@note 31 Generational Dilemma in the Digital Workplace v 1-1

Digital Series Advantage Note 31

www.intelligentorg.com [email protected]

Advantage Note 31

Considering the generational dilemma in “The Digital Workplace”

By Declan Kavanagh

In this paper, we consider Business Driven Digital Change and how to maximize the engagement and

benefits for key multi-generational stakeholders’ contribution to achieving the organisations

performance goals. We look at: -

Organisation change

Individual change

Generational characteristics

Digital Business Maturity

Digital Workplace Maturity

A Model for transforming the Digital Workplace

http://www.intelligentorg.com/



Contents

Introduction ............................................................................................................................................ 3

Organisation Change ............................................................................................................................... 3

Individual Change .................................................................................................................................... 4

Multi-generational Stakeholders ............................................................................................................ 4

An organisations Digital Maturity ........................................................................................................... 6

Digital Workplace Maturity ..................................................................................................................... 8

A Model for Managing change in the multi-generational Digital Workplace (Summary) ...................... 9




Introduction

Most organisations have started, and many have made significant progress towards Digitally

Transforming their business to improve business and/or operational performance and value

creation. The leveraging of modern technology can enable transformation of the business products

and services and/or transformation in the ecosystems and value chain that delivers these products

and services.

The organisations stakeholders especially employees are central to enabling transformation and

central to realising the benefits of that transformation, and therefore need to be considered in any

program of change. They facilitate the change and are also impacted by the change in their “Digital

Workplace”

In this paper, we consider Business Driven Digital Change and how to maximize the engagement and

benefits for key multi-generational stakeholders’ contribution to achieving the organisations

performance goals. We look at: -

Organisation change

Individual change

Generational characteristics

Digital Business Maturity


A Model for transforming the Digital Workplace

In @Note 30 “Managing Change in the Digital Workplace” we outlined an approach for Leaders and

Managers to engage the people in the organisations Digital Agenda, and their Digital Workplace. We

looked at the 3 levels of change as it relates to the organisation and also the Individual.

Organisation Change


http://intelligentorg.com/wp-content/uploads/2013/11/@note-30-Digital-Workplace-Change-1-0.pdf



Individual Change

Multi-generational Stakeholders

Now we consider “Employee/Stakeholder Types” as they relate to the organisations “Digital

Maturity” currently and target Maturity to achieve performance goals. We consider each Employee

Types, so that change can be managed to optimise outcomes for each individual in the “Digital

Workplace”. The key premise is that “One Size Fits All” will lead to sub optimal outcomes when we

consider current employees and stakeholders as well as new entrants. We need to understand and

plan for at least 5 Employee Types.

Traditionalists/Veterans’: Born before 1945

Baby Boomers: Born 1946-1964

Generation X: Born in the 1960s’ & 1970s’

Generation Y: Born in the 1980s’ & 1990s’ (Millennials’)

Generation Z: Born from 2000+ (iGen or Post millennials’)

Table A, below is a summary of the characteristics of each of the generations and therefore is useful

as a short guide to help understand generational differences.

It’s important not to pigeon hole individuals, however it is useful to understand the groupings so

that plans and change readiness plus interventions can be tailored to take account of differences.

There are two general considerations: -

1.

The generation will give clues to overall life experiences, values, and priorities held by the

group.

2.

The age of the individual (and individuals in groups) will be an indication of where they exist

in their life cycle, their personal life experiences and future expectations.




To summarise in very global terms we can simplify into three groupings.

Traditionalists/Veterans & Baby Boomers

These are our more mature and experienced stakeholders traditionally educated and employed. This

group will have experienced the early outcomes of computerisation in the workplace and some will

have been quite involved in the development of the foundation of Digital Revolution technologies

and/or as early adopters. The Internet came about as a result of this generation. Most will have

adopted to some degree the latest Digital Technologies (Social, Mobile, Analytics, Cloud, Block

Chain, Internet of things) but many are not immersed in these technologies. Their current age profile

and life cycle, is closer to the end of their careers than the start of them. These groups learned and

adapted their behaviours to accommodate or leverage technology. For these generations, the

electronic calculator was a major step forward. These generations were focused on opening up

possibilities for using technology and developing the underlying foundation technologies.

Generation X

Generation X is like a bridging generation when it comes to the “Digital Workplace”. This generation

were central to the period of rapid change in technology and, learning to adapt to and adopt the

emerging technologies. This generation has a link with the previous generation whose values

influenced their learning, and the following generations whose learning was influenced by the new

technology business environment (Digital Natives). This is the generation who worked in the pre-

Internet & SMACBIT (Social, Mobile, Analytics, Cloud, Block Chain, Internet of Things) environment

and who also work in the current SMACBIT environment both leveraging and developing them.

