no slide title · course objectives recognize the multiple generations in today’s workplace;...
TRANSCRIPT
Chief Kimberly S. Lettner (Retired)
Who’s Who?
Course Objectives
Recognize the multiple generations in today’s workplace;
Understand the strengths, weaknesses and job-related needs of each generation;
To learn practical ideas on managing and leading the generations in the workplace.
Hesiod, 8th century BC
Meet them where they are,
not where they “should” be.
Workplace Impact An Example
Veterans and Boomers
may have a tendency not to
question or challenge
authority or the status quo.
This may cause confusion and resentment among the
Xers and Millenials who have been taught to speak up.
Meet them where they are,
not where they “should” be.
Workplace Impact An Example
Xers and Millenials who
have had different life
experiences and
communicate with people
differently, may fail to
actively listen to Boomers
and Traditionalists
thereby missing valuable
information and guidance.
How Do We Define
Generations?
Events
How Do We Define
Generations? (Continued)
Values
Imprinting
Modeling
Socialization
The Generational Divide (U.S. Populations)
Veterans Born 1925-1945
75 Million
Baby Boomers Born 1946-1964
80 Million
Generation X Born 1965-1980
46 Million
Generation Y/
Millenials
Born 1980-2000
76 Million
10%
48%
31%
11%
Veterans Boomers Xers Nexters
Virginia State Government
Age Demographics
May be some overlap due to DHRM age breakdown (5 year increments)
January 31, 2009
Virginia State Government
Age Comparison
AGE
Mean 46
Median 47
Lowest 18
Highest 89
January 31, 2009
Veteran Generation
1925-1945
Veteran
Generational
Events
People We Know of the
Veteran Generation
Dedication/Sacrifice/Honor
Respect for Authority/Conformity/Rules
Law and Order
Conservative $pending Style
Delayed Reward/Patience
WORDS
Loyal
Detail Oriented
Hard Working
Stable
Veteran Leadership Style
Hierarchical
Managing the Veteran
Keep in mind the workplace
they first joined.
Learn about their background,
experiences, work preferences,
and personal needs.
Respect their experience, but
don’t be intimidated by it.
Boomer Generational Events
People We Know of the
Boomer Generation
Growth and expansion
Stars of the show/cool
Optimistic
Teamwork
Work ethic = worth ethic • Workaholic and expect others to be
Pursue personal gratification --repeatedly, obsessively, & recreationally
WORDS
Optimistic
Driven
Team Player
Boomer Leadership Style
Consensus
Motivating the Boomer
Personal approach
Give lots of personal recognition
Get consensus by involving them
Reward their work ethic and long hours
Give them perks
Boomer Youtube
Treadmill
Self-centered
Not Naturally Budget Minded
Judgmental of Others Seeing Things Differently
May Put Process Ahead of Results
Xer Generational Events
People We Know of the Xer
Generation
Self reliant
Seeking balance/sense of family
• Work to Live
Non-traditional orientation about time
Informality
Approach to authority casual
Attracted to edge
Technologically savvy
Xer’s Leadership Style
Competence
WORDS
Skeptical
Independent
Adaptable
Techno-literate
Cynical
Impatient
Poor People Skills
Managing Gen X
They’re not afraid to ask questions, so make it easy for them...
Resources
Training materials brief and scanable
Personal inventory
Life/Work balance
“Take point” on agency politics
Managing Gen X Motivating
F.A.S.T.
Give control over their work
Provide technology
Motivation package
‣
Who’s Paying Attention to Them?
Every major marketing company on the
planet
Every branch of the military
College recruitment offices nationwide
The U.S. Department of Education
Hopefully, we are, too
Y Generational Events
• Child-focused World
• Adults Doting Upon Their Children
go army go army
People We Know of the
Y Generation
Optimistic
Civic duty
Confident and hopeful
Team-oriented
Morality
Diversity
Determined
Pulling Together
Y Leadership Style
WORDS
Realistic
Optimistic
Multi-taskers
Heroic spirited
Managing Nexters
Budget plenty of time for orienting.
Throw away preconceived notions about gender roles.
When working in teams, ensure strong team leader.
Logic, not lecture.
No scare tactics, BS radar.
Be open to their ideas.
Set and enforce clear expectations consistently.
Constant communication/feedback.
Establish mentoring programs.
Meet them where they are,
not where they “should” be.
Meet them where they are,
not where they “should” be.
It’s not what you say, but how you say it.
Understand the different generational motives.
Look beyond appearances.
Benefit from diverse opinions.
Choose mentors wisely.
Adapt your style to the realities of today’s workplace
Generational Work Performance
Expectations
Every employee should be held to the same standard.
No adaptation should be made that compromises the integrity of the job or diminishes the effectiveness of your agency to carry out its mission.
All employees should comply with policies and procedures set forth by their agency.
And if you supervise . . .
Accommodate employee differences
Learn about and get to know your employees; make
real efforts to accommodate personal needs.
Create workplace choices
Shape the workplace around the work being accomplished, the
agency’s needs, the community’s needs, and the employee’s needs.
Operate from a sophisticated management style
•Alter leadership styles
•Positional v. Personal power
•Team/individual assignments
•Trust
Respect competence and initiative
Assume the best of your people, young and old.
• Lateral movement, with broad
assignments.
• Offer lots of training
• Mentoring
• Computer
• Classroom
Nourish retention
Veterans Boomers Xers Nexters
Job Strength Stable Service/Team Adaptable/ Techno-literate
Multi-taskers/ Techno-Savvy
Outlook Practical Optimistic Skeptical Hopeful
Work Ethic Dedicated Driven Balanced Determined
View of Authority
Respectful Love/Hate Unimpressed Polite
View of Institutions
Deserve loyalty
Deserve to change
Are suspect Should be judged on own merit
Leadership by…
Hierarchy Consensus Competence Pulling together
Relationships Personal sacrifice
Personal gratification
Reluctant to commit
Inclusive
Turnoffs Vulgarity Political incorrectness
Cliché, hype Promiscuity
Diversity Ethnically Separated
Integration Began
Fully Integrated
No Majority Race
Feedback No news is good news
Once a year Interrupts and asks how they are doing
Wants feedback at the push of a button
Resource List
Generations at Work:Managing the Clash of Veterans, Boomers, Xers, and Nexters in Your Workplace,(2000)
Copyright Performance Research Associates, Inc. Claire Raines, Bob Filipczak.
When Generations Collide,(2002) Harpter Collins, Lynne Lancaster, David Stillman.
Managing Generation Y, 2001 HRD Press, Carolyn Martin, PhD, Burce Tulgan.
Managing the Generations in the Workplace, Lee Svete, Jenna Drenth.
Managing Generational Differences in the Workplace, Roy Saunderson.
Understanding the Cross Generational Workplace, USCG Auxiliary
Managing Millennials, Robert W. Wendover
Millennials, Nexters and Other Strangers, Robert W. Wendover
Effectively Managing a Multi-Generational Workforce in Corrections – Instructor’s Manual and Activity Guide,
(2004), Center for Innovative Public Policies, Inc., Susan McCampbell, Paula Rubin.