What do Generations Y and Z’ers want from us and why does it matter?

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Why Specifically Focus on Generations?

• The workforce continues to change demographically and globally.

• For the first time, we have the largest number of all five generations (Traditionalists, Baby Boomers, Generation X, Generation Y and Millenials) in the workplace

• Leadership: Communication and motivation?• Customer service: Meeting expectations?

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One Note About Generalizations…

Importa

nt!

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Generations Born Age

Traditionalists 1930-1945 65-80

Baby Boomers 1946-1964 46-64

Gen Xers 1965-1976 34-45

Gen Yers 1977-1990 20-33

Gen Zers or Millenials

1991 & Later 19 & Younger

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Are these generations really different from their predecessors?

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The Emerging Workforce Has Different Values*Traditional(1928-1945)

•Conformity•Stability•Upward mobility•Security•Economic success

*CEO Magazine, 2005

Boomers(1945/6 -1964/5)

• Personal and social expression•Idealism•Health/Wellness•Youth

Gen X(1965/6 – 1976-80)

•Free agency and independence•Street smarts•Friendship•Cynicism

Gen Y(Born 1980 –

2000)•Hope about the future•Collaboration•Social Activism•Tolerance for diversity•Family centricity

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In Their Own Words:(taken from discussion with CBIZ Gen Y and Millenials)

• Challenge and opportunities to learn, grow and achieve success

• Timely and meaningful feedback: Tell me what I am doing well, where I am messing up and what I should be doing differently.

• Talk to me about my career, what can I expect and when?

• Let me know and see “the rest of the picture” – how what I am working on impacts everything else, why it is important, keep me

in the communications loop.

• I want to be proud of my company, I want to know it is a good and ethical place to work and I am a valued part of the team.

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• Why are Traditionalists also sometimes referred to as…

• Radio Babies?

• The Veterans?

• The Silent Generation?

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Traditionalists - Characteristics65-80 years old

• Appreciate tradition and conformity; patriotic• Stability and security “You get a job…you keep a job”• Make a lasting contribution• Value appreciation for input and experience• Value financial security; thrifty• Economic success

– $1.7 trillion in buying power– 50% of discretionary income -this is changing why?

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Traditionalists - Communication

Face to face

Telephone

Formal

Handwritten personal note

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Traditionalists - Wants

• Appreciation for their input and experience

• Support and approval from employers in making the shift to more balance, including the transition to retirement

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Baby Boomers - Characteristics

• 77 million strong!• “Work hard, pay your dues”

– First generation of “workaholics”; focused on outstanding careers

• Idealism• Grew up during times of societal change• Value personal and social expression• A sense of community and belonging• Health/wellness/youth is critical

46-65 years old

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Baby Boomers - Communication

Phone

Personal interaction

Meetings

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Baby Boomers - Want

• Respect and recognition• Ask me my ideas for how to make something better• To do the best job• Flexibility in time off in order to do the things enjoyed

outside of work• Help in achieving better balance due to single parenting,

growing kids, aging parents, demanding jobs, and retirement looming on the horizon.

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Gen Xers - Characteristics

• More likely to be children of divorce and/or be children of working parents – Independent; “Latch-key kids”

• Watched as parents were right-sized or down-sized and may have jaded view of loyalty to one company. – First generation of “Job-hoppers”

• Training is security – If not learning then won’t be prepared for the future.

• Thrive on responsibility, honesty, creative input• Grew up with technology, savvy with media and

information

34-45 years old

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Gen Xers - Communication

Most all efficient technologies

Email

Voice mail

Direct & Immediate

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Gen Xers - Want

• A portable career – build a repertoire of skills and experiences in order to ensure career security rather than job security

• Challenging and diverse job assignments• Face to face, immediate feedback; “Talk to me about my

career, what can I expect and when?”• Time and flexibility to take care of young children,

perhaps better than they saw their parents do• Balance – now, and not when I’m sixty-five

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Gen Y - Characteristics

• Respect accomplishments rather than authority• Goal oriented, problem solvers• Street smart and savvy• Born in the time of the “child” – praised constantly,

everyone is a winner• Great multi-taskers – been doing multiple activities their

whole life• Intent on making a difference in their communities

20-33 years old

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Gen Y - Communication

Email and voice mail

Instant messaging

Text messaging

Blogs

Tweets

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Gen Yers - Want

• To work, continue education, volunteer, etc. all at the same time.• Performance rewarded – just because you’ve been around a long

time isn’t necessarily good and shouldn’t be rewarded.• Quality work and a quality organization – a place where they can

make an immediate impact on the company. • Want to be heard, want to be challenged, want answers when they

ask “Why?”• Mentoring – “tell me how to do it the right way from the start”• Praise

– Lack of praise or silence is “bad”– How am I contributing to the mission, vision, values?– How does my work impact clients?

• Training – who would work for a company that didn’t provide it?

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Millenials - Characteristics

• Just beginning to enter the workforce• Technology driven• Views communication as an instant – anytime, anywhere• Like Gen Y, are great multi-taskers – been doing multiple

activities their whole life• Exposed to classrooms and teams rich in cultural,

religious and ethnic diversity• Learned conflict-negotiation skills in school

19 and younger

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Millenials - Communication

Text messaging

Face to Face

Large social networks

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Millenials – Want (Still figuring this out)

• To be challenged and to do work they are proud of• Goals, broken down into steps• To work, continue education, volunteer, etc. all at the

same time• Build parallel careers• Employers who are committed to and participate in

philanthropic causes

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QUIZ

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What motivates the Y, Z'ers to work?

• Pay and benefits compared to their peers?

• Pay/benefits in absolute amount – the higher the better?

• Pay alone, benefits don’t usually figure in?

• Quality of the work and quality of the organization?

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Quality of the work and quality of the organization!

