Presented by:

Integrating a Multigenerational

WorkforceRita DiStefano,

Director HR Consulting & Mary Simmons,

Director HR Consulting

July 31, 2014

Presentation Overview

• Define the different workforce generations

• Identify the problems created by a multigenerational workforce

• Outline solutions to the challenges of a multigenerational workforce to maximize productivity

Directions

Traditionalist Boomer

Gen X Millennial

Exercise

Traditionalist

Boomer

Gen X

Millennial

Traditionalists / Veterans

1922-1945 / 69-92 years old

63 million

General Characteristics/ Influencers

• Key word: Loyal

• Great Depression, Roaring 20’s

• WWI and II, Korean War, GI Bill, Patriotic

• “Waste not –want not”

• Faith in institutions; one company, one career

• Military influenced -top down approach

Recruiting a Traditionalist

• Face to face interviews – Not comfortable with social media (threatening)

• Newspapers

• Agencies – they paid

• Work for / with Dad

• Mailing resumes

Training of a Traditionalist

• Making mistakes

• Classroom settings

• Excellent mentors

• One on one coaching

• On the job

• Not necessary

• Talking to managers

• Talking with peers

• Finding experts

Work Habits of a Traditionalists

• Tend to hoard knowledge to stay in control = power

• Dislike conflict

• Work ethic defines them - satisfaction is a job well done

• Want experience to be respected

• Feedback - “no news is good news”

• Work and family life - never mixed

Work Habits of a Traditionalist (cont.)

• Write a memo - rotary phones

• Tech challenged - struggle to learn new technology and work processes

• Minimal use of cell phone and internet

Baby Boomers

1946-1964 / 50-68 years old

76.4 million

Characteristics / Influencers of a Baby Boomer

• Key word: Optimist

• Suburbia, TV

• Vietnam; Watergate, Protests;Human Rights

• Women’s Movement

• Sex, Drugs, & Rock ‘n Roll

• Idealistic, Competitive, Question Authority

14

Recruiting a Boomer

• Let them know their experience will be valued

• Stress that this is a warm, caring, dynamic place to work

• Let them know how they can excel

• They can make a difference to theorganization

Training the Boomer

• Minimal use of technology

• In person classroom training works best

• Provide technical and skill development experiences

Work Habits of a Boomer

• Love / hate relationship with authority

• Want to have it all

• Positive and optimistic

• Willing to go the extra mile

• Needs constant reward / recognition

Generation X1965-1980

34-49 years old

42+ Million

Characteristics / Influencers of Generation X

• Key word: Skeptic

• Sesame Street, MTV, Game Boy, PC

• Divorce rate tripled - Latchkey kids

• Eclectic, Resourceful, Self-reliant

• Distrustful of institutions - 1980 Wall Street

• Highly adaptive to change and technology

Recruitment of a Gen X

• Looking for a work / life balance

• Social media - internet based

• Looking for the right culture

• Susceptible to positive employment branding

Training of a Gen X

• High Tech

• Consistent and ongoing

• May be independent -E-training

Work Habits for a Gen X

• Thrive on change

• Competent and straightforward

• Tactful rather than brutally honest

• Into corporate politics

• Not intimidated by authority

• Need constant results for their actions

• Like to work independently

Millennials - Generation Y

1981-2000 / 14-33 years old

78 Million

Characteristics / Influencers of Millennials

• Key word: Realist

• Expanded technology, social media, internet

• Natural disasters, globally concerned

• Violence; gangs, diversity

• Coddled by parents, value fun

• Realistic

• Suffer “ADD”- “remote control kids”

Recruiting a Millennial

• Social media will get the best results

• They are seeking a “fun” culture – positive employment brand

• Looking for a flexible schedule

Training Millennials

• Structured and planned

• Electronic- high tech

• Need supervision

Work Habits of Millennials

• Dedicated

• Intimidated by conflict

• Needs structure and direction

• Fulfilling, meaningful work

• Social minded

• Immediate satisfaction

Problems with aMultigenerational Workforce

Multigenerational Workforce

Each generation has different drivers and motivations that come from their life experiences, likes, dislikes and styles and this can cause friction

and miscommunication in the workforce

Effects of the Multigenerational Workforce

• Differences in the generations can cause disengagement

• Disengagement can cause low productivity and high turnover

• Communication problems cause conflict and a lack of knowledge sharing

• Poor collaboration

• Different knowledge of technology

Managing the Generations

• High-performing Xers may refuse promotions rather than sacrifice their family / work balance

