Lex Chamber Presentation 3 4 2015

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Managing a Multi-Generational Workforce Presentation at Contact Center Consortium Network (C3N) Commerce Lexington March 4, 2015 1 1

Transcript of Lex Chamber Presentation 3 4 2015

Page 1: Lex Chamber Presentation 3 4 2015

Managing a Multi-Generational Workforce

Presentation at

Contact Center Consortium Network (C3N)

Commerce Lexington

March 4, 2015

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Paradigm

… a typical example or pattern of something; a model.

Not

Stereotypes

... a fixed, over generalized belief about a particular group or class of people.

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In today's world, the structure, content, and process of work have changed. Work is now:

more cognitively complex

more team-based and collaborative

more dependent on social skills

more dependent on technological competence

more time pressured

more mobile and less dependent on geography.

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Problem

For the first time in modern history, four generations of workers are working side by side—each bringing a wide range of cultural and generational idiosyncrasies with them to the workplace.

Source: 2009 The Ken Blanchard Companies.

Many organizations are not equipped to deal with the generational conflicts that may be arising, and most managers are struggling with how to work constructively with individuals in each generation.

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Four distinct generations

Silent Generation

(1928 –1945)

Baby Boomers (1946 –1964)

Generation X (1965 –

1980)

Millennials (After 1981)

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Impact

When generations fail to communicate or work together effectively, it impacts the organization’s bottom line.

Turnover rates and tangible costs such as recruitment, hiring, training and retention can be negatively impacted.

Morale may also suffer which can result in increased complaints, and perceptions of unfair treatment or

inequity.

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. . . only 13 percent of all employees are “highly engaged,”

and 26 percent are “actively disengaged.”

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Gallup’s 2014 research shows that:

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Deloitte Consulting:Ten Key Trends for 2015

1. Engagement, Retention, Culture, and Inclusion Have Become Front Burner Issues

Low engagement today is a significant business risk. In today’s transparent job market, employment brand and employee engagement have become synonymous. If people are unhappy at work, then they are likely telling others—making it harder to hire good people.

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Deloitte research also notes:

Eighty percent of organizations believe their employees are overwhelmed with information and activity at work (21 percent cite the issue as urgent), yet fewer than 8 percent have programs to deal with the issue.

More than 70 percent of Millennials expect their employers to focus on societal or mission-driven problems; 70 percent want to be creative at work; and more than two-thirds believe it is management’s job to provide them with accelerated development opportunities in order for them to stay.

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The employee-work contract has changed:

People are operating more like free agents than in the past.

In short, the balance of power has shifted from employer to employee, forcing business leaders to learn how to build an organization that engages employees as sensitive, passionate, creative contributors.

Source: Deloitte Touche Tohmatsu Limited.

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Significant Impacts on the Workplace

Work-style

Recognition and Reward

Authority /

Leadership

Work /

FamilyCommunication

Loyalty

Technology

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What has to be done?

Good leaders need to recognize the workplace characteristics and personal desires of each individual.

They need to use these traits effectively in order to drive company performance and achieve organizational goals.

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Josh Bersin: A new model for

employee engagement

1. Make work meaningful

2. Foster great management: High-performing managers

create simple goals, make sure they are clear and transparent, and revisit them regularly.

3. Establish a flexible, humane, inclusive workplace

4. Create ample opportunities for growth

5. Establish vision, purpose, and transparency in leadership

© 2015 - Deloitte Touche Tohmatsu Limited.

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Bond . . . James Bond

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http://www.007james.com/articles/who_played_james_bond_part_2.php

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1962-1967 Sean Connery

1995-2002 Pierce Brosnan

1973-1985 Roger Moore

2006-2012 Daniel Craig

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Generations Ketter & Taylor (2009)

Life Cycle Effect: The biological impact of aging and the changing roles that people play as they grow older

Cohort Effect: Unique historical circumstances that impact cohort as adolescence and young adulthood that imprint itself, producing differences that persist even as the cohort ages.

Period Effect: The major events that are likely to have a simultaneous impact all age groups, but have the greatest impact among the young because values and habits are less fixed than those of other age groups.

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The Generation Gap

“The term Generation Gap was used mostly to describe conflicts

between parents and children. Today, the “Gap” has more of a

presence in the workplace, where employees from different

generations are finding it difficult to work side by side because their

experiences, goals and expectations are different”.

Kogan, M. (2001)

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Have conducted Five Surveys

Spring 2009: 15 companies in Central KY – 1,000 mix audience

Spring 2011: 100 Graduate and undergraduate students at Midway College

Fall 2012: 200 Utility Company in Central, KY

Fall 2013: 50 Surgery Nurses in Lexington, KY

Winter 2013: 800 Restaurant workers in KY, TN & GA

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Key Findings

Consistent pattern of generational differences in relations in the workplace

However, there is also overlap between the generations in terms of support for basic issues like job security, career advancement, and a secure retirement

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According to research:

All generations have similar values. The most striking result of the research is how similar they are.

