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The Contemporary Multi-Generational Workforce

The Contemporary Multi-Generational Workforce. Bahira Sherif Trask Human Development & Family Studies University of Delaware Bstrask@udel.edu. Why Are Things Different?. In past, relatively stable organizational model for career advancement

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The Contemporary Multi-Generational Workforce

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  1. The Contemporary Multi-Generational Workforce Bahira Sherif Trask Human Development & Family Studies University of Delaware Bstrask@udel.edu

  2. Why Are Things Different? • In past, relatively stable organizational model for career advancement • Today, organizations come in many sizes, types, shapes • Career paths vary (average 25 year old is expected to experience anywhere from 3-5 careers in lifetime) • Work-life expectations have changed with the generations

  3. The Generations: In Groups of 2-3 people • Make a short list of defining social, political, and/or technical events - trends of: • The 1960s • The 1970s • The 1980s • The 1990s • The 2000s

  4. Points to Keep in Mind! Common experiences of each generation frequently define their assumptions and perspectives BUT Never generalize from a few to the whole - there are ALWAYS exceptions

  5. Traditionalists • Born between 1900 and 1945 (approx. 75 million) • Loyal -- often found to have worked for only one employer. • Many of the men have military background and are comfortable with a top-down management style. • May be motivated by recognition in doing a job well done. • Exhibit a strong work ethic that was shaped by the Great Depression with an “onward and upward” attitude.

  6. Baby-Boomers • Born between 1946 and 1964 (approx. 80 million) • Typically respond to symbols of recognition: enhanced titles, more money,special perks such as parking spaces, and other status symbols or symbols of peer recognition. • Optimistic and idealistic. • As result of their large numbers, tend to be extremely competitive Realize that they have spent too much of their time working / may want to add more balance to their lives / may feel new generations need to put “their time in.”

  7. Generation X • Born between 1965 and 1980 (approx. 46 million) • Typically have little trust in the system. • Freedom is often perceived as ultimate work reward • Want training that enhances their skills, and portability of benefits like 401Ks that can be taken elsewhere. • Characterized by skepticism, self focus, lack of loyalty to employer. • Has seen scandal effect of every institution from the stock market to the presidency/ divorce rate tripled during their lifetimes; informality and fun/work as a means to an end and not an end in and of itself

  8. Generation Y/ Millennials • Born between 1981 and 1999 (approx. 75 million) • One in three is not Caucasian • Two in four come from a single parent home • Four in five have working mothers • Perceived as wanting to make a difference and knowing that their work has value • If they question authority, it’s usually for “moral” reasons • Characteristics include sociability, civic duty, and morality. • Born with technology / adept at multitasking Grown up with group work, athletics and team sports, and personal recognition

  9. Workplace Conflict • Often have generational issues at core even though identified as personal: • “She has a poor work ethic” • “He is not committed to his job” • Differing styles: team work vs. individual • Newer generations “branded” as less motivated • Do not understand why “lateness” is viewed as a bad thing by a boomer for example • Generation Y very committed to balancing work and family

  10. Differences between the Generations (*Eric Chester, Employing Generation Y)

  11. Motivating Different Generations • Baby Boomers: • Authority, prestige, status markers, professional networking • Work for work’s sake • Generations X and Y: • Work is means to an end • Needs to be fun, special, flexible • Teamwork and the “why” count

  12. General Guidelines • Identify your own generational assumptions: • What do I believe are the most important attributes of an employee? • How loyal do I believe an employee should be to an organization? • What balance do I maintain between my work and personal life? • Do I feel most comfortable with people of a certain age group at work?

  13. How to Manage a Multi-Generational Workforce • Maintain Communication • Respect the different values held by various generations • Encourage generational partnerships and collaborations • Remain flexible

  14. Lessons To Keep In Mind • There is more diversity than just generational diversity • We are all more similar than different • We can learn from each other - everyone brings something to the table • Everyone wants to succeed

  15. Thank You!

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