Understanding Generational Differences

Adrianna Cumby

December 3, 2012

Understanding Generational Differences

Proverb: People resemble their times more than they resemble their parents There may be people from four different generations working together, all with different career ethics, goals and values

Evidence of Conflicts

They have no work ethic. Theyre a bunch of slackers.

So I told my boss, if youre looking for loyalty, buy a dog. If I hear, We tried that in 87 one more time, Ill hurl.
Lighten up! Work should be fun. I have a new rule. I will not attend meetings that start after 5 P.M. I have a life Many of the interviewers did not understand my windy path through employment, which is, of course, a characteristic of my generation. They didnt understand I wasnt looking for one job for the rest of my life and that I wasnt looking for money and status.
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Understanding Generational Differences

Business objective:
Communicating better in the workplace Instilling confidence and trust in each other Understanding where each generation is coming from

Whats in it for me????

Learn about the differences of each generation Learn how to minimize generational conflict
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Introduction to the Generations

US Labor Force as of March 2012: ~150M

Baby Boomers
Born 1947-1965 Age 47-66 60M

Matures
Born 1922-1946 Age 67+ 8M

Generation X
Born 1966-1980 Age 32-46 49M

Millenials
Born 1981-2000 Age 12-31 32M

Workforce Today
5%
24% 39% 32% Matures Baby Boomers Generation X Millenials

Workforce Tomorrow
8%

34%

29%

28%

http://www.catalyst.org/publication/434/generations-in-the-workplace-in-the-united-states-canada

Major Events While You Were Growing Up?

Matures 1937 Hindenburg tragedy 1937 Disneys first animated feature (Snow White) 1941 Hitler invades Russia 1941 Pearl Harbor; U.S. enters World War II 1945 World War II ends in Europe and Japan 1947 Jackie Robinson joins major league baseball 1947 HUAC investigates film industry 1950 Korean War begins Baby Boomers 1954 First transistor radio 1960 Birth control pills introduced 1962 John Glenn circles the earth 1963 MLK, Jr. leads march on Washington 1963 President Kennedy assassinated 1965 U.S. sends troops to Vietnam 1966 Cultural Revolution in China begins 1967 Worlds first heart transplant 1969 U.S. moon landing 1969 Woodstock 1970 Womens liberation demonstrations Generation X 1973 Global energy crisis 1976 Tandy and Apple market PCs 1978 Mass suicide in Jonestown 1979 Three Mile Island 1979 Margaret Thatcher becomes first female British Prime Minister 1979 Massive corporate layoffs 1980 John Lennon killed 1981 AIDS identified 1986 Chernobyl disaster 1986 Challenger disaster 1987 Stock market plummets 1989 Exxon Valdez oil spill 1989 Berlin Wall falls 1989 Tiananmen Square uprisings Millenials 1990 Nelson Mandela released 1993 Apartheid ends 1995 Bombing of Federal building in Oklahoma City 1997 Princess Diana dies 1999 Columbine High School shootings 2001 World Trade Center attacks 2002 Enron Scandal 2003 War begins in Iraq 2004 Tsunami in Asia 2005 Hurricane Katrina 2007 Global Economic Downturn 2007 iPhone Debut 2008 Beijing Olympics 2011 Japan Earthquake 9.0 6

Compelling Messages From Formative Yrs

Matures Generation X Make do or do without. Dont count on it. Consider the common good. Heroes dont exist. Stay in line. Get real. Sacrifice. Take care of yourself. Baby Boomers Be heroic. Always ask why? Change the world. Technology Era: Work well with others. Technology Era: Live up to expectation. Personal Computer Radio Duck and cover. Be anything you want to be. Technology Era: Television

Millenials You are special. Leave no one behind. Connect 24/7. Achieve now! Serve your community. Technology Era: The Internet

http://assets.aarp.org/www.aarp.org_/cs/misc/leading_a_multigenerational_workforce.pdf

Trivia

Introduction to the Generations

Need a volunteer!
Which generation do you belong to? http://projects.usatoday.com/news/generations/quiz/

Group Discussion

Break into four groups representing the four generations

Matures, Baby Boomers, Generation X, Millenials

Each small group discuss the following topics and presents findings to the group
What do you perceive as traits of your generation? What are your strengths and weaknesses? The best and worst things about how your generation communicates?

