HOW TO RELATE WORK AND REACH FOUR GENERATIONS

HOW TO RELATE, WORK AND REACH FOUR GENERATIONS JANET HURLEY EXTENSION PROGRAM SPECIALIST II TEXAS A&M AGRILIFE EXTENSION

MULTIGENERATIONAL WORKFORCE • 2014 – 32% of workforce will be age 50 or older • By 2025, 1 in 5 workers will be over age 55. The slowing of the workforce translates to an estimated shortfall of 20 million workers over the next 20 years. • Never before has there been a workforce and workplace so diverse in race, gender, and ethnicity. (Zemke, et al. , 2000) • We have four generations working side-by-side for the first time in history.

Projected Changes in the U. S. Labor Force 2010 -2020 by Age Groups Toossi, M. (2012, January). Labor force projections to 2020: a more slowly growing workforce. Monthly Labor Review, 135 (1), 43 -64.

IMPLICATIONS • Employers will need to recruit and embrace diversity in the workforce. • Companies must welcome retiree-age employees to remain on board and transfer skills. • The fastest-growing occupations across developed nations are knowledge based, meaning the position requires formal education or advanced training. • Given that knowledge is a scare resource; WE must capitalize on it by inviting and nurturing the best people. Adapted from: K. Tyler, Neckties to Nose Rings (2002)

UNDERSTANDING GENERATIONS • A group of people defined by age boundaries • Those who were born during a certain era and share similar experiences growing up. They have common cultural or social characteristics and attitudes. Their values and attitudes, particularly about work-related topics, tend to be similar, based on their shared experiences during their formative years. • Adapted from: Recognition Management Institute, 2000

UNDERSTANDING GENERATIONS • Psychologists, sociologists, and everyday managers have identified important differences between these generations in the way they approach work, work-life balance, employee loyalty, authority, and other important issues. Notter Consulting, 2002

UNDERSTANDING GENERATIONS • Some differences can be attributed to individual differences, such as levels of experience, levels of financial and family commitments, depth of personal development, political awareness, and emotional maturity. Source: www. aukland. ac. nz/uoa/about/news/articles/2005/11/generational_differences. cfm

UNDERSTANDING GENERATIONS • A lack of understanding across generations can have detrimental effects on communication and working relationships and undermine effective services. Dittmann, Generational Differences at Work, June 2005

GENERATIONS BY YEAR OF BIRTH • Researchers have divided today’s workforce into five generations: Silent Generation, Traditionalist 1925 -1945 52 Million Baby Boomers 1946 -1964 73. 2 M Generation Xers, Twentysomethings, Baby Busters MTV generation 1965 -1980 1975 -1985 70. 1 M Millennials, Generation Y’s 1978 -1995 49. 7 M Generation Z Nexters 1995 -2007 20. 0 M

CONNECTION OF GENERATION AND VALUES • Values that we develop when we are young influence what we believe as adults • The development of values • • Observing Modeling Socialization Significant events

MAJOR EVENTS THAT AFFECTED VALUES OF SILENT GENERATION, TRADITIONALIST • • • Great Depression- Sacrifice and hard times World War II Social Security Mandatory Industrialization Korean War Jackie Robinson joins major league baseball

MAJOR EVENTS THAT AFFECTED VALUES OF BOOMERS • • TV, Transistor radio Civil Rights Movement - MLK Protests – Vietnam Rock and Roll Charismatic Leadership Larger than life politicians and Movie stars Medical Innovations and change (Dr. Spock, heart transplant)

MAJOR EVENTS THAT AFFECTED VALUES OF GEN-XERS • • Man on the Moon Challenger Explosion Aids/HIV Video Games Latchkey Upbringing Tandy and Apple market PCs Political Scandal – Tell all biographies Berlin Wall falls – Tiananmen Square

MAJOR EVENTS THAT AFFECTED VALUES OF MILLENIALS �Internet- Technological integration �O. J. Simpson & Casey Anthony Trials �Columbine and Norwegian Shootings �OKC Bombing - September 11 th Tragedy �Iran and Afghanistan Wars- Global perspectives �Some economic prosperity- Market melt downs

