leadership strategies to retain, engage and motivate your ... · specifically gen y & gen z...
TRANSCRIPT
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Leadership StrategiestoRetain, Engage and Motivate your Multigenerational Workforce
Presenter
�Jeannette Austin
Executive Director
The Public Works Association of
British Columbia, Canada
Personality Preferences
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Outline�Define Generations
�Understanding Generations
�Specifically Gen Y & Gen Z
�Retain
�Engage
�Leadership
�Coaching
�Mentoring
�Motivate
�Improving Overall Performance
Generations Defined
What is a GenerationA group of people who share a given historical or socially structure life experience, the effects of which are relatively stable over the course of their lives.
�Great Depression – Veterans
�Civil Right Movement – Baby Boomers
�Proliferation of internet technology – Gen X
�Global Recession, 911...Gen Y
�Terrorism, recession, do not know life without technology - Gen Z
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�Every generation is a secret society and has incommunicable enthusiasms, tastes and interests which are a mystery to both its predecessors and to posterity.”
�John Jay Chapman
Dates
�Veterans/Traditionalist – Born 1922 -1945
�Baby Boomers – Born 1946 - 1964
�Generation X - Born 1965 - 1978
�Generation Y - Born 1979 – 1994
�Gen Z– 1995 - Present
Five Generations
�Traditionalist “Heads down, onward and upward” attitude; live out work ethic that was shaped during the dark days of the great depression
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Five Generations
�Baby Boomers are at a crossroads; balancing a need to succeed with desire to slow down and enjoy life.
Five Generations
�Gen Xers feel they have to prove themselves constantly; are chafing under the image of being overly ambitious, disrespectful and irreverent; organizations are places to learn new skills and build experience
Five Generations
�Millennials/Gen Y they are a unique mix of savvy and social conscience; digital natives; multi-taskers and want flexibility.
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Five Generations�Gen Z
Rebels WITH a cause
�Hyper-connected
�Innately reliant on technology
How to speak to Gen Z
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“For the first time in human history there are more people in Canada approaching the end of life than there are people at the beginning”
Dr. Roslyn Kunin
“Baby Boomers are starting to retire and within the next decade, for every two people who are retiring there will be less than one person to take their place.”
Dr. Linda Duxbury
In 2011, almost 1/5 of baby boomers (those born between 1946 and 1964) were at least 61 years of age and pushing ever-closer to retirement
Stats Canada
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Close to one million job openings will be created in BC between 2003 and 2015, with only 650,000 young people progressing through the province’s school system during the same period.
Roslyn Kunin Asso.c Inc. 2012 Winter Games Labour Demand Analysis
US statistics�STEM grads for every 2 grads only 1 hired
�Shortage of 5 million workers in 2020
�Business Week – the 600,000 unfilled manufacturing jobs is an inflated #
�Some States with a higher immigrant population will face a shortage of skilled workers
�College grads working in non-related jobs
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How Did we Get to Here?
90’s
Late 70’s Early 80’s
60’s
50’s become the 60’s 60’s
early 70’s
World War II Ends
Understanding Gen Y
Y or WHY?
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Who is Gen Y?� The first generation to grow up with the Internet – pervasive,
always-on, mobile communication ...always on Facebook
Academica Group, 2007 UAS?CAS Web Trends Study
Gen Y
�Influenced by
�Violence and terrorism
�Child-focused society
�Technology (internet)
�Rise of the non-traditional family
Not All Bad�Gen Y are important sources of intellectual capital for employers, technologically-driven and knowledge-based. They are well educated and possess skills that are in demand (ietechnological know-how, ability to multi-task, problem solvers).
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Gen Z
Retain
�“Work Tirelessly to make jobs meaningful, tailoring them to the individual’s gifts and strengths; build synergistic, energetic teams; and articulate (and live) a mission that people can believe in” Meghan Biro
www.forbes.com/sites/mehanbiro/2013/06/15/smart-leaders-engage-tomororrow’s-workforce.com
Worker Satisfaction
�Studies suggest that worker satisfaction expressed as the sum of “wants” and “gets” has a significant impact over an organizations’ ability to recruit and retain employees
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Gen Y
�They are the first generation to demand that their needs be met, and they are quite prepared to go elsewhere if they are not!
�One author says they are Challenging & High-Maintenance–Generation Y has grown up in a culture of praise, where every effort is rewarded. Now grown up, many older Gen Y'ersexpect the same treatment from college professors, managers and bosses.
(© 2007 PSCU Financial Services)
Top 10 things Gen Y Wants(Matt Elliot yworking.com)
1. To work less
2. To do more
3. Question our process
4. For us to be environmentally conscious
5. Promotion and more money
6. See the world
7. Simplicity
8. Have fun
9. To Leave
10. To come Back
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What is Gen Y looking for?
�Balance
�Work = Fun
�Personal Development
�Involvement in decision-making
�Flexibility
Y They Matter: Recruitment and Retention of Generation Y; Jonathan Kishen Gamu. Public Sector Digest, Winter 2008
Engage
I don’t have time
for thisI’m no good at that touchy –feely stuff
We just need people to do their jobs!
Motive yourself already
You should be grateful you have a job!
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Leadership and Engagement
�New Quest Coaching & Consulting conducted a survey of thousands of employees….
“What matters most to you in your relationship with the leader you report to?”
Top 3
1. Is respectful
2. Treats People fairly
3. Is open and honest
�Leaders have a tremendous impact on employee engagement which directly impacts your bottom line
�People don’t leave organizations they leave their boss!
