Understanding Your Generationally Diverse Workforce · 2018-04-02 · Understanding Your...

Understanding Your Generationally Diverse Workforce

CHARLES RODRIGUEZ | Sr. Director - HCM Consulting | Adams Keegan, Inc.SHRM-SCP & GPHR | PMP

charles.rodriguez@adamskeegan.com

shared impact

• Workforce is more diverse* than ever

• Engagement research reaches critical mass

• Engagement is now a hygiene factor

• Competitive need to be liked

diversity as a function

Ideas

Experiences

Self Identification

Extroversion

Inclusivity

Development

Socioeconomics

Gender

Race

Ethnicity

Age

Personal Style

Education

Health

Values

Who inspired us?

50’s & 60’s

• military

• social change leaders

70’s & 80’s

• coaches

• traditional business

90’s & 00’s

• entrepreneurs

• pioneers

• ‘tell-alls’

present day

• writers

• community leaders

• ‘overcoming’-life stories

• big data

meet the family

T –Traditionalists

b 1928-1945

(86 – 69)

B – Baby Boomers

b 1946-1964

(68 – 50)

74M

X – GenX

b 1965-1980

(49 – 34)

50M

Y – GenYaka

Millennials

b 1980-2000

(33 – 14)

88M

N –Next

b 2000-present

generational challenges

CEO surveys consistently cite: Poor communication Void in new talent and innovationMisunderstood/misaligned attitudes, relationships &

working environments Less engaged coworkers Lack of motivation, initiative and teamwork Gang Wars

“Baby-boomers really resent these kids. And Generation X is fed up of being “stuck in the middle between older workers who refuse to retire and younger ones who are treated far better than they ever were.” Forbes 2014

FOMO

• Gen-T 20%

• Gen-B 50%

• Gen-X 68%

• Gen-Y 83%

• Gen-N

the other interested party

• The lion’s share of the research is done by consumer research firms:

– for the purpose of understanding what makes us happy;

– and what they can sell us to make us happy

priorities…

Smartphone users can

only stay focused 7minutes before checking

their devices

Millennials access smartphones an

average 150 times per dayTechnology and The Brain, 2013

about ‘Gang Wars’

• Top 3 Gen-Y complaints about Baby Boomers:

– sexism

– defensive

– lack courage

problem or opportunity

• Median age for US workforce is 36.7 years

– Emerging markets abroad is 26

• American dual earning couples work 400 more hours per year than in 1970.

Economist, 2013

happiness is relative

• 37% of Gen-Y are unemployed yet 90%believe they currently have enough money.

Pew Research Center, 2013

9 myths about Millennials

Self-centeredLazyDon’t care about moneyOnly communicate via text Incapable of independenceDon’t respect establishmentCan’t work with BoomersLEAST ENGAGED GROUP IN THE WORKPLACEAll have ADD or ADHD

consider the source…

• WHITE

• EDUCATED

• INDUSTRIALIZED

• RICH

• DEMOCRATIC

WEIRD Research: 12% of the world’s population

about those myths…

• Dependency

– Internal surveys show that younger respondents were less likely to remember standard personal information, such as a relative's birthday or even their own phone number.

• What it means?

– Internal service systems to support new brains’ needs

– Digestible information; passive learning is faster

engagement needs for Millennials

• Flexibility while at work

– 70% private space

– 30% collaborative space

• View mobile application access as key to doing their job and sustaining engagement

• 67% demand flexible hours

historical values

T B X Y

JOB STRENGTH StabilityService/Team

OrientedAdaptability & Tech Literate

Multitasking & Tech Savvy

OUTLOOK Practical Optimistic Skeptical Hopeful

VIEW OF AUTHORITY

Respectful Love/HateUnimpressed & Unintimidated

Polite

LEADERSHIP Hierarchy By Consensus By Competence Common Cause

RELATIONSHIPS Personal SacrificePersonal

GratificationReluctant Inclusive

values (2)

T B X Y

WORKDAY Punch ClockFace Time &

VisibilityResults Only As Necessary

DIVERSITYEthnically

SegregatedBalancing

IntegrationValue Diversity

Don’t SeeDiversity

FEEDBACK“No News, Good

News”When Necessary

& In Writing

Highly Interruptive & Eager to Solicit

Expects “Push-Pull” Feedback

WORK & LIFE BALANCE

UnawareBalances Others

FirstBalance First Need Flexibility

INPUT : OUTPUT ROI*

1:2 2:3 2:3 7:15

impact of gen-diversity at work

• hiring practices

• talent retention

• learning methods

• collaboration

CAMP 3: HOW CAN WE ALL GROW?

12 This last year, have I had opportunities at work to learn and grow?

11 In the last six months, has someone at work talked to me about my

progress?

CAMP 2: DO I BELONG HERE?

10 Do I have a best friend at work?

9 Are my co-workers committed to doing quality work?

8 Does the mission/purpose of my company make me feel my job is

important?

7 At work, do my opinions seem to count?

CAMP 1: WHAT DO I GIVE?

6 Is there someone at work who encourages my development?

5 Does my supervisor, or someone at work, seem to care about me as a

person?

4 In the last 7 days, have I received recognition or praise for doing good work?

3 At work, do I have the opportunity to do what I do best every day?

BASE CAMP: WHAT DO I GET?

