The Multigenerational Workplace: Interactions, Reactions

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The Multigenerational WorkplaceInteractions,
Reactions Implications

• Carol Hagans, Ph.D., HSPP
• Director
• Counseling Consultation Center - - Butler
  University
• chagans_at_butler.edu

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Generational Breakdown

• GI Silent Generation 1901-1942 Approximately
  10 of workforce
• Baby Boom 1943 1960
  Approximately 45 of workforce
• Generation X 1961 1980
  Approximately 45 of workforce
• Millennials 1980/82 2000/02 Now emerging
  into the workforce

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Life Goals of the Millennials Survey

• 81 Having a well-paying job.
• 77 Having a good relationship with parents.
• 57 Getting married.
• 38 Having children.
• 28 Owning a business.
• In primedia/roper (national youth survey)

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Shifting Our Perception

• The Golden Rule
• Do unto others as you would have them do unto
  you.
• (assumes similarities)

• Titanium Rule
• Do unto others, keeping their preferences in
  mind.
• (accepts diversity)
• Raines, 2003, pg. 34.

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Levels of Response to Generational Disconnects
(Raines, 2003, Pg. 37)

• Level 1 Acknowledge it and let it go.
• Level 2 Change your behavior.
• Level 3 Use a generational template to talk
  it over.

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6 Strategies to connect different generations at
work (Raines, 2003, pg. 50)

• Initiate conversations about generations.
• Ask people about their needs and preferences.
• Offer options.
• Personalize your style. (Use Titanium Rule.)
• Build on strengths.
• Pursue different perspectives.

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Generational Clashpoints(Lancaster Stillman,
2003, Pages 30-31.)

• Chain of command Veterans
• Change of command Boomers
• Self-command Xers
• Dont command collaborate! Millennials

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Clashpoints on Feedback(Lancaster Stillman,
2003, Pg. 255)

• No news is good news. Veterans
• Feedback once a year, with lots of
  documentation! Boomers
• Sorry to interrupt, but how am I doing? Gen
  Xers
• Feedback whenever I want it at the push of a
  button. Millennials

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Clashpoints Career Goals(Lancaster
Stillman, 2003, pg. 55)

• Veterans Build a legacy.
• Boomers Build a stellar career.
• Gen Xers Build a portable career.
• Millennials Build a parallel career.

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Clashpoints around Rewards(Lancaster
Stillman, 2003, pg. 77)

• Veterans The satisfaction of a job well done.
• Boomers Money, title, recognition, the corner
  office.
• Gen Xers Freedom is the ultimate reward.
• Millennials Work that has meaning for me.

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Clashpoints around Job Changing(Lancaster
Stillman, 2003, pg. 242)

• Veterans Job changing carries a stigma.
• Boomers Job changes puts you behind.
• Gen Xers Job changing is necessary.
• Millennials Job changing is part of my daily
  routine.

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12 Ideas to Manage Millennials(Raines, 2003, pg.
181)

• Arrange space to share ideas.
• Assign group projects evaluated for the group
  reaching the goal.
• Set up a reverse mentoring program.
• Establish a community volunteer program.
• Hold anniversary celebrations for entry-level
  employees.
• Develop a one-year plan (goals and expectations)
  for new hires.
• Issue certifications to employees who complete a
  set or series of goals.
• During the hiring process, find out personal
  goals and incorporate those into job.

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12 Ideas (Continued)(Raines, 2003, pg. 181)

• Encourage Millennials to speak up in meetings.
• Teach managers and supervisors paying your
  dues is no longer a valid precept.
• Extracurricular activities that are family
  gatherings invite parents.
• Encourage Millennials to set up internet chat
  rooms for projects.

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Messages to Motivate(Zempke, Raines, Filipczak,
2000, pgs 49, 77, 113, 145.)

• Veterans
• Your experience is respected here.
• Its valuable to the rest of us to hear what has
  and hasnt worked in the past.
• Your perserverence is valued and will be
  rewarded.

• Boomers
• Youre important to our success.
• Youre valued here.
• Your contribution is unique and important.
• We need you.
• I approve of you.
• Youre worthy.

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Messages to Motivate 2(Zempke, Raines,
Filipczak, 2000, pgs 49, 77, 113, 145.)

• Millennials
• Youll be working with other bright, creative
  people.
• Your boss is in her (or his) sixties.
• You and your coworkers can help turn this
  company around.
• You can be a hero here.

• Gen Xers
• Do it your way.
• Weve got the newest hardware and software.
• There arent a lot of rules here.
• Were not very corporate.

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The Way They See the World . . .(Zemke, Raines,
Filipczak. 2000. pg. 155)

• Veterans Boomers Xers Millennials
• Outlook Practical Optimistic Skeptical Hopeful
  
• Work Ethic Dedicated Driven Balanced Determined
  
• View of
• Authority Respectful Love/hate Unimpressed Polite
  
• Leadership
• By Hierarchy Consensus Competence Pulling
  together
• Relationships Personal Personal Reluctant
  to Inclusive
• sacrifice gratification commit
• Turnoffs Vulgarity Political Cliché,
  hype Promiscuity
• incorrectness

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ACORN Imperatives(Zempke, Raines, Filipczak.
2000. pg. 156-159)

• A ccommodate employee differences.
• C reate workplace choices.
• O perate from a sophisticated management style.
  ( Seven attributes)
• R espect competence and initiative.
• N ourish retention.

