generations seminar
DESCRIPTION
Seminar presented at the FAA annual conference in 8/08 on working with multiple generations in the workplaceTRANSCRIPT
The Changing Face of Our Workforce
Four Generations Working Side by Side
Presented by:
Alexandra S. Jackiw, CPM®, CAPS
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Objectives
Define the four generations and their workplace characteristicsDefine each generational personalityRecognize generational differencesIdentify the common drivers and value systems of each generation and how those drivers affect motivation and behavior in the workplace
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Objectives
Describe how each generation defines success and understand how the differences affect communication and relationships in the workplaceDetermine how your approach may need to change coaching, managing and leading employees of different generationsAppreciate and gain respect for what is important to each generation
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Generations in the Workplace
Veterans (Matures): 1925 – 1942
30 Million
Boomers: 1943 – 1960
80 Million
Generation X: 1961 – 1981
45 Million
Millennials (Gen Y): 1982 – 1999
75 Million
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Boomers - 45%Gen Xers -
40%
Veterans -
5%Millenials -
10%
The Four Generations
in the Workplace
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Generations at Work
The events and conditions each of us experience during our formative years help define who we are and how we view the world.Other factors that have influenced generations and how they respond:
Parenting Technology Life Span
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Veterans: 1925-194230 Million People – 5% of Work
Force
1929 – Stock market crashes 1930 – Great Depression 1932 – FDR elected 1933 – The Dust Bowl 1934 – Social Security System 1937 – Hindenburg tragedy 1937 – Hitler invades Austria 1941 – Pearl Harbor 1944 – D-Day in Normandy 1945 – Victory in
Europe/Japan 1950 – Korean War
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Veterans: 1925-1942Core Values
Dedication/sacrifice Hard work Conformity Law and order Respect for authority Patience Delayed reward Duty before pleasure Adherence to rules Honor Loyalty
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Veterans: 1925-1942Generational Personality
Like consistency & uniformity Like things on a grand scale Are conformers Believe in logic, not magic Are disciplined Are past-oriented and history
absorbed Have always believed in law
and order Spending style is conservative Measure work ethic on
timeliness, productivity and not drawing attention to one’s self.
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Veterans: 1925-1942
MARKINGS: Conservative,somewhat “dressy” clothing – coats and ties or stockings;
neatlytrimmed hair; American cars; golfclubs; mixed drinks; 1/3 areveterans.SPENDING STYLE: Wealthiestgeneration; save and pay cash.WHAT THEY READ: Reader’sDigest, USA Today, Time, WSJTHEIR HUMOR: Better Half and The Lockhorns.
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Veterans on the Job
ASSETS: Stable Detail-
oriented Thorough Loyal Hard-working
LIABILITIES: Inept with
ambiguity & change
Reluctant to buck the system
Uncomfortable with conflict.
Reticent when they disagree.
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Veterans: 1925-1942
IN A NUTSHELL: They are the current 66
to 83 year olds. They are very hard
working, economically conscious and trusting of the government.
They were very optimistic about the future and hold a strong set of moral obligations.
10 Million are over the age of 80.
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Veterans: 1925-1942
IN A NUTSHELL: They are the most
affluent generation. They have a “WE”
first group orientation.
Delayed gratification – work hard, seek pleasure later.
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Veterans as Team Members
MANAGING - respect experience; earn trust show deference; listen attentively
ORIENTATION – take plenty of time OPPORTUNITIES – stress the long haul DEVELOPMENT – technology training MOTIVATING – personal touch;
acknowledge contributions, but not too much.
MENTORING – tact and respect
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Coaching and Managing Veterans
Allow the employee to set the “rules of engagement.”
Ask what has worked for them in the past and fit your approach to the experience.
Let them define quality and fit your approach to that definition.
