Managing Generations ih klin the Workplace
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Managing Generations i h kl in the Workplace Judith A. Sullivan, MS, MT(ASCP)SBB Manager, Accreditation Programs AABB www.aabb.org
Transcript of Managing Generations ih klin the Workplace
Managing Generations i h k lin the Workplace
Judith A. Sullivan, MS, MT(ASCP)SBBManager, Accreditation ProgramsgAABB
www.aabb.org
Disclaimer
This presentation contains broad generalizations that are guaranteed to generalizations that are guaranteed to annoy everyone in this room at least
once in the next 60 minutes.
Please don’t shoot the Please don’t shoot the Please don t shoot the Please don t shoot the messenger!messenger!
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AgendaDefining the GenerationsThe Clash of Generations in the The Clash of Generations in the WorkplaceManaging and Working with Managing and Working with Different Generations
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Four GenerationsTraditionalists (1922-1945)Baby Boomers Baby Boomers (1946-1963)Generation X Generation X (1964-1980)Millennials (1980-2000)
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Four GenerationsThe events and conditions each of us experience during our formative years help define who we are and how we view the world.
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TraditionalistsFormative Events
The Great DepressionpThe New DealSocial Security establishedyPearl HarborWW IIWW IIKorean War
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TraditionalistsHeroes
SupermanFDR
MemorabiliaMickey MouseGolden Era of FDR
EisenhowerWinston Churchill
Golden Era of RadioWheaties
Babe Ruth TarzanJukeboxesThe Lone RangerThe Lone Ranger
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TraditionalistsC lCore Values
Dedication and sacrificeHard workHard workConformityLaw and orderRespect for authorityRespect for authorityFiscal responsibilityDelayed rewardsHonor
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Traditionalists
What Most Shaped Your Belief System?P t ’ iParents’ viewsCommunity valuesViews of respected political leadersViews of respected political leaders
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Traditionalists in the Workplace
l h i l d hLoyal to their employer and expect the same in return Superb interpersonal skillsSuperb interpersonal skillsDetail oriented Believe promotions, raises, and
h ld f brecognition should come from job tenureWork ethic measured on timeliness, productivity and not drawing attentionproductivity, and not drawing attention
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Traditionalists in the Workplace
Uncomfortable with ambiguity and changeReluctant to challenge the systemUncomfortable with conflictUncomfortable with conflictHesitant to express disagreement
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Baby BoomersFormative Events
The advent of televisionCivil Rights MovementgJFK, Robert Kennedy, MLK Jr assassinations Cold War Vietnam WarWoodstockFirst lunar landingKent StateKent StateRoe vs Wade
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Baby BoomersHeroes
GandhiMartin Luther King
Memorabilia“The Ed Sullivan Show”Martin Luther King
JFKJohn Glenn
ShowFallout sheltersSlinkies
The Beatles TV dinners“Laugh-In”Peace signPeace sign
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Baby BoomersCore Values
Personal growth and gratificationOptimismOptimismTeam orientationInvolvementHealth and wellnessPolitical correctnessW k k kWork, work, work
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Baby Boomers
What Most Shaped Your Belief System? Vi f th i di t f ilViews of the immediate familyFriends’ values and viewsPolitical eventsPolitical events
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Baby Boomers in the Workplace
Believe in, champion, and evaluate themselves and others based on their work ethicWork ethic for Boomers is measured in hours Work ethic for Boomers is measured in hours workedDriven: Willing to go “the extra mile”Teamwork is critical to successTeamwork is critical to successRelationship building is very important Expect loyalty from those they work withp y y yService-oriented
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Baby Boomers in the Workplace
Politically savvyNot naturally “budget minded”Not naturally budget mindedUncomfortable with conflictSensitive to feedbackSensitive to feedbackSelf-centeredJudgmental
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Gen XersFormative Events
WatergateThree Mile IslandReagan presidencyExxon ValdezFall of the Berlin WallChallenger explosionGulf WarAIDSAIDSRise of the PC“Downsizing” and “rightsizing”
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Gen XersHeroes Memorabilia
“The Brady Bunch”Pet RocksPet Rocks“The Simpsons”“Dynasty”y y“ET”Cabbage Patch dollsdolls
