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Today’s workforce is comprised of four generations, each with their own working styles, workplace environment and communication preferences, and views of how they expect to be treated as employees. This creates challenge for organizations in terms of attracting, recruiting and retaining high performers. These challenges will only grow as, by 2020, there will be five generations in the workplace and Boomers, the current leadership and dominant cohort, will be replaced by the less expert Generation Y cohort. Today, more than ever, Human Resources experts can take a leadership role in addressing these challenges and leveraging the differences for performance advantage.
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Today’s Workplace Makeup (%)
Traditional-ists Boomers
Gen XGen Y
05
10152025303540
5
40
2530
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Next Decade Workplace Makeup (%)
Tradi-tionalists Boomers Gen X Gen Y Gen Z
0
10
20
30
40
50
1
2220
50
7
3
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Expectations of Work
Traditionalists Boomer Gen X Gen Y
Loyal, respect authority
Competitive Self-reliant Pack-oriented
Common goals Optimistic, team-oriented
Sceptical, career-oriented
Self importance, loyalty to others
Performance Results Results + Fun Career
Compensated for doing job
Reward for results Reward for outcomes
Seek rapid success
Put aside their own needs for company. Job security
Seek promotion & career growth – job security
Achieve work/life balance
Sense of community, work is part of life continuum
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Influences & Styles
Traditionalists Boomer Gen X Gen Y
WWII Vietnam War Latch key Internet
Loyal, dependable Self-worth, egotistical
Independence, adaptability
Independent, collaborative
Live to work Live to work Work to live Balance
Dependable, believe in sacrificing for others
Expect others to have the same work ethic
View world with some cynicism and distrust
Everyone should get more from their employers
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Communication PreferencesTraditionalists Boomer Gen X Gen Y
Formal Semi-Formal Irreverent Fun
Face to face (formal)
Email, face to face reigns – local connections
Networking, LANs, WANs
Interactive, global-minded, always connectedFreedom, flexibility, technology choice
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From Face to Face to Facebook
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Why Communication Matters
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√ Communication is a management system
√ Performance requires engagement
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Why Communication Matters
• Collective purpose• Improved morale• Improved productivity• Improved teamwork• Less grapevine• Pride in results• Reduced absenteeism• Improved understanding of direction• Confidence in, acceptance of, management decisions*.
• *Excerpted from “The Manager is the Medium” The Mindszenthy & Roberts Corp.
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Why Communication Matters
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• 7 in 10 have ‘friended’ a co-worker or supervisor
• 68% of Twitter users ‘follow’ a co-worker or supervisor
• Social sites checked almost as often as business email accounts
• 2 out of 5 would take a lower salary if they were offered BYOD
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Why Communication Matters
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Creation of ‘job flirts’• 2/3rds of these ‘flirts’ use social
networks to enhance their career prospects outside of their current employer
Office staff are active across a wide range of social tools for professional purposes • >70% use it at least once per
month - 21% use LinkedIn, 20% Facebook, 9% Google+, 8% Twitter
• Only 10% of these active social media users use these networks routinely to discuss work with their colleagues.
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Multigenerational Challenges
• Misalignment of goals and effort• Communication issues• Managing change – resistance to change• Teamwork • Conflict within, and across, generations
=• Productivity – lower morale, lost opportunities• Engagement – less loyalty or interest• Retention and recruitment – high performers will not be
attracted or will leave11
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What to do…what to do?
√ Develop Yourself
√ Develop a Strategy
√ Develop Others
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Develop Yourself
1. Gain a sound understanding of the generations in your workplace - research
2. Evaluate the differences and similarities and develop an appreciation for both – knowledge
3. Incorporate the concept of ‘flexibility’ into your leadership world – competency
4. Build your social network understanding and capability5. Evaluate and implement your coaching and mentoring
skills – reflection and feedback.
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Develop a Strategy
• Employer brand• Social network & connect it to the talent management strategy• Learning and development • The demographic gift
• Leadership competency• Open communication• Creativity and innovation • Coaching and mentoring• Critical thinking • Team building• Influencing others
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Develop Others
• Purpose and values• Your brand• Learning and development• Location options• Team participation – actual and virtual• Coaches and mentors• Foster collaboration• Utilize resident expertise
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Start your process NOW!
1. Research the generations in your workplace2. Find ways to leverage differences and similarities3. Take stock of current leaders and their skills4. Provide forums for collaboration5. Make leadership development a priority.
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