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Understanding Your Generationally Diverse Workforce
CHARLES RODRIGUEZ | Sr. Director - HCM Consulting | Adams Keegan, Inc.SHRM-SCP & GPHR | PMP
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
