prefer e-learning.

* Prefer collaboration, teamwork, multitasking, and fun.

* Need recognition and feedback.* Value relationships with supervisors.

• WHO ARE THE PRIMARY GENERATIONS AT WORK?

They have to compete for jobs (especially after Great Recession); 13%

move back home

Gen Y numbered about 80 Million in 2014

First generation that grew up digital – they are always connected

End of sexual revolution. Public school standards. Everyone gets a trophy.

Media supportive to parents and kids.

Columbine & 9/11

ü See themselves as individuals;Make career paths customizable

ü They need recognition: feedback, awards, guidance, training and development programs; Establish recognition programs

ü They cannot live without technology;Emphasize technology and Social Media

Lindsey Pollak

LINDSEY POLLAK, MILLENNIAL WORKPLACE EXPERT 3 Things Every Employer Needs to Know About Millennials

Source: www.lindseypollak.com

Baby Boomers Gen X’ers Millennials

Age in 2014 54-71 34-53 14-33

Ethics and Values Involvement, quality, question authority

Informality, self-reliance, feedback

Teamwork, multitasking,fun

Learning Style Books, manuals,presentations

Interactive sessionswith Q & A

Filled with images and technology-driven

Training Method Lectures, workshops Experiential &self-learning

E-learning & collaboration through technology

TRAINING THE GENERATIONS(ADAPTED BY ORT)

1) Combine traditional training with technology-based learning such as webcasts and e-learning modules;

2) Make content no longer than 20 minutes; 3) Utilize deliverables to appeal to different learning styles; 4) Incorporate activities with music, games, and activities to hold the interest of

younger learners.

ORT’S TIPS FOR TRAINING

* Offer flexibility of work hours with a less

formal environment; offer alternatives from

the norm (e.g. remote access).

* Provide unique professional development

opportunities (e.g. NextGen conference).

* Design training elements with abundance of

multimedia and visuals to keep them engaged!

* Adapt work processes and expectations to

include Millennials. Recognize that this

generation likes to multitask.

* Provide problem solving task teams

composed of Millennials with other

generations (e.g. Committee work).

* Provide an atmosphere that welcomes

teamwork and collaboration. Take the time to

invest in creating genuine relationships with

employees.

* Millennials tend to prefer email or Social

Media; utilize Social Media to engage

employees and to build teamwork.

* Train all leaders, then employees on

Generations and how they can work together

most effectively.

* Provide mentors at work for Millennials and

allow them to mentor others.

* Embrace and incorporate diversity

throughout the organization.

* Leaders: Recognize and stop stereotypes and

judgments!

* Supervisors: Offer immediate feedback,

guidance, support, individual

attention, and recognition when appropriate.

HOW TO ATTRACT AND RETAIN MILLENNIALS

(Sources: Ferri-Reed, Strauss & Howe, & Thompson & Gregory)

Barriers to Incorporate Mentoring Programs

o Formal planning for successors in public bureaucracies is commonly not considered.

o Merit systems control recruitment, selection, and promotion of personnel.

o Public managers are prohibited by laws and civil service rules in the way of “grooming” subordinate employees.

o Recession.

u Workforce planning at the State of Minnesota incorporates succession planning.

u Mentoring is one strategy for knowledge transfer: “An organizationally-sponsored program that pairs an employee with a more experienced employee or manager.”

MENTORING: A TOOL FOR SUCCESSION

T. Zane Reeves: “Succession planning in government has gained popularity as a strategy for deliberate preparation of a successor to assume power when the time presents itself.”

Source:http://www.mn.gov/mmb/employee-relations/workforce-planning/knowledgetransfer/

A ROADMAP TO GUIDE TECHNICAL SUCCESSION PLANNING(ROTHWELL & PODUCH’S MODEL)

BIBLIOGRAPHYFerri-Reed, J. (2013). Quality, conflict, and communication across the generations. Journal For

Quality & Participation, 35(4), 12-14.

Hill, V. (2013, Winter). The next generation of government has begun. The Public Manager,

42(4), 51+.

Nordstrom, Rolf. Personal Communication. November 14, 2014.

McCafferty, D. (2008, May 26). By - bye boomers; VARs that establish a niche can say hello to

new it projects as the baby boomer retirement begins. Varbusiness, G6.

Ort, A. (2014). Embrace differences when training intergenerational groups. T+D, 68(4), 60-65

Patton, S. (2006). Beating the boomer brain drain blues. Cio, 19(7), 60-69

Pollack, L. (2014, June). 3 things every employer needs to know about Millennials.

Retrieved from http://www.lindseypollak.com/wp-content/uploads/2014/06/

Lindsey-Pollak-3-Things-Every-Employer-Needs-to-Know-About-Millennials.pdf

BIBLIOGRAPHY (CONTINUED)

Rothwell, W. J., & Poduch, S. (2004). Introducing technical (not managerial) succession

planning. Public Personnel Management, 33(4), 405-419.

Strauss, W. & Howe, N. (1991). Generations: The history of America’s future, 1584-2069. New

York, NY. Harper Perennial.

Strauss, W. & Howe, N. (2000). Millennials rising: The next great generation. New York, NY.

Vintage Books, an imprint of Random House, Inc.

Taylor, P. with the Pew Research Center (2014). The next America: Boomers, Millennials, and

the looming generational showdown. Old Saybrook, CT. Tantor Media, Inc.

Taylor, Steve. Personal communication. November 13, 2014.

Zemke, R., Raines, C., & Filipczak, B. (2013, 2nd Edition). Generations at work: Managing the

clash of Boomers, GenXers, and GenYers in the workplace. New York, NY. American

Management Association.