• Motivating factors aren’t usually pay/benefits but rather job challenge, a supportive environment growth opportunities

• Attracting, motivating and retaining talent requires good EE peers, good organizational design and high quality boss/supervision

• Total pay and benefits has to be competitive

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Developmental Opportunities

The best mix of developmental opportunities to

help young staff build critical skills is:• 60% jobs/tasks; 30% Bosses, coaches, mentors;

10% self development and courses?• 50% jobs/tasks; 25% bosses, coaches, mentors,

25% self development and courses?• 25% jobs/tasks; 25% bosses, coaches, mentors;

50% self development and courses?

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60% jobs/tasks; 30% bosses; 10% self development!

• The most potent skill development tool is “assignmentology” – who goes on what jobs when and for what purpose

• Hi potential performers who go through a series of challenging client/job assignments are the ones who most often end up in leadership positions down the road

• Toughness and diversity of challenges are the key to future success for these generations

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What kinds of jobs matter most for long term development?

• Jobs requiring transitions and first time experiences?

• Multiple rotation assignments?

• Functional switches?

• Being promoted?

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Jobs requiring transitions and first time experiences:

• On the job development is the most important of all development activities especially putting people who are willing to learn and change into first time, new and tough situations.

• It is important not to rush to judgment when people take on new assignments. Sometimes they will fail, and their ability to learn from their failure rather than be punished for it is key to long term growth.

• Finding tough jobs for young staff is important for their learning and the probability that they will stay with you.

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Which of the following is most true about managers/supervisors in delivering negative feedback or criticism to staff?

• Most managers/supervisors find it hard but most do it?

• Most managers/supervisors find it hard and uncomfortable?

• Most find it uncomfortable but not hard?

• Most give adequate negative feedback easily?

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Most managers/supervisors find it hard and uncomfortable!• Most managers aren’t very adept at developing people

for the long term (this is the lowest rated competency in 360 ratings)

• Research shows that high potentials get less feedback. Why?

• There should never be feedback just for the sake of giving feedback. Why?

• Face to face feedback can be improved by focusing on agreed upon competencies and goals. This makes it easier to discuss and improve since staff generally believe that skills/competencies are developable and if developed will lead to higher performance.

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• A. Lack of up to date technical skills?

• B. Lack of intelligence?

• C. An overriding flaw or weakness that suddenly matters?

• D. Lack of experience in the area?

Why do previously successful people fail in new assignments?

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An overriding flaw or weakness that suddenly matters:

• People succeed for a variety of reason, but previously successful people fail for a few.

• Derailment can be prevented by early assessment and what else?

• Self knowledge is the best option – hi potentials can’t be good at everything, but their edge is in knowing themselves – developing where they can and neutralizing weaknesses.

• As a manager, how do you help?

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Of all those who attended early level training in 2009, how many said their boss or supervisor has talked to them about their career at CBIZ?

• More than 60%?

• More than half?

• More than 25% but less than half?

• Less than 25%?

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Less than 25%:

• What accounts for this?

• What are some of the likely impacts?

• How do we do it?

• Are their any tools to help?

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• As managers of Y,Z’ers, what are some things you can do to be a better manager?

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• Talk to them about their career

• Talk to them about the work they do

• Talk to them about your company

• Throw them in the lake - they can swim (but not under the bus)

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Potentials Challenges to Manage Y’ers and Zers!

• Want to work but work is not their life• May not subscribe to “company loyalty”• Not reluctant to question managers or organization• High performers require high maintenance• High expectations of themselves, boss and employer• May not respond to traditional command and control

style of management• May not be prepared for feedback that is not praise

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Management Techniques for All Generations

• Stop judging and start learning characteristics, values, preferences for communicating– Treat your associates as you do your clients– Think “skills”, not age– Avoid expecting less or more of someone because of their age.– Avoid making assumptions (for example, believing that a young person

prefers to work on a computer or an older person prefers not to)

• Engage in active listening– Tailor your approach– Ask open-ended questions; Use eye contact; Paraphrase understanding– Focus on job-related common ground; talk about mission, vision,

company objectives

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Techniques for All Generations, cont’d

• Be more flexible– Utilize experiences and expertise of everyone– Allow challenges of why something exists; Let go of defensiveness– Ask for input on updating processes, rules, etc.

• Share opportunities among your team members to “take the lead” – in meetings, projects, etc.

• Be specific and set clear expectations – When giving directions, provide them in writing and include the “why”.

Ask what obstacles can you anticipate and what resources do you need to accomplish this?

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Techniques for All Generations, cont’d

• Provide developmental opportunities– The best mix to help young staff build critical skills is 60%

jobs/tasks; 30% supervisor/mentors; 10% self-development/courses

– On the job development is the most important of all development activities

• Series of challenging and diverse assignments• Ability for learning from failure is key to long term growth

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Techniques for All Generations, cont’d

• Feedback – Always be specific and timely. – Use it as a teaching opportunity to reinforce specific behaviors

• “Great job on that report” vs. “The way you got that report done ahead of schedule means a lot to me and the customer – and the extra data analyses were really creative”

– Address performance issues as performance issues – not intergenerational differences.

– High performers typically rate themselves lower than others rate them– Low performers often fail to recognize their competence level possibly

because they don’t know what good performance looks like– Overrating is correlated with poor performance and termination, and

underrating is corrected with higher performance.

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Additional Notes About Feedback…

“ClashPoints”

Traditionalists: “No news is good news”

Baby Boomers: “Once a year, with lots of documentation”

Gen Xers: “Sorry to interrupt, but how am I doing?”

Gen Y and Millenials: “Feedback whenever I want it…at the push of a button”

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Next Steps:

• What will you do to get better at managing and motivating generations Y and Z?

• What are the obstacles?