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Coaching and Managing Veterans
Use testimonials from the nation’s institutions - government, business or people
Emphasize that you’ve seen a particular approach work in the past; don’t highlight uniqueness
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Boomers: 1943 – 196080 Million People – 45% of
Workforce
1954 – McCarthy hearings 1955 – Rosa Parks 1957 – Civil Rights Act 1960 – Birth control pills 1960 – JFK elected 1961 – Peace Corps 1962 – Cuban Missile
Crisis 1962 – John Glenn orbits
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Boomers: 1943 – 1960
1963 – MLK march on D.C. 1963 – JFK assassinated 1965 – US troops to
Vietnam 1966 – NOW founded 1968 – MLK & RFK killed 1969 – Lunar landing 1969 – Woodstock 1970 – Kent State
shootings
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Boomers: 1943 – 1960Core Values
Optimism Team orientation Personal gratification Health and wellness Personal growth Youth Work ethic = “worth”
ethic Involvement Status
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Boomers: 1943 – 1960Generational Personality
Believe in growth & expansion. Think of themselves as “stars of
the show.” Tend to be optimistic. Learned about teamwork in
school and at home. Pursued their own personal
gratification without compromise, often at a high price to themselves and others.
Searched their souls – repeatedly, obsessively, and recreationally.
Have always been cool. Concerned about gaining
control of time
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Boomers: 1943 – 1960
MARKINGS: Designer glasses,whatever’s trendy, BMWs,designer suits, designer
bodies,vintage wines, customizedproducts and services.SPENDING STYLE: Buy now,pay later – with plastic.WHAT THEY READ: Business Week, People.THEIR HUMOR: Doonesbury
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Boomers on the Job
ASSETS: Service-oriented Driven Willing to go the
“extra mile” Good at
relationships Want to please Good team
players
LIABILITIES: Not “budget-minded” Dislike conflict Reluctant to oppose
peers May put process ahead
of result Too sensitive to
feedback Judgmental of those who
see things differently Self-centered
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Boomers: 1943 - 1960
IN A NUTSHELL: They are the current 48
to 65 year olds. They have a strong set of
ideals and traditions, and are very family-oriented.
They are fearful of the future, politically conservative and active, and fairly socially liberal.
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Boomers: 1943 - 1960
IN A NUTSHELL: They are the most
influential generation. Workaholic mentality
defined by TIME spent on the job.
Unique orientation to TEAM. Cherish those that contribute in a way that benefits the TEAM.
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Boomers as Team Members
MANAGING – don’t suffer in silence; political animals;acknowledge time spent; recognize how busy they are;
be succinct – they’re running out of time.ORIENTATION – focus on challenges; optimistic language stressing positives;OPPORTUNITIES – personalized treatment; customized, specialized approach.DEVELOPMENT – “soft skills”; strategic planning;
budgetingMOTIVATING – public recognition; perks; plaques; “Howcan I help the team?”MENTORING – personal growth; “forever young”; talk about how it used to be.
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Coaching and Managing Boomers
Show how you can help them manage their time wisely
Assess their comfort level with technology in advance
Demonstrate how important a strong team is
Customize your style to their unique needs
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Coaching and Managing Boomers
Emphasize that working with you will be a good experience for them
Emphasize that their decision is a good one and a “victory” for them – they’re competitive and want to win
Follow up and check how they are doing on a regular basis
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Gen X-ers: 1961 – 198145 Million People – 40% of
Workforce
1970 – Women’s Lib 1972 – Munich Olympics 1973 - Watergate 1973 – Energy crisis begins 1976 – Tandy & Apple PCs 1979 – Three Mile Island 1979 – Corporate lay-offs 1979 – Iran hostage crisis
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Gen X-ers: 1961 – 1981 1980 – John Lennon killed 1980 – Reagan inaugurated 1986 – Challenger disaster 1987 – Stock market drops 1988 – Bomb in Lockerbie 1988 – Exxon Valdiz spill 1989 – Berlin Wall falls 1991 – Desert Storm 1992 – Rodney King/riots 1993 – OJ Simpson
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Gen X-ers: 1961 – 1981Core Values
Diversity Thinking globally Balance Techno-literacy Fun Informality Self-reliance Pragmatism “Carpe Diem”
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Gen X-ers: 1961 – 1981Generational Personality
Self-reliant. Seeking a sense of family. Want balance. Have non-traditional
orientation about time and space.