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Matures

Traditionalists, Builders, Industrialists, Depression Babies, Radio Babies, GI Joe Generation, and Greatest Generation, WWII Generation Loyal, patriotic, hard working, fiscally conservative, have faith in institutions Conservative in dress and language See work as a privilege Strong work ethic, discipline, stability, and experience make them invaluable employees

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Baby Boomers

Boomers, Vietnam Generation Question authority, idealistic, problems with change, competitive, bide time before getting promoted Possess the majority of buying power in the U.S. Cost of illness and healthcare is a principal concern Love to travel Welleducated Comfortable with technology Thinking about retirement

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Generation X

Twenty Somethings, Thirteeners, Baby Busters, Post Boomers, GenX, Baby Busters, Thirteenth Generation (since American Revolution) Independent, Unfazed by change Were brought up as latchkey kids Selfreliant, independent thinkers Highly educated Accepting of diversity Many are married and/or raising young children 1st to be brought up in a world of instant gratification Savvy consumers Skeptical Now entering their prime earning years
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Millenials

Nexters, Generation Y, Internet Generation, Generation 2001, Nintendo Gen, Net Generation, Echo Boomers, Boomerang Generation, Digital Generation Technological advances, less competitive, open-minded outlook on work and life, globally concerned, time not a factor for promotion, focus on results Socially conscious & civic minded Place heavy importance on personal life Were born into technology (iPods, BlackBerries, cell phones) One of the most educated generations yet Heavily influenced by the information revolution Racially & ethnically diverse, Impatient, imagedriven Brought up in a world of instant gratification Idealistic, diverse, digitally-enabled, social and perhaps most importantly, ambitious
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Millenials

Tall task to retain and motivate Millenials since attitudes toward work and careers differ from previous generations as evidenced by:
Millenials prioritize meaningful work over high pay 1 in 3 Millenials said social media freedom is a higher priority than salary 70% of Millenials are planning to change jobs once the economy improves

Recent College Grads Are Looking For:

Creativity and innovation Approachable, Open-Door Management Technology and Pace that Matches Individual Strengths Relaxed Dress Code
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Millenials

Immense initiative Extraordinary communications and technology skills Embrace work/life integration Natural team players Confident to try new things Wide variety of social connections Globally and socially conscious Value helping others Work well with defined and clear expectations High value for work relationships Open to asking for help and guidance Extreme emotional awareness

Lipkin/Perrymore, (2009) Y In the Workplace: Managing the Me First Generation

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http://onlinemba.unc.edu/mba-at-unc-blog/geny-in-the-workplace/

Millenials

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http://onlinemba.unc.edu/mba-at-unc-blog/geny-in-the-workplace/

The Generations At Work

Not everybody in the workplace is motivated by the same things anymore Getting the most out of each generation requires flexibility When companies can learn to do this it can be incredibly rewarding for both the company and employees

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Matures at Work
Assets Experience, enhanced knowledge, dedication, focus, stability, loyalty, emotional maturity, and perseverance Messages that motivate Your experience is respected here. Its valuable to the rest of us to hear what has and hasnt worked in the past. Your perseverance is valued and will be rewarded. Rewards Tangible symbols of loyalty, commitment, and service including plaques and certificates Preferred methods of communication Memos, letters, and personal notes Managers who drive them crazy seem too touchy-feely are indecisive worry about making unpopular decisions use profanity and slang use experimental, trendy management style are disorganized 19

Liabilities Reluctant to buck the system, uncomfortable with conflict, reticent when they disagree
They prefer to work for managers who are Are directive and identify a clear direction Take a logical approach Set long-term goals; Are fair and consistent Spell out clear job expectations Are respectful Motivation They tend to be motivated when managers connect their actions to the overall good of the organization.

http://assets.aarp.org/www.aarp.org_/cs/misc/leading_a_multigenerational_workforce.pdf

Matures at Work Recruit and Retain

Use a personal touch. Make face-to-face contact. Computerdriven communication sometimes alienates members of this generation. Be mindful of age and experience. Show them that their experience is viewed as an asset rather than a liability. Capitalize on experience. Consider setting up mentoring relationships that match senior employees with younger ones.

http://assets.aarp.org/www.aarp.org_/cs/misc/leading_a_multigenerational_workforce.pdf

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Boomers at Work
Assets Service orientation, dedication, team perspective, experience, and knowledge Liabilities Not necessarily budget minded, uncomfortable with conflict, reluctant to go against peers, may put process ahead of result They prefer to work for managers who are Are consensual and treat them as equals Take a democratic approach Work with the group to define a mission Show warmth and caring Assure them they are making a difference Motivation Baby Boomers tend to be motivated by leaders who get them involved and show them how they can make a difference. Messages that motivate Your opinion is valued. You can work as long as you want to. Your contribution will be recognized. We need you. Rewards Personal appreciation, promotion, and recognition

Preferred methods of communication Phone calls, personal interaction Managers who drive them crazy arent open to input are bureaucratic send a my-way-or-the-highway message are brusque dont show interest practice one-upmanship 21

http://assets.aarp.org/www.aarp.org_/cs/misc/leading_a_multigenerational_workforce.pdf

Boomers at Work Recruit and Retain

Offer flexible work arrangements: telecommuting, adjustable scheduling, personal time to handle family and caretaking matters. Provide challenging work opportunities, horizontal movement, learning opportunities. Offer phased retirement programs. Offer health and wellness programs to foster healthy life styles.

