HICAP ConferenceOctober 17, 2008
Recruiting Baby Boomers and Managing Volunteer Stress
Session Goal & Key Objectives
Goal: To present information on recruiting Boomers
Objectives: To understand emerging concepts about
boomers as volunteers To help your agency to “Boomerize” its
volunteer opportunities To identify strategies for change
Four Generations in Workplace
The 4 generations of today’s workplace cover nearly 70 birth years from 1922 to 1986.
4 Generations in the Workforce
Traditionalists - 1922-1945 75 million, 10% of workforce
Boomers - 1946-196480 million, 45% of workforce
Generation X - 1965-198045 million, 45% of workforce
Millennials – 1981-199976 million, now entering workforce
Generational Diversity in Workplace
Generation Gap
This is defined as occurring “when older and younger people do not understand each other because of their different experiences, opinions, habits and behavior”.
Generational Clashpoints
Traditionals – “chain of command” Boomers – “change of command” Gen Xers – “self-command” Millennials – “Don’t command – collaborate!”
Clashpoints & Career Goals
Traditionals – “Build a legacy” Boomers – “Build a strong career” Gen Xers – “Build a portable career” Millennials – “Build a parallel career”
Clashpoints on Feedback
Traditionals “No news is good news” Boomers “Feedback once a year with lots of
documentation!” Gen Xers “Sorry to interrupt, but how am I
doing?” Millennials “Feedback whenever I want it at
the push of a button”
Clashpoints around Rewards:
Traditionals “The satisfaction of a job well done.”
Boomers “Money, title, recognition, the corner office.”
Gen Xers “Freedom is the ultimate reward.” Millennials “Work that has meaning for me.”
Characteristics
Traditionals – Loyal Boomers – Optimistic Gen Xers – Balance/Skepticism Millennials - Realistic
Why all the fuss about Boomers?
Size of the cohort Their expected longevity Their different kind of retirement Their experience and skills Their interest in community involvement
Volunteer Staff Characteristics
Traditionalists Tradition, respect for
authority Conformity, blend in Organizational loyalty Adherence to rules/rigid Delayed gratification Refer to themselves as
senior citizens Retirement – vision=moving
to Florida Predefined phase of life
Boomers Respect and authority have
to be earned Less conformity,
individualism Willingness to whistle blow Choice and flexibility Forever young/health &
wellness Retirement vision=exploring
new civic engagement, lifelong learning and work opportunities
Organizational Readiness
Needs Assessment Physical Space Considerations Technical Needs Access to Organizational Resources Associated Costs Internal Culture Change Volunteer Orientation to Agency
Needs Assessment
Ask staff to think outside the box in terms of how they are currently using volunteers.
Analyze biggest program challenges and how professional/leadership volunteers can help build and expand program’s capacity.
Roles
Range of Incentives
Enrich Opportunities
Time
Structure
Two Types of Roles
Organizationally Defined Created by staff with no
input from volunteers Volunteers recruited to
fill existing roles
Volunteer-Defined Start with Volunteer’s
skills and interests Opportunity is created More effective ways to
utilize specialized skills
Teams
Types of Teams Service delivery Problem-solving Leadership
Value of Teams Increased job
satisfaction Increased retention Increased creativity Often self-directed
Intergenerational Team
Telecommuting
Volunteering from home or work through technology
Technology can be used to:– Complete tasks offsite– Enable direct client service– Manage distant volunteers
Incentives/Perks
Presentation on program results Token gifts Major gifts Expense reimbursement Cash-equivalent benefits Lifelong Learning Opportunities Leadership Development
Boomer Assignments
Evaluation volunteer Interviewer Marketing specialist Researcher Strategic Planning volunteer Event planning
Boomers Want:
Flexible hours, team-based, virtual and short-term assignments
Assignments that are meaningful and show impact Participation in program meetings and “being treated
like staff” To be part of programs that are well run and
innovative Training and continuing education opportunities
Exercise
Develop Your Own Volunteer Role Based on using the “Developing a
Compelling 55+ Opportunity” handout, develop a boomer type role you can use at your own agency.
Recruitment Strategies
Professional associations Lifelong learning centers Corporations Naturally Occurring Retirement Communities Current Super volunteers
Stategies
Listen to the volunteer needs and desires Remember to ask for help Be open and flexible to new ideas and new
assignments Start small, progress in an incremental process Utilize self-managed or self-directed teams Build an evaluation tool that evaluates your program
and volunteer satisfaction
Messages to Motivate
Traditionals Your experience is respected here It’s valuable to the rest of us to hear what
has and hasn’t worked in the past. Your perseverance is valued and will be
rewarded.
Messages to Motivate
Boomers You’re important to our success You’re valued here Your contribution is unique and important We need you I approve of you You are worthy
Conflict Resolution
Handouts on conflict resolution for your toolkit.– Conflict Resolution outline– Win-win problem solving– How to deal with conflict
Personal De-stress Techniques
Pranayama – deep breathing Guided visualization Acupressure Chair yoga
Contact Information and Resources
Mary Lynn Perry – [email protected]
Free on-line training – www.templecil.org/CapturingExperience
When Generations Collide, by Lynne c. Lancaster and David Stillman
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