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A Strategic Approach to Managing a Multi-Generational Workforce. A Strategic Approach to Managing a Multi- Generational Workforce

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A Strategic Approach to Managing a Multi-Generational Workforce A Strategic Approach to Managing a Multi- Generational Workforce Issues for Discussion Identifying Understanding Recruiting Closing Retaining
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A Strategic Approach to Managing a Multi-Generational Workforce A Strategic Approach to Managing a Multi- Generational Workforce Issues for Discussion Identifying Understanding Recruiting Closing Retaining Motivating Clash Points Golden Nuggets Multi-Generational Issues Points of View Next Generations are essential to the growth of our business. Generational differences must be addressed when identifying, recruiting, closing, retaining and motivating our employees. We need to be better prepared for the next generation of employees. High Growth High Growth High Growth High Growth Core Core Extension Extension Extension Extension Generation Categories (refresher) Matures 62 years old (a.k.a. Radio Babies, Seniors) (Before 1946) Baby Boomer 43 to 61 years old ( ) Gen X 28 to 42 years old ( ) Millennial 27 years old (a.k.a. Gen Y) ( ) Generation Characteristics Matures (born 1928 to 1948, ages 62+) Values, beliefs & perceptions Dedication, sacrifice & hard work Conformity Duty & patience Respect for authority/adherence to rules Duty before pleasure Conservative spenders Believe in logic, not magic Detail-orientated Uncomfortable with conflict Hard working Knowledgeable Significant Events WWII Korean War The Depression People of Influence Queen Elizabeth Elvis Frank Sinatra Bob Dylan Margaret Thatcher Dustin Hoffman From: Managing a Multi-generational Workforce, Marks. CSC Women in Leadership, Shannon. Linkage Women in Leadership Summit. Generation Characteristics Baby Boomers (born 1949 to 1965, ages 43-61) Values, beliefs & perceptions Defined by their jobs workaholics Team oriented Optimistic Me Generation: value personal gratification and personal growth Success is visible: values quality, titles, trophies, plaques, money, rewards Hard working Relationship builders Competitive View change as inevitable Question authority Significant Events Civil Rights Woodstock Drugs Vietnam Rock n Role The Pill People of Influence Mick Jagger Oprah Newt Gingrich Janis Joplin From: Managing a Multi-generational Workforce, Marks. CSC Women in Leadership, Shannon. Linkage Women in Leadership Summit. Generation Characteristics Gen X (born 1965 to 1979) Values, beliefs & perceptions Indifferent to authority Loyal to people, not the company Risk takers & entrepreneurial Latch key kids; self reliant Skeptical Seeks challenge Independent, difficulty with teams Portable careers Work/life balance is very important Techno literate Not loyal to the company Impatient Cynical Significant Events Watergate Fall of Berlin Wall Challenger accident Jonestown Rodney King video Regan era Flight 103 Dessert Storm People of Influence Princess Diana Michael Jordan Roger Clemens Michael J Fox From: Managing a Multi-generational Workforce, Marks. CSC Women in Leadership, Shannon. Linkage Women in Leadership Summit. 7 Generation Characteristics Millennials (born 1980 to 2000) Values, beliefs & perceptions Optimistic and confident Well looked after, protected, sheltered Adultolescents with helicopter parents Ambitious goals/high expectations Strong sense of self Have hero mentality Accustomed to being part of decision making process Diversity Sense of civic duty Sociability Wants constant feedback Significant Events Oklahoma City bombing Schools shootings Cloning Dolly Video games Clinton/Lewinski Columbine 9/11 People of Influence Kurt Cobain Prince William Baby M Jessica McClure From: Managing a Multi-generational Workforce, Marks. CSC Women in Leadership, Shannon. Linkage Women in Leadership Summit. Recruiting Implications Where Matures look for opportunities: Recruiting Implications Where Boomers & Gen Xers look for opportunities: Recruiting Implications Where Millennials look for opportunities: #1 #3 Recruiting Implications If you were 22, which position looks more enticing? COMPUTER SYSTEMS ADMINISTRATOR Are you a superstar technologist who is passionate about computer systems? If so, we've been looking for you. Were doing some pretty cool stuff (like building one of the most powerful computing clusters on the planet), so there's a lot of challenging technology work to be done. That's where you come in. The technologist we hire will be responsible for substantial systems projects and other work covering a wide range of technology including, but not limited to, Windows PCs and servers, UNIX servers, and advanced networking and telecommunications infrastructure. The ideal candidate will have a computer science or engineering degree, extensive knowledge of UNIX and/or Windows