http://assets.aarp.org/www.aarp.org_/cs/misc/leading_a_multigenerational_workforce.pdf

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Generation X at Work
Assets Adaptability, techno-literacy, independence, creativity, willingness to buck the system Liabilities Skeptical, distrustful of authority They prefer to work for managers who are Competent, direct and straightforward Genuine Comfortable giving them a deadline and turning them loose to meet it Informal Supportive of training and growth opportunities Flexible Results-oriented Motivation Allow them to get the job done on their own (what might seem unorthodox) schedule. Messages that motivate Do it your way. Weve got the newest hardware and software. There arent a lot of rules around here. Rewards Free time, upgraded resources, opportunities for development, bottom-line results, certifications to add to their resumes Preferred methods of communication Voice mail, email Managers who drive them crazy micro-manage dont walk the talk spend too much time on process and too little on results are flashy are bureaucratic schmooze 23

http://assets.aarp.org/www.aarp.org_/cs/misc/leading_a_multigenerational_workforce.pdf

Generation X at Work Recruit and Retain

Show them lots of options for their workplace schedule.

Allow them to work autonomously.

Tap into their adaptability. Generation Xers are typically flexible, and many are independent operators. Give them an important task that needs to get done; theyll likely get it handled! Give FAST (Frequent, Accurate, Specific, Timely) feedback in order for them to build their skills and improve their resumes.

http://assets.aarp.org/www.aarp.org_/cs/misc/leading_a_multigenerational_workforce.pdf

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Millenials at Work
Assets Collective action, optimism, ability to multi-task, and technological savvy Liabilities Need for supervision and structure; inexperience - particularly with handling difficult people issues They prefer to work for managers who are Educational and know their personal goals Positive Comfortable coaching and supporting them Collaborative Organized and create a reasonable structure Achievement-oriented Motivational Motivation Millenials tend to be motivated when their managers connect their actions to their personal and career goals. Messages that motivate You will be working with other bright, creative people. You and your co-workers can help turn the company around. You can be a hero here.

Rewards Awards, certificates, tangible evidence of credibility

Preferred methods of communication Instant messages, blogs, text messages, emails

Managers who drive them crazy are cynical and sarcastic treat them as if they are too young to be valuable are threatened by their technical savvy are condescending are inconsistent and disorganized
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http://assets.aarp.org/www.aarp.org_/cs/misc/leading_a_multigenerational_workforce.pdf

Millenials at Work Recruit and Retain

Tap an outstanding employee from the Millennial Generation to talk to the candidate about the company.

Provide flexibility to allow them to pursue their many outside interests.

Get them involved in meaningful volunteer efforts. These workers are community-oriented and are graduates of required community service hours.

Count them in on benefits like 401(k) plans. Millenials are financially savvy.
Use their capability to access and share information quickly. This is the most technologically and globally aware generation.

Pair them up with older mentors. On surveys, Millenials say they resonate most with the Baby Boom and World War II generations.
Help them learn interpersonal skills for the workplace. They may need to be rescued from difficult situations while they develop these skills.
http://assets.aarp.org/www.aarp.org_/cs/misc/leading_a_multigenerational_workforce.pdf

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Maximizing Leadership of Millenials:

They are Motivated to have an impact on the organization

Empower the entrepreneurial spirit

At ease with communications technologies

Utilize expertise and connections"

Favor open and frequent communications with supervisors

Provide quality feedback
Trust and supportive coworkers will encourage involvement, commitment and better performance

Work well in teams

Broader perspective about the world marketplace

Let them grow

Millenials Want: Coaching, Collaboration, Measures, and Motivation

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http://onlinemba.unc.edu/mba-at-unc-blog/geny-in-the-workplace/

Challenges for Managers

http://assets.aarp.org/www.aarp.org_/cs/misc/leading_a_multigenerational_workforce.pdf

Communications Strategies

Matures
Words and tone of voice should be respectful, with good grammar, clear diction, no slang or profanity. Language should be a bit formal and professional, and the message should relate to company history and long-term goals.

Baby Boomers
Relational, perhaps over coffee or lunch. Relationship and business results are intertwined. Ask about mutual interests. Make the conversation participative by getting the others input, and link the message to the team or individual vision, mission, and values.

Generation X
Dont waste the persons time. Be direct and straightforward. Avoid corporatespeak. Send an email or leave a voicemail that states clearly what you want, how it will serve the Generation Xer, and when you want it.