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7 Attributes of flexible supervision(Zempke,
Raines, Filipczak. 2000. pg. 157-158)

• Their supervisory style is not fixed.
• Their leadership style is situationally varied.
• They depend less on positional than personal
  power.
• They know when and how to make personal policy
  exceptions, without causing a team riot.

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7 Attributes (continued)

• They are thoughtful when matching individuals to
  a team or a team or individual to an assignment.
• They balance concern for tasks and concern for
  people. They are neither slave drivers nor
  country club managers.
• They understand the elements of trust and work to
  gain it from their employees. They are perceived
  as fair, inclusive, good communicators, and
  competent in their own right.

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Why the leave(Raines, 2003, Connecting
Generations, pg. 121-122)

• Traditionalists/WW II Generation
• Physical reasons
• Inconsistent enforcement of policies and
  procedures.
• Boomers
• Burnout
• Didnt feel they could make a contribution

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Why they leave (continued)

• Xers
• Inability to get ahead without becoming
  managers.
• Opportunities with other organizations
  particularly with ones that help build resumes.
• Millennials
• Job doesnt meet expectations.
• Job is repetitive or boring, without challenges
  and opportunities for development.

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Why they stay(Raines, 2003, Connecting
Generations, pg. 122)

• Traditionalists/WW II Generation
• Loyalty to employer and customers
• Good schedule, reasonable hours
• Boomers
• Making a difference
• Xers
• Autonomy
• Good Schedule
• Time off

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Why they stay (continued)

• Millennials
• Professional growth
• Personal satisfaction

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• GENERATIONAL AWARENESS TEN BRIGHT IDEAS
• 1. Have a Generational Awareness Week Post
  icons and photos that represent the genera-
  tions. Include slang and popular expressions.
  Play music that was popular in each generation's
  formative era.
• 2. Write four versions - one for each
  generation-of an employee value proposition.
  These propositions list what is attractive about
  working for your organization.
• 3. Review your benefits package. Ask yourself
  which generation would likely be most attracted
  to each benefit, and which perks are attractive
  to all generations.

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• 4. Come up with three rewards specific to each
  generation.
• 5. Do a generational diversity audit for your
  organization. What percentage of your work force
  is from each generation? Are all the generations
  represented at all levels?
• 6. Review the makeup of your Board of Directors
  Are you getting the perspectives of all the
  generations?

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• 9. Examine a difference from both sides Think of
  a conflict you are having or have had with
  someone with whom you have generational
  differences, and with whom you would genuinely
  like to have a better relationship. Write a
  brief paragraph about how you see the situation.
  Put it aside for a few minutes. Then reread what
  you wrote. Next, re-examine the situation and see
  if you can step into the other person's shoes.
  Finally write a paragraph that might reveal his
  or her perspective.

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• 10. Take time in a management meeting to create
  profiles of four ideal managersone for each
  generation. Then ask participants to survey five
  employees each about the type of manager they
  prefer In the meeting, discuss your findings and
  revise the profiles, if necessary. What do all
  the profiles have in common? Where do they
  differ? How can your managers apply what they've
  learned?

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14 Best Development Practices(Raines, 2003,
Connecting Generations, pg. 114-115)

• Take a seminar or get coaching if youre less
  than confident about your feedback skills.
• Develop your skills at giving feedback on the
  fly.
• Be a resource about educational opportunities
  within and outside of your organization tuition
  plans, local adult education programs,
  certification courses.

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14 Best practices continued. . .

• Include benefits when you give staff assignments.
• Encourage employees to teach each other how to do
  their jobs.
• Make sure trainers create links that help people
  apply skills to their personal lives along with
  their jobs.
• Take an employee or two with you to district
  meetings and corporate gatherings.
• Send your people to seminars and workshops.

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14 Best practices continued . . .

• Supply computer software that helps people manage
  their money.
• Ask each of your people to develop a career map
  with your assistance.
• Watch for opportunities to move people into
  positions where they can learn new skills.
• Create a partnership with a credit union or
  finance company. Ask its people to come in and
  teach and advise your staff on money matters.

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14 Best practices continued . . .

• Dont delegate a task to someone if youre truly
  certain he or she is not capable of completing it
  successfully. Find another project where that
  employee can make a meaningful contribution.

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Bibliography/Resources

• Friess, Steve. (2003). Yo, can u plz help me
  write English? USA Today, 04/01/03. AN
  JOE058731796903.
• Howe, N. Strauss, W. (2003). Millennials Go
  To College. American Association of Collegiate
  Registrars and Admissions Officers and LifeCourse
  Associates. ISBM 1-578-58033-1.8
• Howe, N. Strauss, W. Millennials Rising The
  next great generation. New York A Vintage
  Original, September 2000.
• Lancaster, L., Stillman, D. (2002). When
  generations collide Who they are. Why they
  clash. How to solve the generational puzzle at
  work. HarperCollins Publishers, Inc. ISBN
  0-06-662106-2.
• Raines, Claire. (2003). Connecting Generations
  The sourcebook for a new workplace. Crisp
  Publications, Inc. Menlo Park, California. ISBN
  1-56052-693-9.
• Raines, Claire. (1997). Beyond Generation X A
  practical guide for managers. Crisp Publications,
  Inc., Menlo Park, California. ISBN
  1-56052-448-9.
• Zemke, R., Raines, C., Filipczak, B.
  Generations at work Managing the clash of
  veterans, boomers, xers, and nexters in your
  workplace. New York American Management
  Association, 2000. ISBN 0-8144-0480-4.