2 Do I have the materials and equipment I need to do my work right?

1 Do I know what is expected of me at work?

today vs tomorrow

NEW best practices

• authenticity

• decision making

• relational networking

• behavioral intelligence

• employee experience

Group Impact Analysis (GIA)

• Similar to a SWOT analysis but specifically focused on engagement and groups.

– How will the proposed action affect each generational group’s tendencies?

– How will it initially be perceived and then adopted?

– Does this plan ignore known conflicts?

– What changes need to be made to make this an inclusive plan?

https://www.metlife.com/assets/cao/mmi/publications/studies/mmi-

workbook-generations-workplace.pdf

big problem: transitions

• Loss of institutional knowledge– How much longer will Baby Boomers stick around?

– 3-5 year problem

– New skill gaps

• Breaking stereotypes for older workers– Known quantity

– ‘Make vs buy’ knowledge

– Boomers sharing with Millennials

• Overall talent shortage

social learning

• In a simplistic view, this is about employees learning from each other. More so, what is possible is that employees learn in a pragmatic and current fashion about any subject as it is practiced in the workplace, with the current knowledge, interpretation and help of the practitioners.

What this means:

Cross-training is not a backup or bonus activity.

generational progression

low belongingness high belongingness

EXCLUSION ASSIMILATION

low value in uniqueness

individual is not treated as an organizational insider with unique value in the work group but there

are other employees or groups who are insiders

individual is treated as an insider in the work group when they conform to org’s & dominant

culture and downplay uniqueness

DIFFERENTIATION INCLUSION

high value in uniqueness

individual is not treated as an organizational insider in the work

group but their unique characteristics are seen as

valuable and required for the org success

individual is treated as an insider and also allowed & encouraged to retain uniqueness within the work

group

can’t love your job if…

• 29% altered their attire, grooming and mannerisms to make identity less obvious

• 40% refrained from behavior commonly associated with a given identity

• 57% avoided promoting a certain identity group• 18% purposely limited contact with groups they

might belong to

Gens T, B, X, Y have progressively reduced tolerances for these constraints.

battling groupthink

• Groups often fail to outperform individuals because they prematurely move to consensus, with dissenting opinions being suppressed or dismissed.Why?

• Mode of thinking that happens when the desire for harmony in a decision-making group overrides a realistic appraisal of alternatives. Groups minimize conflict by avoiding alternative ideas of viewpoints.– Start with problem– Identify alternatives– Then consider conventional wisdom / group trends or

consensus

battling groupthink (cont.)

Dysfunctional Agreement

• Always agree

• Lack of honesty

• Avoid conflict

• Meeting after the meeting

Dysfunctional Disagreement

• Always agree

• Lack of trust

• Us vs Them

• Personal conflict

NEW COMMUNICATION MODEL REQUIRES1. Explicit framework for decision making2. Promote, teach, reward constructive disagreement3. Invest in conflict management as a management

competency

Option #1: ROWE!

• Total work redesign where all employees are eligible and assigned to complimentary teams

• Focus is on results, de-emphasizing hours and ‘face time’

• Flexibility is a norm, not a perk

• Cultural definition of contributions and productivity fundamentally change

case study – ROWE

• Best Buy & U of Minnesota pilot program

– Teams decide how they will accomplish the goal of focusing on results and ensuring work gets done.

– Training is done in role play and via trial and error.

case study – ROWE

• Results

• Increased individual, group productivity

• Decreased work-life balance conflicts due to better schedule control

• Reduced health insurance claims

• Positive peer journal reviews of the program

• Cancelled by CEO because the program couldn’t be ‘sold’ to stakeholders*

Option #2 – Gamification!

• Gamification is the use of game elements in any context that is non-game related, usually by providing rewards and by fostering user interaction with the learning material.

– Points

– Badges

– Levels

– Leaderboards

Option #3: Enthusiastically rehire!

• Human behavior can be cataloged into three interactions:1. Data of people connecting

2. Data of division

3. Data of 1-1 interaction

• Two Engagement Opportunities:1. Include as key elements of a performance review.

2. Find opportunity to publicly highlight within the organization.

Option #4: Give them what they want!

constants

• desire to be treated fairly

• derive personal satisfaction from work

• respect for personal lives

• contributions are valued

• clear sense of purpose and defined success

• 89% of all American workers prefer face-to-face performance reviews.

millennials’ surveyed needs

• flatter hierarchy• task oriented; special assignments outside job

scope• want options & choices• expect feedback• multitask through multimedia• think “digital”• work toward weekend or closing time• complimentary distractions• want to be led, need to see their leader

cross-generational leadership needs

• Baby Boomers seek postretirement careers.

• Gen X’ers demand challenging but balanced work assignments.

• Millennials expect high perks in exchange for loyalty and technological savvy, leaders must find creative ways to recruit and retain talent.

New Golden Rules

• “Treat employees as they wish to be treated.”

• “You don't engage people, you create an opportunity for them to engage.”

• “Millennials come pre-disposed to engagement. When they connect with organizations and managers who get that the possibilities are limitless.”

for all generations

• Indifference is the greatest insult…

– 70% of all customer dissatisfaction is rooted in perceived indifference. (JD Edwards & Gallup)

• The biggest source of disagreement is not the “what”, merely the “how”.

recruitment

• Percent of Millennials who will promote their employers on Facebook: 41%

• Candidates must be sold on the these key points on a 1-1 level:

– Mission

– You as the leader

– Their team

– Planned gratification

Thank You