Family is listed as the top priority for all of the generations.

Leaders must be trustworthy.

No one really likes change.

Everyone likes feedback.

Source: 2009 The Ken Blanchard Companies.

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The same values, but different

Everyone wants respect. All workers want respect, but the generations don’t define it in the same way.

Source: 2009 The Ken Blanchard Companies.

In the study, older individuals talked about respect in terms of “giving my opinions the weight I believe they deserve,”

While younger respondents characterized respect as “listen to me; pay attention to what I have to say.”

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Baby Boomers Traits

More work focused then family focused

Loyal to the current organization & important that organization is loyal to them

Like to communicate in person

Company funded retirement is important

Comprehensive health insurance is important

Key: Hard work and are team players

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Gen X Traits

Enjoy attending company events

Competition among co-workers is a strong motivator

Prefer group projects to individual projects

Believe teams are more effective that individuals

Having a strong voice in decision-making

Key: Life balance and respect for individuality

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Millenials Traits

Close supervision improve my performance

Job security is my top priority

Special recognition is a strong motivator

Teams are more effective then individual efforts

Tangible awards (trophies, plaques, and parking spaces) strong motivators

Key: Making a difference in the world and respecting diversity

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According to Morris Massey. . .

A high percentage of learned behavior and attitude patterns in adults are directly correlated to their formative years.

Birth to 7 years: Imprint by observation or patterning. What a child experiences is accepted, internalized, and considered to be right and normal.

8–13 years: Modeling by heroes or identification.

14–20 years: Socialization by peers or significant other.

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According to Morris Massey. . .

21+ years: A significant emotional experience (S.E.E.) may change or replace values. Without that, values are now set.

An S.E.E. is something that emotionally affects an individual’s perception or understanding of reality and causes them to reexamine the basic value or belief.

If powerful enough, the experience will cause the person to exchange one value for another.

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Baby Boomers Values

Defining and guiding values:

* Idealism * Image * Optimism * Team orientation * Personal growth * Personal gratification * Group together by similarity of belief * Self-expressive * Media savvy * Excellence * Big talkers * Youth * Work * Involvement * Health / wellness * Nostalgia

http://www.tomorrowtoday.uk.com/articles/article001_intro_gens.htm

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Gen X Values

Defining and guiding values:

* Change * Choice * Global awareness * Techno-literacy * Individualism * Lifelong learning * Immediate gratification * Diversity * Survivors * Informality * Whiners * Thrill seekers * "Experiencers" * Pragmatism * Not scared of failure * Self-reliance

http://www.tomorrowtoday.uk.com/articles/article001_intro_gens.htm

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Millennials’ Values

Defining and guiding values:

* Optimism * Confidence * High self-esteem * Media & entertainment overloaded * Street smart * Diversity * Conservative * Networkers * Civic duty * Ethical consumption * Achievement * Morality * Naivete * Change * Techno-savvy * Global citizens, with a multi-everything view

http://www.tomorrowtoday.uk.com/articles/article001_intro_gens.htm

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Those kinds of big and small differences in generational experiences accumulate to produce qualitative differences in attitudes, values, and behavior.

Knowing the general characteristics of a group enhances chances for effective and efficient interaction with group members.

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Recommendations to Gen X and Baby Boomers

Start listening and stop assuming

Be present on college and high school campuses. Don’t wait until millennials show up for an interview

Start viewing millennials as strategic business investments

Scrap “do as I say, not as I do”

Learn to tap into millennials potential

Hain, R. (2013, July 30)

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Recommendations to Millennials

Having perspective is important

Be patient

Look at relationships and communication differently

Convey respect while pursuing your goals

Pursue mentors and advocates

Hain, R. (2013, July 30)

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Focus on Three Areas in a Multigenerational Workplace

Motivation

Technology

Knowledge Management

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Motivation

BABY BOOMERS GENERATION X GENERATION Y

WORK ETHIC & VALUES Workaholics

Working efficiently

Crusading causes

Personal fulfillment

Desire for quality

Questioning Authority

Eliminate the task

Self-reliance

Want structure and

direction

Skeptical

Asking what is next

Multitasking

Tenacity

Entrepreneurial

Tolerant

Goal oriented

LEADERSHIP STYLE Consensual

Collegial

Believe everyone is the

same

Challenging others

Asking why

Will be better

determined as this

generation gets older

INTERACTIVE STYLE Team player

Loves to have meetings

Entrepreneurial Participative

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Motivation

BABY BOOMERS GENERATION X GENERATION Y

WORK AND FAMILY

LIFE

No balance

Work to live

Balance Balance

FEEDBACK AND

REWARDS

Don’t appreciate

feedback

Money

Title recognition

“Sorry to

interrupt, but

how am I

doing?”