VALUING GENERATIONAL DIFFERENCES Strength Traditionalist Boomers Gen-Xers Millennials n. Loyal n. Adaptable to n. Goal-oriented n. Honors/Respects n. Optimistic n. Techno-savvy authority n. Follows Orders n. Formal n. Rewards later n. Practical n Personal Sacrifice n. Civic Duty n. Responsible change n. Techno-literate n. Self-starters n. Global mindset n. Informal n. Skepticism n. Self Preservation n. Individuality n. The “ Not Impressed” generation and Dedicated n. Team player n. Workaholic n. Personal gratification n. The “Me” Generation n. Material Acquisition n. Collaboration and Achievement important n. Optimistic n. Moral mindset n. Social activism n. More impatient n. Entrepreneurial n. Individuality n. Uniqueness n. More independent

VALUING GENERATIONAL DIFFERENCES Weakness Traditionalist Boomers Gen-Xers Millennials n. Prefers n. Enjoys much n. Skeptical n. Requires structure n. Technologychallenged n. Set in ways n. Difficulty with change recognition n. Elder care absences n. Selfgratification n. Feel others supervision and support n. Sociable n. Doesn’t communicate effectively owe them n. Motivation n. Child care absences

DEALING WITH GENERATIONAL DIFFERENCES Bridging Differences Manage Differences Identify values Assess value differences Acknowledge implications Change behaviors Communicate needs Build on commonalities Accept differences Tap into motivations Set clear goals Share a common purpose Expect mutual accountability Give real recognition Adapted from: Recognition Management Institute, 2000

Traditionalist Boomers Gen-Xers Gen. Y Millennial No such thing as a “traditional” home Alternative lifestyle are openly acknowledged and tolerated Family Life & Values 90 out of 100 75 out of 100 children raised in a children reared in two-parent home a “traditional” home 3 out of 100 children reared in a “traditional” home How they view work Work the hours needed to get the job (farm model) Believes in 40 hrs work for 40 hours of pay Work the hours to get the job done. Prefers to set own schedule Attitude towards word Dedicated to doing Driven to do a a good job Balance between home and work Ambitious – civic minded – has volunteered Formative Messages Make do or do without, sacrifice Don’t count on it, take care of yourself, always ask why Your special, serve your community, connect 24/7 Average 55 hours/week for 40 hr pay Be anything you want, live up to expectation, work with others

PREFERRED METHOD OF COMMUNICATION • • Traditionalist – memo’s, letters, and personal notes Boomers – phone calls, personal interaction Gen X – voice mail, email Gen Y/Millennial – instant messages, blogs, text messages, emails

RECRUITING TIPS • Find out what motivates them • Find out what would cause them to leave the organization • Treat them as they want to be treated • People work for people not a company • Hire the best person for the job • Equip people with the necessary skills Adapted from: Recognition Management Institute, 2000

EMPLOYEE RETENTIONTIPS • Make more time for orientation of new people • Communicate goals clearly • Demonstrate respect for the lives of others outside of the workplace Adapted from: Recognition Management Institute, 2000

RECOGNITION TIPS • Recognition is personal. Find out preferences for type of recognition. • Recognition is about people and relationships, not things. • Learn to say and show “thank you” in many different ways. • Demonstrate that you trust people • Making time for recognition is simply a choice. Adapted from: Recognition Management Institute, 2000

RETENTION TIPS • Ask people how they learn best. • When people ask for the tools to do their work, give them the tools. • Provide the latest technology as monies permit. • Expect, plan for personal and professional development. • Communicate about how well they are doing and where they can improve. • Set goals and help with the plan to achieve them. Adapted from: Recognition Management Institute, 2000

REFERENCES Dittmann, (June 2005). Generational Differences at Work. Notter Consulting (2002). Generational Diversity in the Workplace. Tyler, K. (2002). Neckties to Nose Rings: Earning the trust of a Multi. Generational workforce: www. businessleader. com/bl/aug 02/necktiestonoserings. html Remson, D. (2006). Thriving in the Multi-generational Workplace. Saunderson, R. (2000). Managing Generational Differences in the Workplace, Recognition Management Institute. Other Sources David Remson’s, November 2006 Brenda L. Romano, Managing Generations, International Builders Exchange Executives.