Post on 27-Mar-2015
transcript
Understanding a Multi-Generational Workforce
Willow JacobsonSchool of Government, UNC-CH
State Budget and Management’s Annual Conference October 15, 2008
Agenda
• Demographic and diversity changes in the workforce
• Managing an intergenerational workforce
• Changing expectations and values at work
The US Population Today
Generations in the US Workforce
NC State Agencies
Juvenile Justice
Governor’s Office
Secretary of State
Auditor
Treasurer
Public Instruction
Justice
Agriculture
Labor
Insurance
OSP
Administration
Transportation
Environment and Natural Resources
Wildlife Resources
Health and Human Services
Correction
Commerce
ESC
Revenue
Crime Control and Public Safety
Controller
ITS
Community College
Board of Elections
UNC Chapel Hill
NC State
Culture Resources
Important to Consider
• For every two experienced workers
leaving the workforce, one will enter
• Matures and Boomers embody the culture of most organizations today
• In 2006 everyday 7,918 Boomers turned 60
• One in six workers will be over 55 years in 2008
Exercise
Matures
Matures Formative Events
• The Great Depression
• Pearl Harbor
• WW II
• Hiroshima
• The New Deal
Matures Values
• Duty, honor, dedication, sacrifice• Conformity, unity – “We First”• Hard times then prosperity • Patience• Importance of a job well done • Law and order; respect for authority• Adherence to rules• Age = Seniority
Matures in the Workplace
• Are loyal to their employer and expect the same in return
• Believe promotions, raises, and recognition should come from job tenure
• Measure a work ethic on efficiency
On the Job
Assets– Stable and Thorough– Detailed oriented– Loyal and Hard working
Liabilities– Challenged by ambiguity and change– Reluctant to buck the system– Uncomfortable with conflict– Reticent when they disagree
Matures in the Market
• Faith in the nation’s institutions and the government
• Demand quality• Are loyal customers but aren’t afraid
to shop around• Follow the rules that have been
established• Believe standard options are just
fine
Messages that Motivate
• “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”
• Motivated by symbols
Baby Boomers
Baby Boomers Formative Events
• The Civil Rights movement
• Martin Luther King
• John F. Kennedy
• Vietnam War
• Woodstock
• The Cold War
• Roe vs. Wade
Baby Boomers Values
• Stability• “Workaholic” • Competitive• Balancing family and work• Desire for respect• Success is largely visible • Personal development • Optimistic
Baby Boomers in the Workforce
• Evaluate themselves and others based on their work ethic
• Work ethic measured in hours worked
• Teamwork is critical to success
• Relationship building is very important
• Expect loyalty
On the JobAssets
– Service oriented– Driven– Good at relationship– Team players
Liabilities– Not naturally “budget minded”– Uncomfortable with conflict– May put process ahead of
result– Overly sensitive to feedback
Baby Boomers in the Market
• Are interested in products and services that will allow them to regain control of their time
• Believe technology brings with it as many problems as it provides solutions
• Want products and services that have been customized for them, the individual
• Believe rules should be obeyed unless they are contrary to what they want; then they’re to be broken
• Want products and services that will indicate to their peers that they’re successful
Messages that motivate
“You’re important to our success”
“You’re valued here”
“Your contribution is unique and important”
“We need you”
“I approve of you”
Gen Xers
Gen Xers Formative Events
• Post-Watergate• Fall of the Berlin Wall• Challenger explosion• The Gulf War• The PC boom • Parental divorce rates• ‘Latchkey kids’• MTV• AIDS
Generation X Values
• Parent’s began raising them as “friends”• No common heroes• Work-Life balance• Independent • Cynical and pessimistic• Seek career opportunities• Thinking globally• Technoliterate• Informal
Gen X in the Workplace
• Eschew the hard-core, motivated, Boomer work ethic
• Want open communication regardless of position
• Respect production over tenure
• Value control of their time
• Look for a person to whom
they can invest loyalty
On the Job
Assets– Adaptable– Technoliterate– Independent– Un-intimidated by authority– Creative
Liabilities– Impatient– Poor people skills– Inexperienced– Cynical
Gen X in the Market
• Can spot a phony a mile away
• Rely on peer-to-peer referrals
• Want options; plans B, C, and D
• Embrace technology
• Want to be in control of the sale
Messages that motivate
• “Do it your way”
• “We’ve got the newest hardware and software”
• “There aren’t a lot of rules here”
• “We’re not very corporate”
Millennial
Millennial Formative Events
• Oklahoma City bombing
• 9/11 terrorist attack
• Columbine High School
• The Internet boom
• Child focus
• Technology
Millenials Value
• Optimistic and Confident• Individual key, yet group oriented• Difficulty focusing on “non stimulating” stuff• Often raised as “friends”• Search out authorities • Ambitious yet aimless• Civic duty • Diversity
Millenials in the Workplace
• Search for the individual who will help them achieve their goal
• Want open, constant communication and positive reinforcement from their boss
• Find working with someone of the Mature generation easy to do
• Search for a job that provides great, personal fulfillment
• Are searching for ways to shed the stress in their lives
On the Job
Assets– Collective action– Optimism– Tenacity– Heroic spirit– Multitasking capabilities– Technological savvy
Liabilities– Need for supervision and structure– Inexperience, particularly with
handling difficulty people issues
Millenials in the Market
• Want to be like their peers but with a unique twist
• Don’t want to be hurried
• Consider a company’s products if the company is known for their altruistic attitude
• Are loyal consumers
• Search for the unique items
Messages that Motivate
• “You’ll be working with other bright, creative people”
• “Your boss is in his (or her) sixties”
• “You and your coworkers can help turn this company around”
• “You can be a hero here”
Important Distinctions and Strategies
Respect for Authority
• Matures:
• Boomers:
• Gen X:
• Gen Y:
Seniority and tenure
Similar values Matures; they’ve earned it
Authority figures deserve skepticism & testing
Test but search
Time on the Job
• Matures:
• Boomers:
• Gen X:
• Gen Y:
Work ethic defined by the punch clock
Visibility was/is the key
“What does it matter when I work, as long as I get the job done”
“It is five o’clock – I have another life to get to.”
Work-Life Balance
• Matures: Interested in flexible hours
• Boomers: “Was/Is this workaholic lifestyle worth it?”
Are the rewards worth the cost?
• Gen X: Balance is very important. Willing to sacrifice it occasionally
• Gen Y: Lifestyle vs. promotion
Bottom Line Differences
• Matures and Boomers:
• Gen X and Y:
Time was something that could be invested with the hope for some sort of return in the future
Defined by their job and association membership
To them, there is no promise that invested time pays a dividend
They’ll have multiple CAREERS, so the job is probably a temporary thing
Workplace Strategies
Baby Boomer– Sabbatical options—longevity leave
– Increased vacation
– Retirement packages
– Fitness benefits
– Consulting options
Workplace Strategies
Generation X/Y
– Leadership development– Mentoring– Recognition/incentive – Vacation– ‘Cafeteria’ benefits plan– Cross training– Education
Workplace Strategies
All Generations– Alternative work
schedules– Telecommuting– Employee assistance– Floating holidays
Workplace Strategies
• When possible combine function-based work with project-based work
• Team vs. Independent?
• Consider communication strategies
• Avoid stereotyping
Thank You