Believes

freedom is the

best reward

“Whenever I want it,

at the push of a

button.”

Meaning work

MESSAGES THAT

MOTIVATE

“You are valued.”

“You are

needed.”

“Do it your

way.”

“Forget the

rules.”

“You will work with

other bright, creative

people.”

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Technology

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Pew Research notes that today’s young are history’s first generation of digital natives.

The online world isn’t something they’ve had to adapt to — it’s all they’ve ever known, and it’s their indispensable platform for social interactions and information acquisition.

Take advantage of your millennial employee’s computer, cell phone, and electronic literacy

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Technology

So how can businesses take advantage of the tech-skills that younger workers bring?

One effective strategy is reciprocal mentoring. Reciprocal mentoring takes that concept a step further by creating a two-way conversation.

As the mentor teaches the newcomer valuable business information, the young person can help their older colleague master the techniques of new technology, including how to avoid the embarrassing “newbie” mistakes that inhibit a lot of inexperienced users from participating in online activities.

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Knowledge Transfer

Personal dynamics and communication between source and receiver can make or break the transfer of knowledge, especially between generations.

Identify where it is most vulnerable

Evaluate current processes and practices for transferring critical knowledge to determine how its culture, systems, and processes enable knowledge loss

Bridging the Gaps: How to Transfer Knowledge in Today's Multigenerational Workplace. (2008, July 1).

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Knowledge is a Strategic Business Issue

Define losing knowledge as a strategic business issue, and articulate changing workforce threats to the management team—don’t assume they get it

Northeast Utilities developed a five-year corporate development program and funding plan. One of its components is the business case for retaining critical knowledge: to ensure that operational performance does

not suffer as a result of known workforce transitions.

Bridging the Gaps: How to Transfer Knowledge in Today's Multigenerational Workplace. (2008, July 1).

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Knowledge Transfer Process Steps

Step 1:

Identifyand

evaluate the

knowledge.

Step 2: Validate

and document

the knowledge.

Step 3: Publish and share the

knowledge.

Step 4: Transfer

and apply the

knowledge.

Step 5: Learn and

capture the knowledge.

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Channels for Knowledge Transfer

Telling: meetings, teleconferences, mentoring

Showing: on-the-job training, mentoring

Background Prep: reports, guides, manuals

Decision-Making: persuasive documents, evidence (documents, statistics, cores, lab results, cuttings, gas analysis, etc.)

Sharing: e-mail, list-serves & feeds, texting

Training: workshops, classes, webinars, presentations

Bridging the Gaps: How to Transfer Knowledge in Today's Multigenerational Workplace. (2008, July 1).

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Knowledge Transfer

Focus on the receiver, not just the source. Younger employees should be involved in deciding how they want to receive knowledge.

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Essentials for Knowledge Transfer

Create awareness in older employees of the benefits they stand to gain, such as recognition.

Build the human element into the process. After all, you can’t force people with knowledge to share it, and you certainly can’t force people who need someone else’s knowledge to use it.

Reciprocity and recognition are the foundation for changing the way we transfer knowledge.

Emerging knowledge transfer methods such as reverse mentoring provide opportunities for behavior change in both the source and receiver.

Bridging the Gaps: How to Transfer Knowledge in Today's Multigenerational Workplace. (2008, July 1).43

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Leading a MultigenerationalWorkforce — 12 Best Practices

Dr. Susan Murphy, a senior consultant with Claire Raines Associates, a consulting firm specializing in generational differences, offers 12 best practices:

1) Study generational composition; use the information in many HR strategies.

2) Train people about the generations, using a variety of formats.

3) Match workforce to customer base.

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Leading a MultigenerationalWorkforce — 12 Best Practices

4. Include all generations on boards and councils.

5. Support continuing education (lifelong learning, tuition reimbursement, etc.).

6. Reward managers for retention.

7. Reward performance and productivity (without regard to age)

8. Offer horizontal movement (to gain experience and break down silos).

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Leading a MultigenerationalWorkforce — 12 Best Practices

9) Plan for succession (knowledge management transfer).

10) Offer mentoring programs (to transfer knowledge from senior to junior employees).

11) Offer flexible scheduling (part-time work, temporary positions, job sharing, telecommuting).

12) Offer a wide variety and choices of benefits(auto, life, and health insurance, 401(k) match, alumni group, etc.).

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