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Engaged Staff
�Truly engage employees are attracted to, and inspired by, their work (I want to do this), committed (I am dedicate to the success of what I am doing), and fascinated (I love what I am doing)
� http://en.wikipedia.org/wiki/Employee_engagement
Engaged Employees are…�Clear about their role
�Have high energy and enthusiasm
�Access their talents every day
�Innovate
�Challenge status quo to achieve goals
�Commit to organizations
�Demonstrate consistent high performance
Soft Skill Development
�Difficulty navigating the nuances of corporate culture
�Alienate co-workers
�Insult customers
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Coaching
�Coaching is also an excellent option for creating engaged employees
Why develop coaching skills?�To improve the performance and productivity of your staff
�To help your staff adapt to change
�To better lead the multigenerational team
�To promote better interpersonal skills, personal growth and…
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�Coaching is the best way to engage your staff.
Coaching – Effective Coaches�Employ a non-directive approach
�Ask great questions
�Explore fully the situation, options and ways forward
�Build awareness, responsibility and self-belief
�Create partnerships for goal achievement
�Focus on results
Coaching is NOT
�Advice
�Counselling or therapy
�Training
�Managing
�Mandating
�Discipline
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How will you know you are successful?
�When your staff are successful and attaining a higher level of performance!
Five Simple Steps
1. Recognize the opportunity
2. Ask permission to coach
3. Ask key open-ended questions
4. Work with them to see some possible solutions
5. Create an action plan
The Benefits of ?’s�Leads to discovery and possibilities
�Clarifies, confirms and deepens understanding
�Helps the individual establish focus and plan a course of action\Creates intrinsic motivation instead of extrinsic motivation
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Three Steps of Listening
1. Interpreting
2. Assessing
3. Responding
Non- Verbal
Apply the Breaks�The next time you’re about to interrupt a speaker, don’t. Take a break.
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Constructive Feedback
�How to criticize and not be hated for it (from Dale Carnegie’s How to Win Friends & Influence People)
1. Begin with praise and honest appreciation
2. Call attention to people’s mistakes indirectly (don’t use the word BUT)
3. Talk about your own mistakes before criticizing the other person
4. Ask questions instead of giving direct orders
5. Let the other person save face
Mentoring
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Motivate
What motivates you?
New Quest research says…� People of all generations appreciate
� A sense of purpose to their work
� Fair compensation
� Recognition, acknowledgement and rewards (not necessarily $)
� Career development or learning opportunities
� Great leadership and communication
� Work/life balance
� Healthy relationships
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Gen Z
�They need information NOW – and have had the tools to get it their whole lives.
�They are already offering suggestions, solving problems, and proving their savvy, demonstrating how prepared they are for stressful and uncertain times.
Millenials
�Explain the Organizations Vision�Prioritize Community Service�Develop in-Between Steps and Titles�Give Encouragement and Regular Feedback�Offer More Flexibility�Provide Education and Professional Development – prefer webinars/online�Give them Time for Personal Projects
Gen X
�Technology is woven into their lives. Let them use it
�Value freedom and responsibility
�Ambitious and eager to learn new skills but want to accomplish things on their own terms.
�Don’t micro manage them
�Work to live – but work hard/play hard attitude prevalent
�Like fun and humour in the workplace
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Baby Boomers�Motivated by position, perks and prestige
�Achievement orientated, welcome challenging projects
�Competitive
�Prefer “Face Time” with the boss
Traditionalists
�Willing to put in long hours to earn their way
�Respect authority and don’t ruffle feathers
�Retiring from the Company they have worked for their entire lives with fan fare
Improving Performance
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In relationship to Generations�The Boomers see the youngest generation as lazy,
having no work ethic, and have a sense of entitlement
�Generation X thinks the youngest generation are spoiled brats
�Generation X wants the Boomer to quit so they can progress in their career
�Gen Y feels that no one respects or listens to them. They want a mentor and an opportunity to learn, not being told what to do & they think the Boomers are lazy….no longer working just collecting a paycheck
Employer of Choice
�Want to be known as a great boss or as a great place to work
�Cost of “bad boss or employer brand”
�Social media record and foot print
�Use your Boomers to mentor and coach
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Hire as many Xers as you can� And quickly……
�“Managing multigenerational workforces is an art in itself. Young workers want to make a quick impact, the middle generation needs to believe in the mission, and older employees don’t like ambivalence.”
www.rethinkingyourwork.com
Leadership Tips for Multigenerational Workforces
�Communicate uniquely with each generation
�Support the values of each generation.
�Be the bridge between the different generations.
�Accommodate employee differences
�Each generation has a unique outlook on life that directly impacts their commitment to work.
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�Create workplace choices
�Respect the dedication of the Veterans; the drive of the Boomers; the competence of the Xers; and the determined approach of the Gen Y.
�Provide different assignments that challenge each approach.
�Find way for technology to provide value to all workers – unified, electronic and mobile
�Make use of social media
�Gen Y works well in groups, preferring teams over individual endeavors
�Gen Y wants a relationship with their boss – tough for the independence and hands-off style of Gen
�Be flexible in your leadership style
�Acknowledge that Veterans expect you to be the authority while the Xersresent it. The Boomers want it and the Gen Y’s are polite about it. Be aware of your employees’ styles.
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�Respect competence and initiative
�Nourish Retention
�Your primary objective as a leader is to build an organization that supports the employees and the Mission, Values and Goals of the organization.!
�Offer career development workshops or access to them – related to the needs of the generation
�Give prompt and useful feedback
�Encourage formal or informal mentoring
�Communicate often in as many different ways as possible
�Whether born in 1950 or 1995,
when people are happy at
work, they are more productive
and engaged about the well
being of the organization.