• Rising “stars” may take your training and run to a competitor

• Young managers may refuse to participate in the “good-old-boys” network, effectively shunning senior management’s social gatherings

Managing a Multigenerational Workforce

• Long term employees may be afraid of sharing their knowledge

• Young leaders may not only challenge traditional corporate practices, but encourage their teams to do it as well

Integrating aMultigenerational Workforce

Integrating a Multigenerational Workforce

A multigenerational workforce has a vast array of knowledge and strength due to the diverse ways of

thinking it’s members represent

Recruitment

• Steer away from just hiring Millennials - keep a balance

• Train, mold and sculpt new hires

• Appeal to all generations when using social media and technology

• Create an employment brand that appeals to your targeted candidate

• Internships - not just for college students

Onboarding

• Explain the culture and company history

• Assign an on-the-job trainer

• Assign a mentor

Mentoring Programs

• Helps new hires feel included

• Mentors should be outside of the department

• Reverse mentoring helps new / younger employees feel valued and engaged

Work Programs

• Job sharing

• Flex time

• Telecommuting

Cost effective

Morale building

Good for mature generations as well as younger generations (Mothers)

HR Policies and Procedures

• Employee Handbook

• Clear job descriptions / job functions

• Disciplinary action

• Coaching and counseling

• Consistency in following policies and procedures

Transfer of Knowledge

Ensure experienced workforce passes on knowledge before they leave

Written: Identify clear work instructions

Verbal: Mentorships, on the job training

Hands on: Cross training

Training

• Teach skills that help employees communicate across the generations

• Identify differences and find similarities

• Provide training in formats that all generations can utilize; webinars, e-training, on-site

• Encourage cross-generational knowledge sharing

Succession Planning

• Identify and engage high profile employees

• Align with company goals for the future

• Set recruitment goals

• Who will be running the company in 5, 10, 15 years?

Increase Engagement

• Lunch and learn - find common ground; weight watchers, ESL, defensive driving

• Volunteer work, charity events

• Company parties, social events

• Health and wellness

Improved Communications

• Encourage employeesto be compassionate

• Teach employees to communicate “how the other person wants to be communicated with”

• Don’t be combative

• Create multigenerational teams

Summary

• Engage all segments of the workforce

• Be open to change

• Be aware of the direction of the organization and economic barometers

• Create a culture of diversity

Questions?

Thank you!

Mary Simmons, Director, HR Consulting

and

Rita DiStefano, Director, HR Consulting

Bios of the PresentersRita DiStefano, Director, Human ResourcesRita DiStefano joined PMP in 2005 after working for a large global company for over 20 years overseeing HR fortheir Nassau and Suffolk County locations.

Rita currently offers clients her expertise with policy development, interactive management training, jobdescriptions, compensation analysis; Handbooks, performance management programs, employee relations,recruiting, discipline and termination. Rita provides on-site HR services or augments clients' HR departments.

Rita is a member of the Board of Directors of the HIA-LI, also serving on their Executive Board as First Vice Chairand liaison to their Health Care and Young Entrepreneur Committees. Rita served as Chair of the Suffolk CountyWorkforce Investment Board after receiving an appointment for that position from the Suffolk County Executive.She now serves as LI STEM HUB’s Regional Industry Council Chair for Advanced Manufacturing.

Mary Simmons, Director, Human Resources ConsultingMary Simmons is a Strategic Human Resource Professional and earned her PHR certification in 2012. For over25 years, she has proactively partnered with all levels of management to attain positive business results as wellas solid, progressive HR policies and procedures. Mary brings a strong foundation in HR fundamentals,personalized Talent Acquisition, creating results oriented training and employee relations.

Mary is the Co-chair of the SHRM Planning Committee, a Board Member of the Cold Spring Harbor WhalingMuseum, and a member of the Long Island HR Networking Group.

Portnoy, Messinger, Pearl & Associates, Inc. (PMP)

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The confidential materials contained in this handout were prepared by Portnoy,Messinger, Pearl & Associates, Inc. as reference for the attendees of this workshop. Thematerials present the speaker’s views and are not to be considered legal advice.