By: Zach Bernard

Managing multigenerational employees and employees with disabilities

For the first time in history, the workplace includes four often distinct generations, each with unique strengths, expectations, motivations, and work styles.

The prospect of managing workgroups consisting of such a wide potential age range presents several challenges, but it also can yield significant opportunities.

What is a multigenerational workforce?

I. A Generational Snapshot

II. Understanding the Generational Characteristics in the Workforce

III. Impact on the workforce

IV. Strategies for a multigenerational workforce

Outline

Silent Generation Silent Generation / Traditionalists (Born between 1920 - 1945).

Great Depression and World War II

Currently as of 2010 their ages range from 65 to 90.

Baby Boomers The United State Census Bureau considers this to be someone

born during the demographic birth boom between 1946 and 1964.

Dramatic Social change and The Vietnam War

Currently as of 2010 their ages range from 46 to 64.

A Generational Snapshot….

Generation XBorn between 1965–1979. This generation is the children

of both Traditionalists and Baby Boomers.

Fall of the Berlin Wall and Desert Storm

Currently as of 2010 their ages range from 31 to 45.

Generation YGen Y / Millennial’s (Born between 1980-1999).

September 11 and Barrack Obama

Currently as of 2010 their ages range from 11 to 30.

A Generational Snapshot….

Generations Personal Characteristics

Silent Generation •Respect authority

•Highly disciplined

Baby Boomers•Self improvement

•idealistic

Generation X •Practical

•Flexible

Generation Y•Tolerant of differences

•High expectations

Understanding the Generational Characteristics in the Workforce

Generations Work Ethics

Silent Generation •Work is an obligation

•Follow the rules

Baby Boomers•Workaholics

•Desire quality

Generation X •Eliminate unnecessary task

•Work is a challenge

Generation Y•Love to multitask

•Work is a, “means to an end”

Understanding the Generational Characteristics in the Workforce

Generations Work Qualities

Silent Generation•Work Hard

•Work as they are told

Baby Boomers•Competitive

•Politically correct

Generation X •Question power structures

•Multitask

Generation Y•Want to know why

•Desire responsibility

Understanding the Generational Characteristics in the Workforce

GenerationsView of change in the work

environment

Silent Generation •Something's wrong

Baby Boomers •Cautious

Generation X •Potentially favorable opportunity

Generation Y•Improvement and necessary

Understanding the Generational Characteristics in the Workforce

Silent Generation

Respect for the work experience

Job security

Baby Boomers

Feeling valued and needed

Work that is exciting

Generation X

Self governance

Job responsibility

Generation Y

Working with bright and creative peers

Challenging task

Understanding the Generational Characteristics in the Workforce

“How are they motivated?”

Percentage of Workers as of December 2009

Silent GenerationBaby BoomersGeneration XGeneration Y

24%

5.4%

41.6%

29%

Impact on the Workforce

Impact on the Workforce….“A Forecast for the Future”

2005

2010

2015

2020

0% 10%

20%

30%

40%

50%

60%

Generation YGeneration XBaby BoomersTradionalist

Bureau of Labor Statistics Employment Projections

“All employees no matter what generation want ……”

To be respected and receive equitable and fair treatment

Flexibility to balance work, family and personal needs and goals

Provided opportunities for education, training, feedback and advancement

Strategies for a Multigenerational Workforce

1.Seek to understand

each generational

segment.

2.Develop generationally

sensitive styles.

3.Developed improved

scheduling

4.Promote the resolution of generational

conflict.

5.Capitalize on

generational differences.

Strategies for a Multigenerational Workforce

The Five pathways to success

Silent Generatio

n

Flexible hours/Part-time

work

Medicare education for self

and spouse

Baby Boomers

Retirement benefits and retirement planning

Wellness and disease

management programs/incentiv

es

Strategies for a Multigenerational Workforce

Retention strategies

Generation X

Retirement and financial planning

Concierge services and

Career planning

Generation Y

Social functions and team building

exercises

Tuition reimbursement programs and

continuing education

Strategies for a Multigenerational Workforce

Retention strategies

I. What does the ADA consider a disability

II. What accommodations must employers make for a disabled employee

III. Myths and Facts employers need to know

IV. The Big three, “Reasons to hire disabled workers.”

V. Disability toolkit for managers

Managing Employees with Disabilities

Outline

The ADA has a three-part definition of "disability.“

Under the ADA, an individual with a disability is a person who:

I. Has a physical or mental impairment that substantially limits one or more major life activities;

II. Has a record of such an impairment; or

III. Is regarded as having such an impairment.

What Qualifies as a Disability?

A physical impairment is defined by the ADA as:

"Any physiological disorder or condition, cosmetic disfigurement, or anatomical loss affecting one or more of the following body systems: neurological, musculoskeletal, special sense organs, respiratory (including speech organs), cardiovascular, reproductive, digestive, genitourinary, hemic and lymphatic, skin, and endocrine."

What Qualifies as a Disability?

A mental impairment is defined by the ADA as:

"any mental or psychological disorder, such

as mental retardation, organic brain

syndrome, emotional or mental illness, and

specific learning disabilities."

What Qualifies as a Disability?

Reasonable accommodation may include:o Providing or modifying equipment or devices

o Making the workplace readily accessible to and usable by people with disabilities.

o Adjusting or modifying examinations, training materials, or policies.

o modified work schedules

o Providing readers and interpreters

What accommodations do employers have to make for disabled employees.

Myth: Hiring employees with

disabilities increases workers

compensation insurance rates.

Fact: Insurance rates are based solely on the relative hazards of the

operation and the organization's accident

experienced.

Myths and Facts

Myth: Providing accommodations for

people with disabilities is

expensive.

Fact: *56% of accommodations cost less

than $600*Employees report typical

cost only $320*Tax incentives

Myths and Facts

Job Accommodation Network (JAN), a service of the U.S. Department of Labor’s Office of Disability Employment Policy

Myth: The ADA forces employers

to hire unqualified individuals with

disabilities.

Fact: Unqualified candidates are not

protected under the ADA.

Myths and Facts

Myth: Under the ADA, an employer

cannot fire an employee who has

a disability.

Fact: Yes, employers can fire workers with disabilities

under three conditions.

Myths and Facts

The Big three, “Reasons to hire disabled workers.”

Innovation

Marketing

Return on investment

(Source: U.S. Department of Labor, Office of Disability Employment Policy.)

1. Understand the laws that protect disabled employees, under the ADA and EEOC.

2. Show support.

3. Be proactive in helping the disabled employees keep their benefits.

4. Provide accommodations.

5. Have a disaster preparedness plan for disabled employees.

Disability toolkit for managers

Disability toolkit for managers

~ Diversity: the art of thinking independently together. ~

-Steve Forbes

Conclusion