Like informality. Approach to authority is
casual. Are skeptical. Are attracted to the edge. Technologically savvy.
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Gen X-ers: 1961 – 1981Generational Personality
Reluctant to grow up and conform.
Taught that they would be the first generation that would not be as successful as their parents.
Taught to question authority.
Productivity matters more than time on the job.
Tough sell – can spot a phony a mile away.
“Prove it to me.”
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Gen X-ers: 1961 – 1981MARKINGS: Nose rings,navel rings, functional clothing, tattoos,
Japanesecars.SPENDING STYLE:Cautious, conservative.WHAT THEY READ: Spin,Wired, chat room dialogueTHEIR HUMOR: Dilbert
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Gen X-er's View of Work
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Gen X-ers on the Job
ASSETS: Adaptable Techno-
literate Independent Unintimidated
by authority Creative
LIABILITIES: Impatient Poor people
skills Inexperienced Cynical Want to control
the decision and the plan
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Gen X-ers: 1961 - 1981
IN A NUTSHELL: They are the current 27
to 47 year olds. They live in the present,
like to experiment, and are looking for immediate results.
They are selfish and depend a lot on their parents.
They question authority and feel like they carry the burden of the previous generations.
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Gen X-ers: 1961 - 1981
IN A NUTSHELL: They are cynical,
pessimistic and skeptical.
Most loyal population in the workplace – but to PEOPLE, not companies.
“Prove it to me” attitude.
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Gen X-ers as Team Members
MANAGING – make it fun; don’t micro-manage; answer the questions “What have you done lately? Why are you qualified?”; emphasize back-up plansORIENTATION – emphasize life balance; limit corporate politics; clearly explain expectations; answer “Why?”OPPORTUNITIES – stress broad range of diverse skillsDEVELOPMENT – on-the-job trainingMOTIVATING – leading edge technology; time is acurrency;MENTORING – virtual teamwork; time alone
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Coaching and Managing Gen X-ers
Put all the options on the table Be prepared to answer “WHY” Present yourself as an
information provider Use their peers for testimonials
whenever possible
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Coaching and Managing Gen X-ers
Appear to enjoy your work – “carpe diem”
Follow-up and meet your commitments. They’re eager to improve and expect you to follow through.
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Millenials (“Nexters”): 1982 – 1999
75 Million People – 10% in Workforce
September 11, 2001 Oklahoma City bombing Columbine massacre Threat of renegade
nuclear countries Respect for environment Immigration restricted ADD era National epidemics –
Ebola, AIDS, etc. Clinton/Lewinsky Virginia Tech
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Millenials: 1982 – 1999Core Values
Optimism Civic duty Confidence Achievement Sociability Morality Street smarts Diversity
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Millenials: 1982 – 1999Generational Personality
Coddled since birth – protected by parents
Over-scheduled Never known depression –
until recently. Never known a world without
PC’s, cell phones, remote controls
Torn between individuality and fitting in
Don’t want to be hurried and will take the time to search for an answer.
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Millenials: 1982 – 1999
MARKINGS: Polyester, pagers,texting, retro.SPENDING STYLE: Spend yourparents’ money as fast as you
can.WHAT THEY READ: Series: Goosebumps, Baby Sitters’ Club, Matt Christopher, American
Girls, Chat Room ConversationTHEIR HUMOR: Calvin and Hobbes
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Millenials on the Job
ASSETS: Collective
action Optimism Tenacity Heroic spirit Multi-tasking
capabilities Techno-savvy
LIABILITIES: Need for
supervision and structure
Inexperience, particularly with handling difficult people issues
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Millenials: 1982 - 1999
IN A NUTSHELL: Currently age 26 and
younger. Adulthood taking longer. Want instant gratification. Are very aware of the world
and very technologically literate.
Loyal and consider a company’s altruistic attitude and culture.
See personal fulfillment from their jobs, not necessarily financial security – yet.
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Millennials as Team Members
MANAGING – trust central authority; their world has immediacy;
help them itemize and prioritize; no nebulous time frames
ORIENTATION – teamwork ethic; devote plenty of time; “How
can I help you get where you want to go?”