Generation Y (Millennials) to Z (iGen)

These are our younger generations, they are both current workforce members and our new entrants

over the next period. They tend to be better educated than previous generations and wealthier than

previous generations at the same age. Technology is integral to both their generational development

and age profile, they learned with technology and their environment and social engagement

influences their behaviours which have been defined in many cases by technology. They don’t know

what its like not to have access to mobile computing, Internet, Apps, and technology in general. This

generation has realised the possibilities technology offered to previous generations and has

innovated in many ways around making many of the possibilities a reality where they create value.

Table B, below outlines some of the differences in values between generations and influences design

of change programs, management styles and digital workplace transformation.




An organisations Digital Maturity

Our model helps organisations identify what they need to do to release innovation, leverage

technology and transform performance we look at three key dimensions. (Ref @Note 20)

In the organisation change context you will have:-

Current Digital Maturity

Target Digital Maturity

Maturity Improvement Actions

Of course there are many variables and relationships but if we want to get a snapshot of our

organisation and compare with other organisations then we need to look at a minimum of three

core dimensions. These are as follows:-

Table B


http://intelligentorg.com/wp-content/uploads/2013/11/@Note-20-Digital-Business-Maturity-Performance.pdf



1.

Pervasiveness of Digital Technology in our organisations ecosystem: The extent either a

function “Purpose” and/or Process “series of actions to achieve an end” are carried out

without human intervention (Digitized) but serving stakeholders. The extent of the

stakeholder “Digital Experience”.

2.

Culture adaptability “How we do things”, underpinned by beliefs, values, behaviours,

rituals, symbols etc. The extent and impact of Innovation & Agile behaviours resulting from

and self-enabling change. “Cultural Maturity”.

3.

Performance Level of the organisation. The level of accomplishment of a task or function

relative to a standard , target or norm. The value of the organisation and to the organisation.

“Performance”.

If we understand where we are on these dimensions we can identify a more effective transformation

and/or strategy to achieve our goals.

Pervasiveness & Performance are self-explanatory, however sometimes the importance of culture

may not be as obvious.

Culture is important for several reasons

Ability to adopt and leverage technology is often determined by the culture of an

organisation , its inherent change capabilities, agility, responsiveness, and learning capacity,

for individuals, groups and the organisation

New ways of working are enabled by technology, new processes, new tasks, new skills

(technical and soft), new products and services. The culture significantly influences the

inertia in the organisation relating to change this will ultimately determine the speed and

effectiveness of leveraging technology.

The New Digital Organisation is more organic , more responsive and more agile, so

stakeholder attitude and approach becomes more dynamic as regards the possibilities,

opportunities and related actions. It’s more innovative and change is the norm.

Culture is the intersect characteristic between the “Digital Organisation” and the stakeholder

centric “Digital Workplace”

At the centre We aim to expand Advantage through

enhanced Digital Maturity.

Value:- is about the impact on performance from

technology.

Competence:- is about the skill, knowledge &

Experience to leverage technology

Commitment:- Is about the attitude and willingness to

do what it takes to drive performance




An Organisations Digital Maturity Profile (See @Note 20)


The Digital workplace will vary from stakeholder role to stakeholder role, and from individual to

individual. The maturity of the “Digital Workplace” can be understood in general and for a specific

role by using a similar model. (Ref. @Note 28) We can ask the questions:-

How pervasive is the individuals role as regards how they use the available technology?

(What is their digital experience?)

What is their attitude towards leveraging and adopting technology to carry out their role?

(Culture/Behaviours)

Can they see the performance benefits and rewards from the use of technology?


http://intelligentorg.com/wp-content/uploads/2013/11/@Note-20-Digital-Business-Maturity-Performance.pdf

http://intelligentorg.com/wp-content/uploads/2013/11/@note-28-Digital-Workplace-v1-1.pdf



We can explore and understand the “Digital Workplace” for a stakeholder role and understand its

maturity by targeting the three questions above at each to the key role domains:-

So how pervasive is technology, user attitude to using it, and performance resulting from it as it

relates to:-

Activity: The planning, management, and execution of the tasks and activities relating to the

role.

Innovation: The capability, freedom and motivation to change and improve any aspect of

the role.

Resource: The ability, agility and speed to find use and share company resources, such as

assets, information, materials, skills, expertise, men etc.

Company Information: The ability to receive, fine, use and share all relevant company

information in a timely manner when needed.

Role: The roles itself, its definition, requirements, performance standards and in particular

its deliverables whether they be tangible products or intangible services.

Performance: The ability to measure , share, compare, target and improve the role product,

process and Service indicators. The ability to participate in , control and own performance

improvement for both the role and the individual in the role.

Capabilities: The ability to understand and develop both the role (Function) capabilities as

well as the individuals skills and competence to further improve outcomes and performance.

Team/Group: The ability to engage, communicate and collaborate with role stakeholders in

a dynamic and agile manner, assuring role and personal performance and satisfaction is

maximised and also in support of fellow stakeholders maximising their performance formally

and informally.

A Model for Managing change in the multi-generational Digital

Workplace (Summary)




When considering change in “The Digital Workplace” we must maximise each individuals capability

to engage and leverage technologies to maximise their performance and satisfaction individually and

as it contributes to the organisation overall.