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Gen XersCore Values
BalanceTechno literacyTechno-literacyFunInformalityySelf-reliancePragmatismDi itDiversity
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Gen Xers
What Most Shaped Your Belief System? W ld t TVWorld events as seen on TVFriends’ values and viewsA handful of respected coworkersA handful of respected coworkers
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Gen Xers in the Workplace
hi k l b llThink globallyReject the hard-core, “do or die” Boomer work ethic Unintimidated by authority Respect production over tenureValue control of their time Value control of their time Look for a person to whom they can invest loyalty, not a companyAdaptableAdaptableCreative
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Gen Xers in the Workplace
IndependentImpatientImpatientLess-than-stellar people skillsCynicalCynical
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MillennialsFormative Events
Oklahoma City bombingColumbine9/11Virginia Tech shootingsInternet boom“Child f d” ld“Child-focused” world
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MillennialsHeroes
Michael JordanMemorabilia
BarneyPrincess DianaMother TeresaBill Gates
Beanie BabiesAmerican Girl dollsOprah and RosieBill Gates
Mia HammTiger Woods
Oprah and RosieThe X Games
Tiger Woods
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MillennialsCore Values
OptimismCivic dutyCivic dutyConfidenceAchievementStreet smartsMoralityDi itDiversitySocial consciousness
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Millennials
What Most Shaped Your Belief System? C it l d lif t lCommunity values and lifestylesGrandparents’ viewsWorld events as seen on TVWorld events as seen on TV
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Millennials in the Workplace
S h f h i di id l h ill h l hSearch for the individual who will help them achieve their goalsWant open, constant communication and
iti i f t f th i b positive reinforcement from their boss Search for a job that provides great, personal fulfillment Want to make a differenceSearch for ways to shed the stress in their livesMultitask Take technology as a “given”
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Millennials in the Workplace
Need supervision and structureNeed to develop “people skills” Need to develop people skills Expect lots of positive reinforcementreinforcement
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Change in Philosophy
Live to Work
vs
Work to Live
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Change in Loyalty
Loyalty to Loyalty to Loyalty to Institution
Loyalty to Individual
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Impact on the Workplaceld lBuild a legacy
B ild t ll Build a stellar career
Build a portable career
Build parallel careers
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Job ChangingA stigma
A tb kA setback
A necessity
A daily routine
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Managementh f dChain of command
Ch f dChange of command
Self-command
Don’t command, collaborate!
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Trainingl d h h dI learned it the hard way, you can too!
T i ‘ t h d th Train ‘em too much and they will leave
The more they learn the more The more they learn, the more they stay
Continuous learning is a way Continuous learning is a way of life
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FeedbackN i d No news is good news
Feedback once a year with Feedback once a year, with lots of documentation
Sorry to interrupt, but how am y p ,I doing?
Feedback whenever I want it h h f bat the push of a button
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Rewardsh f f b llThe satisfaction of a job well done
M titl iti th Money, title, recognition, the corner office
Freedom is the ultimate Freedom is the ultimate reward
Work that has meaning for meWork that has meaning for me
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Work-Life BalanceS t i hifti th Support me in shifting the
balanceHelp me balance everyone else Help me balance everyone else
and find meaning myselfGive me balance NOW, not ,
when I am 65Work isn’t everything; I need
fl ibilit I b l ll flexibility so I can balance all my activities
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Generational Stereotypes from the Perspective
Th t lk b t thi th ht They talk about things they ought to keep private.
They are self-absorbed.
They don’t respect experience or follow procedures.
They don’t know what hard work is.
They have good manners.y gThey’re smart little critters, but
they need to toughen up.
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Generational Stereotypes from the Perspective
They are dictatorial rigid inhibited and They are dictatorial, rigid, inhibited and narrow.
They are technological dinosaurs.
They are slackers who are rude and lack social skills.