OPPORTUNITIES – Resilient; tech-savvy
DEVELOPMENT – continued education; intimidated by difficult
customers; bursts of short and quick information; help them
achieve their goals
MOTIVATING – need more supervision/structure; recognize the
individual but understand their “herd” mentality;
MENTORING – appoint a strong leader
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Coaching and Managing Millenials
Offer customization – a plan specific to them
Offer peer-level examples Spend time providing
information and guidance Be impressed with their
decisions
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Generational Differences Veterans – 1925 to
1942 Uncomfortable with
ambiguity Slow to embrace
technology Stable, detail-
oriented, thorough, loyal, hard-working
Won’t speak up if they disagree
Baby Boomers – 1943 to 1960 Service-oriented Driven Good team players Not budget-minded More process than
results oriented Workaholics Work ethic =
“worth ethic”
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Generational Differences Generation X –
1961 to 1981 Adaptable Techno-literate Not intimidated by
authority “Just tell me if this
is going to be on the test”
Cynical and impatient
Poor people skills
Millennial – 1982 to 1999 Optimistic Tenacious Heroic spirit Multi-taskers Need supervision
and structure Huge conflict
between Gen X-ers and Gen Y-ers
Rattled by in-your-face conflict
Cross Generational Communication
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Generational InteractionVeterans and Boomers may have a tendency not to question or challenge authority or the status quo. This may cause confusion and resentment among the X-ers and Millennials who have been taught to speak up.
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Generational Interaction
X-ers and Millennials who have had different life experiences and communicate with people differently, may fail to actively listen to Boomers and Veterans, thereby missing valuable information and guidance.
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When Generations Fail to Communicate
May impact turnover rates
May impact tangible costs (i.e., recruitment, hiring, training, retention)
May impact intangible costs (i.e., morale)
May impact grievances and complaints
May impact perceptions of fairness and equity
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Generational Feedback
Feedback style and form can be impacted by generational differences.
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GENERATIONAL FEEDBACK
VETERANS – “No news is good news.”
BOOMERS – “Feedback once a year and lots of
documentation. X-ERS – “Sorry to interrupt
you, but how am I doing?” MILLENIALS – “Feedback
whenever I want it at the push of a button.”
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Feedback Style and Impact
Feedback styles that may appear informative and helpful to one generation might seem formal and “preachy” to another.Feedback that an X-er thinks is immediate and honest can seem hasty or even inappropriate to other generations.Some older generations have been told that there is a time and place for feedback. Younger generations haven’t necessarily been taught this “rule.”
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Generational Meaning of Feedback
Veterans seek no applause but appreciate a subtle acknowledgement that they have made a difference.Boomers are often giving feedback to others but seldom receiving, especially positive feedback.X-ers need positive feedback to let them know they’re on the right track.Millennials are used to being praised and may mistake silence for disapproval. They need to know what they’re doing right and what they’re doing wrong.
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Valuing DifferencesInformation flows in all directions in a company or on a property. The most successful managers find a way to let every generation be heard. They recognize that no one has all the answers. This appreciation of diversity allows each group to contribute and be a part of the growth and success of your company or property.
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On-the-Job StrengthsVETERAN BOOMER GEN X-ER MILLENIAL
Job Strength
Stable ServiceTeam player
AdaptableTechno-literate
Multi-taskTechno-savvy
Outlook Practical Optimistic Skeptical Hopeful
Work Ethic Dedicated Driven Balanced Determined
View of Authority
Respectful Love/Hate Unimpressed &Unintimidated
Polite
Leadership By Hierarchy By Consensus
By Competence
By Pulling Together
Relationships
Personal Sacrifice
Personal Gratification
Reluctant to Commit
Inclusive
Turnoffs Vulgarity Not Being PC Cliché/Hype Promiscuity
Diversity Segregated Integrated Diverse Blended
Feedback No news Formal By interruption
Perpetual
Work/Life Balance
Need Help Shifting
Workaholics Want Balance Now
Need Flexibility