1.

The organisations business goals are the overall drivers of change

2.

Change impacts each stakeholder and their roles differently and is also influenced by their

age and generation to some degree.

3.

The organisations Digital Agenda coupled with the profile of individuals and groups

determine the approach to change and the supporting interventions to enable the business

outcomes to be achieved.




Appendix A

CIPD “Tapping into Talent” – Findings relating to Generational and Age Differences (2009)

Having a diverse workforce can lead to business benefits such as access to a wider consumer base,

satisfying the requirements of public procurement and reaching a wider labour market to address

skills shortages.

Generational difference refers to the differences between cohorts of people born between certain

years that have similar life experiences, as opposed to age diversity per-se.

Having a generationally diverse workforce may lead to a range of both positive and negative effects

for employers.

Many of the differences between generations appear self-evident but much of the evidence for

these differences is anecdotal.

Some of the differences between generations can be explained in relation to age or life stage.

Generational differences may exist but may still be less important to employers than other

differences, such as gender.

Recruitment & Selection

Employers must find ways to successfully attract employees from Generations X and Y as well as

Baby Boomers into their organisations.

Different generations may use different recruitment channels when looking for work – Generations

X and Y may use the Internet or social networking whereas Baby Boomers may use print media or

agencies.

Employers need to create an employer brand that is attractive across generations.

Training & Development

Older workers are less likely to participate in training than younger employees, possibly because of

the negative attitudes of managers to training older employees, but also through choice.

Generations X and Y are said to place greater emphasis on development and to want to work in an

environment that supports continuous learning.

The different generations may have different learning styles and prefer different modes of learning.

For instance, Generations X and Y are said to prefer self-directed independent learning, using the

Internet or computer-based training(CBT), whereas Baby Boomers and Veterans prefer a more

traditional classroom-based learning environment.

Career & Performance Management

Different generations are said to have different attitudes towards careers–Veterans and Baby

Boomers tend to believe that a job is for life whereas Generations X and Y change jobs regularly.




Older employees may find their careers ‘ plateaued’ and may generally find it more difficult to

change careers or organisations.

Generations X and Y define career success as work–life balance and developing marketable skills,

whereas Baby Boomers focus more on promotion and recognition within an organisation.

Generations X and Y require frequent and immediate feedback.

Rewards & Working Patterns

Money motivates all four generations but employees of different ages may value other financial and

non-financial rewards differently. Generations X and Y are said to place particular emphasis on

flexible working. However, the desire to work flexibly has also been shown to increase as employees’

approach retirement age.

Retirement and pension provision is of particular importance to Baby Boomers because of their

particular life stage.

Management Style & Leadership

The different generations prefer to be managed in different ways. For instance, Generation X does

not like authoritarian leadership but prefers informality and being trusted to act independently.

Generation Y likes to have fun at work and to be allowed opportunities for socialising. Veterans and

Baby Boomers like to be respected and for their experience to be acknowledged.

Employers should pay particular attention to management style when an individual is being

managed by someone from a different generation than their own.

Avoiding generational or age conflict

The differences between generations or ‘generation gap’ may lead to conflict within the workplace.

Baby Boomers and Generation X view the concept of work differently

Baby Boomers may view Generation X as disrespectful slackers while Generation X sees Baby

Boomers as over cautious and worshipping hierarchy.

Employers should play to the values and experience of each generation and emphasise the

importance of communication. Age can also lead to conflict within the workplace because older

employees are often viewed less favourably by employers.

Recommendations for Leadership

The CIPD and Penna report offers a ‘top ten tips’ to help organisation review and implement changes

in their strategy and practice for generational diversity.

1 Analyse your workforce profile in terms of age and analyse the future impact of the changing

generational mix.

2 Carry out an employee survey and analyse the views and motivations of different age groups.

Ensure the survey captures views on respect and dignity in the workplace.




3 Audit your internal communications to assess whether your communications channels and styles

are sufficiently flexible to meet the preferences of all groups of employees.

4 Does your employer brand really convey what is compelling about your organisation as a place to

work in a way that attracts and engages all generations?

5 Rigorously analyse career development opportunities for all staff through stats and career

conversations. Are any groups disadvantaged?

6 Flexibility: don’t just meet legal requirements; consider radical changes to flexible working

practices. Talk to staff. What would make a big difference to them could enhance your business.

7 Maximise opportunities to enhance coaching and mentoring across the generational groups. Use

the experience of Veterans more effectively.

8 Re-engage Baby Boomers. Look at the impact of disengaged Baby Boomers in customer service or

other business critical roles. Re-engage them by ensuring that they are feeling challenged and have

development opportunities.

9 Re-evaluate your corporate social responsibility(CSR) policies and practices. Who are they aimed at

and who shows the most interest and engagement?

10 Identify the areas of commonality and build on them.




Table A





Documents

@note 31 Generational Dilemma in the Digital Workplace v 1-1