Today’s Agenda

1. How Intergenerational Differences Impact and Inform Our WorkLeah Aldridge, Jessica Napier, and Harkmore LeeCALCASA

2. Today’s Agenda • Overview of workshop • Group Agreements • Learning Objectives • A Historical Perspective • “My Generation” • Morning Break (@10:00 am) • “Hearing Each other” • Strategies • Comments & Questions

3. Group Agreements ALL IDEAS AND POINTS OF VIEW HAVE VALUE You may hear something you do not agree with or you think is "silly" or "wrong." Please remember that one of the goals of this meeting is to share ideas. All ideas have value in this setting. Also share YOUR ideas and thoughts and avoid editorials of another colleague’s comments. SAFE SPACE What is shared and discussed with one another should “stay here” – apart from ideas and solutions that will help your own work and agency. USE COMMON CONVERSATIONAL COURTESY Please don't interrupt; use appropriate language, avoid third party/ side bar discussions, etc.

4. Group Agreements HUMOR IS WELCOME BUT humor should never be at someone else's expense. HONOR TIME We have an ambitious agenda, so it will be important to follow the time guidelines for the next two days. CELL PHONE / TEXTING / E-MAIL COURTESY Please turn cell phones, or any other communication item with an on/off switch to “silent. If you need to respond, kindly step outside BE COMFORTABLE Please feel free to take personal breaks as needed ANY OTHERS AGREEMENTS TO ADD?

5. Learning Objective • To gain a greater awareness and understanding of how historical events and other demographic factors in the U.S. have influenced and shaped the attitudes and behaviors of generations of Americans, especially in the workplace.

6. A Historical Perspective • There have been hundreds of research studies conducted over the past 20 years regarding how certain historical events or trends have influenced a certain population or “generation” of Americans. • This topic has been very well-researched and documented. So much so that there are organizations and businesses dedicated specifically around the study of generations (e.g. the Center for Generational Studies) • The generations or “cohorts” have been typically defined by year of birth and certain common characteristics. As such, each generation has been assigned certain names: WWII (Traditionalists), Baby Boomers, Generation X, and Generation Y (Millennials) • It is recognized that the characteristics and traits described for each cohort is a generalization and applies to the U.S. population.

7. “The Generations” • World War II Generation (Traditionalists) - born 1945 and before, 48-50 million • Baby Boom Generation - born 1946-1964, nearly 80 million • Generation X - born 1965-1977, 45 million • Generation Y (Millennials) - born 1978-1995, 78 million

8. A Historical Perspective • First time in our history that we have these four different generations working together side-by-side. • The impact of this confluence of generations in the workplace has been tremendous, affecting everything from hiring practices to strategic development of businesses and organizations. • We need to understand how this demographics trend is impacting our work in the rape crisis movement.

9. Here is the challenge: "Managing multigenerational workforces is an art in itself. Young workers want to make a quick impact, the middle generation needs to believe in the mission, and older employees don't like ambivalence. Your move." Harvard Business School "Working Knowledge“ newsletter, April 2006: "Can you manage different generations?"

10. How each generation was influenced and defined: • Number of births • National Events • Education • Technology • Entertainment and Music • Famous People • Other social trends

12. These historical events and demographic trends have also influence how each generation values work and behaves in the workplace...

14. Workplace Values Source: When Generations Collide

15. Generational Work Characteristics

16. Group Exercise: • Identify your generation • Go to your generation group in one of the corners of the room • Discuss your thoughts on the traits and characteristics of your generation described by these studies. Do you agree or disagree with them? • Do you believe these generational traits have impacted your workplace? If so, how? What have been your frustrations or challenges?

17. BREAK

18. Next Exercise

19. Strategies in Communicating Across the Generations

20. 1) Traditionalists Generation (Born 1925-1945) • Majority (95%) of them have retired • Possess intellectual capital and institutional knowledge • Have strong work values and ethic • See themselves as vigorous, contributing members of the workforce • Silent stoicism (not much feedback given or expected)

21. Managing the Traditionalists Generation • Offer opportunities for them to mentor • Offer opportunities to continue working • Allow them to volunteer if they do not want to continue working • Show them that you value their expertise and contributions

22. 2) Baby Boomers (Born 1946-1964) • The “Me” generation • More hours equals better performance; now regret • They are the managers that are running our organizations today • Career oriented • “Love the good life” • Love job performance feedback

23. Managing the Baby Boomers • Help them explore their next set of workplace options, and demonstrate how your organization can continue to use their talents. • Walk the talk on work-life balance by redesigning their jobs to accommodate multiple life demands. • Encourage them to enrich their present job and grow in place if they need to slow their career pace.

24. 3) Generation X (Born 1965-1977) • The next generation of leaders • The most well educated generation • Goal-oriented • Free Agents vs. Company Loyalist • Thrive on independence • Want to be challenged • Led dot.com boom

25. Managing the Generation X • Talk to them about their reputation, not just job tasks; they want your candid perspective and feedback • Acknowledge their ability to work independently and encourage them to leverage their entrepreneurial abilities. • Help them get the most out of every job position by discussing what the job can do for them and what they can learn from it.

26. 4) Generation Y / Millennials (Born 1978 - 1995) • Value independence but need supervision • Look for new challenges • Challenge the status quo • We’re all in this together • Want the opportunity to make an impact • Fear boredom more than anything else

27. Managing the Millennials • Demonstrate the stability and long-term value of your organization, and also show how your organization is flexible and filled with learning opportunities for them. • Provide work schedules that help them build careers and families at the same time. • Make groups and teams part of their job.

28. Follow-up questions: What impact has this issues had on: • Service delivery • The expectations of survivors you are serving? • Staff policies and performance evals Struggle of E.D.s to maintain rules and legal obligations while also getting the most productivity and effectiveness out of your staff and board volunteers.

29. 3 strategies to manage by: • Communication • Delegation

30. 1) Communication • What do your employees want from a work environment? • Forget exit surveys; why do people stay? • What do you want from your work environment? • Talk about people’s differences amongst your team • Develop an action plan specific to your team • Talk about conflict – do not let it fester • Recognize there also may be cultural factors that may also add to the challenges of generations communicating and working with one another.

31. 2) Delegation • Boomers want teamwork, Xer’s want independence, Y’s want more responsibility. • Delegation can be the answer to everyone’s needs • Prepare Xer’s for the next role, challenge Y’s, give Boomers some much needed balance. • Requires accountability and feedback

32. Other suggestions: • Think skills, not age: Positions traditionally filled by young people who are on their way up the corporate ladder may also be ideal for older workers "downshifting" in their work lives. • Strategize by cohort: Tailor your managerial approach, and encourage the organization to craft roles, compensation, and benefits targeted at the needs of each group. • Communicate like a marketer: Delve into the motivators of each cohort, and use these to hone your communications—from one-on-one coaching to department or company newsletters. • Facilitate mentoring: Mentoring roles can provide fresh challenges to middle and older cohort workers, stimulating their productivity while also ensuring knowledge transfer and building institutional memory. Eric J. McNulty is the managing director of Harvard Business School Publishing's conference division. In his article, “It's Time to Rethink What You Think You Know About Managing People," (Harvard Management Update, Vol. 11, No. 2, February 2006), he offered the following tips for managing multiple generations.

33. QUESTIONS AND COMMENTS