They are always doing things their wayThey are always doing things their way.
They’re cute.They need too much attentionThey need too much attention.Can they do my web page for me?
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Generational Stereotypes from the Perspective
Th ’ t t i th i They’re too set in their ways.Jeez, learn how to use your e-mail, man!
Th lf i ht liti l l l They are self-righteous, political, clueless workaholics.
They don’t walk the talk.
Neo Boomers: another generation of self-absorbed spoiled brats.
Wh d “Wh ’ lb ?”What do you mean, “What’s an album?”
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Generational Stereotypes from the Perspective
Th h d bThey are trustworthy and brave.They are good leaders.
They’re cool.They work too much.They work too much.
Cheer up, already!
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What Does This Mean in the Workplace?
The best workplace has a mix of generationsThe challenges
To recruitTo recruitTo retainTo leverage strengthsTo leverage strengths
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RecruitmentThe generations look for different thi i j bthings in a jobOne-size-fits-all recruitment won’t recruitment won’t work!
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Recruitment
Read the help-wanted ads
TechnologyTechnology
Network Technology
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Recruitment: Learn from The Army
“ l ”“Uncle Sam wants YOU!”
“Join the people who join the Join the people who join the army.”
“Be all that you can be.”
“The power of one ”The power of one.
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RetentionRespect their experienceInclude them in planningRecognize accomplishments – in writing
b lFocus on ability, not ageOngoing training and educationFlexibility in benefits
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RetentionCareer advancement
Job enhancementJ b t tiJob rotationShort-term assignments/projects
Respect ResponsibilityRespect = ResponsibilityFlexible work schedulesTraining and developmentTraining and development
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Retention What’s in it for me?Ethical workplace
Work environment“Family-like”FunInvolvement
Trust
Management
FunCareer DevelopmentManagement
MentorCoach
DevelopmentVarietyTechnology
Support Work-life balance
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RetentionValue their workDevelop their careerDevelop their careerGive them responsibilityTell them “why”Tell them whyTechnologyRecognition
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Advice on Trainingk l ll hTake it slow, especially with technology
Remember BIG FONTS
Think variety
Think “sound bites”
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As a ManagerO d O f llOne size does NOT fit allKnow whom you are talking toF lFocus on goalsMake everyone feel includedB k h b d f Break the bonds of tradition…carefully!
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As a ManagerlInvest in talent
Show employees the futureK i h h lKeep up with technologyRecognize and focus on generational strengthsgenerational strengthsUtilize “Cuspers”
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Advice to Baby BoomersWhen working with Gen Xers
Get to the pointpUse e-mailGive them spacepGet over the notion of “dues paying”Lighten upLighten upGive them opportunities for growth
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Advice to Baby BoomersWhen working FOR a Gen Xer
You are NOT his/her parentpActively listenExpect a laid-back stylep yWhat have you done lately?
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Advice to Gen XersWhen working with Baby Boomers
Show respectChoose face-to-face communicationsGive them your full attentionDon’t make assumptionsPlay the gameL th t hi tLearn the corporate history
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Working with TraditionalistsHonor the chain of commandOffer them job security
l hValue their experienceAppreciate their dedicationU th tUse them as mentorsDon’t forget them when it comes to trainingtraining
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Working with MillennialsChallenge themAsk their opinionAsk their opinionFind them a mentorMake sure they know their role and Make sure they know their role and how they contributeP id i l i f db kProvide timely sincere feedback
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RetirementdReward
R t lRetool
Renew
Recycle
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In ConclusionGenerations have different values…not wrong or right valuesWe can’t afford to ignore all the talents each generation brings to ta e ts eac ge e at o b gs tothe workplaceLearn to celebrate the differencesLearn to celebrate the differences
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ReferencesLancaster LC & Stillman D. When Generations Collide. 2002.Zemke R, Raines C & Filipczak. Generations at Work. 2000.Ge e at o s at o 000Gravett L, Throckmorton R. Bridging the Generation Gap 2007Bridging the Generation Gap. 2007
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