Millenials
Be positive. Send a text message or meet face-to-face. Tie the message to the Millenials personal goals or to the goals the whole team is working toward. Dont be condescending. Avoid cynicism and sarcasm.
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http://assets.aarp.org/www.aarp.org_/cs/misc/leading_a_multigenerational_workforce.pdf

Whats in Common?
Flexibility is important regarding work-life balance
Highest indicator of satisfaction is to feel valued on the job
Career development is a high priority Supportive work environment where they are recognized and appreciated with rewards for results

And, most importantly, all generations value trust and want respect

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Takeaways

Strive to develop empathy and understanding of different generations, to become better listeners, to instill confidence and trust in each other, to improve communicationand ultimately, to make the organization more effective and profitable Team diversity can breed great success different talents, knowledge, outlooks, and innovative ideas are essential tools to handle any challenges that come to the organization

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Slides and reference documents are saved here:

L:\Business Development\Resources\Lunch and Learn\ 2012-12-03 Understanding Generational Differences
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Generations Trivia and Answers

This mens hair care product came in a tube and a little dabll do ya
Brylcreem

What professional wrestler frequently asked if you could smell what he was cooking
The Rock

When you are chatting online what does ROTFL mean?

Rolling on the Floor Laughing

What was the name of Bart Simpsons Christian next-door neighbor?

Ned Flanders

He was the lead actor in the 1949 war film Sands of Iwo Jima
John Wayne

This NFL Quarterback was the leagues MVP in 1957, 1959 and 1964
Johnny Unitas

Pokemon is short for

Pocket Monster

If you asked me if I liked a song and I said Fo Shizzle, did I like the song or not?
For Sure!

In 1952 this Hollywood star married baseball great Joe DiMaggio

Marilyn Monroe

In an episode of I Love Lucy, Lucy tries to sell what tonic?

Vitameatavegamin

Which female singer took home 5 Grammy awards in 2004

Beyonc Knowles

What is the first and last name of Sponge Bobs thrill-seeking Squirrel Pal?
Sandy Cheeks

Youll wonder where the yellow went when you brush your teeth with
Pepsodent

What kind of car did Ferris borrow from Camerons father in Ferris Buellers Day Off?
1961 Ferrari 250 GT California

Who was President from 1953-1961

Dwight D Eisenhower

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Backup

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Career Goals

Matures
Build a legacy

Baby Boomers
Build a Stellar Career (Career Makers)

Generation X
Build a Portable Career (Career Builders)

Millenials
Build Parallel Career (Career Changers)

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Rewards

Matures
The satisfaction of a job well done

Baby Boomers
Money, title, recognition, the corner office

Generation X
Freedom is the ultimate reward

Millenials
Work that has meaning for me

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Balance

Matures
Support me in shifting the balance

Baby Boomers
Help me balance everyone else and find meaning myself

Generation X
Give me balance now, not when Im 65

Millenials
Work isnt everything, I need flexibility so I can balance all my activities

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Recruiting

Matures
Talk about history and the future, flexible schedule

Baby Boomers
Emphasize values, people-focus, communicate how they can contribute to product/service, status (corner office, parking space), flexible schedule

Generation X
Talk about creative environment, offer diverse work experiences, emphasize future plans and how they contribute to them, flexible schedule

Millenials
Opportunity to learn new things, diverse work experiences, mentor them

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Feedback

Matures
Not fans of feedback no news is good news if my boss isnt talking to me, I must be doing well

Baby Boomers
Yearly feedback with lots of documentation

Generation X
Frequent feedback

Millenials
Obsessed with getting feedback and teamwork

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Retaining

Matures
Tend to be loyal, many have reached financial security, enough to consider making a move if unhappy, let them mentor less experienced employees, can be a barometer of retention problems

Baby Boomers
Show theyre making significant contributions, provide challenging work, publically recognize their accomplishments

Generation X
Do not micromanage, give candid timely feedback, encourage informal and open communication, use technology to communicate, provide learning opportunities

Millenials
Provide good supervision and structure, communicate clear objectives, emphasize ability to make a difference, use technology to deliver information, provide interesting and meaningful work
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Matures at Work

Motivators: accomplishment, control, responsibility Actions 1. Offer plenty of personal interaction - ask questions and listen 2. Provide clear (written) goals and expectations 3. Show respect for age and experience good mentors 4. Provide plenty of technology training 5. Be totally honest and candid
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Baby Boomers at Work

Motivators money, recognition, control, promotion Actions 1. Show you care 2. Give frequent recognition 3. Treat them as equals coach dont direct 4. Give them a chance to talk 5. Be honest, candid and direct

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Generation X at Work

Motivators bonus, recognition, meeting personal objectives, mentoring, training Actions 1. Provide a fun workplace 2. Use written goals 3. Involve in teams 4. Be truthful and direct 5. Separate career and life

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Millenials at Work

Motivators mentoring, recognition, time off, training, meeting personal objectives Actions 1. Give frequent instant feedback, keep energy high 2. Use technology to the max 3. Offer multi-tasking projects 4. Provide close supervision 5. Provide people skills training

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