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Our Cross-Generational Workplace

Our Cross-Generational Workplace. Patricia Rossie-King Director of Human Resources. Differences & Conflicts:. Values Ambitions Views about work ethic Mind-set Demographics. The Veterans (Vets) The Baby Boomers (Boomers) Generation Xers (GenX)

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Our Cross-Generational Workplace

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  1. Our Cross-Generational Workplace Patricia Rossie-King Director of Human Resources

  2. Differences & Conflicts: • Values • Ambitions • Views about work ethic • Mind-set • Demographics

  3. The Veterans (Vets) The Baby Boomers (Boomers) Generation Xers (GenX) Generation Nexters (aka GenY, Gen@, or Millennials) 1925 – 1945 1946 – 1962 1963 – 1980 1981 – 2002 The Generations:

  4. Core Values Law and order Intense patriotism Respect for authority Patience Duty before pleasure Loyalty Personality Prefer consistency & uniformity Like things on a grander scale Conformers Logical & disciplined Conservative spending The Vets

  5. Core Values Sense of entitlement Optimism Team orientation Personal gratification Health and wellness Endless youth Work! Personality Believe in growth & expansion Star of the show Optimistic Trend-setters Boomers

  6. Core Values Diversity Independence Self-reliance Desire for stability Informality Fun Personality Self-reliant Seek sense of family Non-traditional view about work Prefer informality Casual approach to authority Skeptical Technologically savvy GenX

  7. Core Values Optimism Civic duty Confidence Achievement Sociability Morality Diversity Personality Optimistic about future Realistic about present Can-do attitude of Vets Teamwork ethic of Boomers Technological savvy of GenX Educated Nexters

  8. Internal Generational Status

  9. Vets at Work • Uncomfortable with technology; dislike voice-mail • Loyal; dependable • “Honest day’s work for honest day’s pay” • Not concerned with climbing corporate ladder • Attracted to security & stability • Conversation limited to work on hand and less on personal life.

  10. Vets at Work • As a Leader – Directive style. Expect them to take charge, delegate and make bulk of decisions. • As a Team Member – Vets work under strong leaders. • Managing a Vet – Earn their trust and respect their experience.

  11. Mentoring a Vet • Use coach that is respected as a leader • Coach tactfully and respectfully • Establish rapport

  12. Boomers at Work • Driven & dedicated • Define themselves through their jobs • Work ethic = Worth ethic • Key factor in job choice is opportunity • Pursue learning at work • Hold the majority of high-paying jobs • Intense need to prove themselves

  13. Boomers at Work • As a Leader – consensual management style; fair treatment; may lack understanding, listening, motivating & delegating skills. • As a Team Member – enjoys being on teams but a need to prove oneself • Managing a Boomer – personal approach and recognition

  14. Mentoring a Boomer • Coach tactfully • Be nice • Find opportunities for agreement • Respect

  15. GenXers at Work • Work is no guarantee of survival • Need for flexibility • Informal work environment • Minimal supervision • Clear work-life balance • Multitasking; parallel-processing • Many go into technology

  16. GenXers at Work • As a Leader – fair, competent, & straightforward, though brutally honest • As Team Member – drawn to teams that they choose but without strict rules; solitary efforts • Managing a GenXer – fun, educational, non-micromanaging atmosphere, with variety of projects

  17. Motivating a GenXer • Give multiple projects with freedom to prioritize • Constructive feedback • Freedom and fun • Leading-edge technology • Overall employee incentives

  18. Nexters at Work • Believe in hard work and goal setting • Collective action • Optimistic • Trust centralized authority • Dedicated • Easily intimidated by difficult customers • Most comfortable in large corporations

  19. Managing Nexters • Orientation • Toss pre-conceived notions of gender roles • Expand teams & appoint strong team leader • Be sensitive for potential conflict between GenXers and Nexters • Grow training department • Establish mentor programs

  20. Work-Life Balance Family Work Family Life Life Work Typical Boomer Typical GenXer “Live to Work” “Work to Live”

  21. Work-Life Balance • Key focal point of intergenerational conflict • Respect people’s decisions • Work still needs to be done • Be open and specific about work hours • Pay attention to trends

  22. Aggressive Communication More listening and discussing Address issues head-on Validate different points of views Difference Deployment Tactical use of employees Mix fresh perspective with wisdom of experience Look at differences as strengths Two Keys of a Successful Intergenerational Workforce

  23. A.C.O.R.N. • Accommodate employee differences • Create workplace choices • Operate from a sophisticated style • Respect competence and initiative • Nourish retention

  24. The End

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