environments, programming and scripting ability (perl, python, shell, etc.), as well as excellent verbal and written skills. We're seeking an exceptionally well-qualified candidate and are prepared to offer a highly attractive compensation package ($90K+). Please send your resume and cover letter to The D. E. Shaw group is a global investment and technology development firm with approximately $35 billion in aggregate investment capital and an international reputation for financial innovation and technological leadership. Members of the D. E. Shaw group do not discriminate in employment matters on the basis of race, color, religion, gender, pregnancy, national origin, age, military service eligibility, veteran status, sexual orientation, marital status, disability, or any other protected class. Recruiting Implications If you were 22, which position looks more enticing? Description Looking for a recent college grad or soon-to-be graduate to join the LMP Portal team. Candidate will have exposure to a wide variety of technologies that are used in the portal implementation. Candidate should have a very solid computer science background. Should have some knowledge of Unix, Linux, and Microsoft operating systems. U.S. Citizen required by contract-must be able to obtain Security Clearance. Essential Job Functions Codes, tests, debugs, implements, and documents basic programs. Assists in the modification of company products and/or customer/internal systems to meet the needs of the client and/or end-user. Assists in the research and analysis of existing systems and program requirements; assists in preparing documentation to change existing programs. Performs data analysis to support internal and external project needs. Designs basic programs for projects or enhancements to existing programs. Writes specifications for programs of low to moderate complexity. Assists in resolving routine production support problems. Assists in the completion of unit testing by preparing test data, running tests and evaluating results. Develops screen tests and debugging problems. Develops test plans to verify logic of new or modified programs. Creates basic documentation in work assignments such as program code. Conducts routine quality assurance activities such as peer reviews. Remains abreast of industry technical trends and new development to maintain current skills and remain current with industry standards. Job function will include assisting the more senior engineers with product installs, configuration, integration, and maintenance. Candidate will be asked to write JAVA code, perform database queries using SQL and PL/SQL, and troubleshoot end-user issues. Candidate will be expected to document their solutions. Basic Qualifications Bachelor's degree or equivalent combination of education and experience Bachelor's degree in computer science, mathematics or related field preferred Zero years of experience in programming or testing Experience working in a student employment program or related experience Experience working with appropriate programming languages, operating systems and software Experience working with relational databases to facilitate programming software Other Qualifications Basic programming skills Personal computer and business solutions software skills Analytical and problem solving skills for design, creation and testing of programs Interpersonal skills to interact with team members Communication skills to work effectively with team members, support personnel, and clients Should have some basic knowledge of compiler theory and operating system theory. Preferably is familiar with structured design techniques, such as Object Oriented Design (OOD) and 4GL. Preferably is fluent in at least three software development languages. Preferably has understanding how software languages translate to machine language and how computers use memory. Recruiting Implications Systems Engineer Google Recruiting Implications Student Opportunities 15 Interviewing Behavioral Interviewing: Past behavior is the best indicator of future behavior Still works for all generations Interviewing Boomers: 17 Interviewing Get over it Look familiar to you? Did the Boomers cause this? Closing The Candidate Determine who you are closing. Appeal to the candidate s values. Determine what is important to the candidate Benefits: pension, 401k, tuition, learning & development Flexibility Career Path Supervisor/mentor/employee relationship Determine who will help candidate make the decision and appeal to that person Trusted advisor/mentor Another employee A contemporary Determine what mode of communication should be used Handwritten note Letter Text message Start the sell before the candidate leave the interview (i.e., tour or introductions) Appealing to Values Intuit s Value Proposition From: Intuit s Employee Engagement Practices A Brief Journeyline Defining and Measuring Employee Engagement: Old Wine in New Bottles? SIOP Annual Conference, Dallas, Texas, 2006. Appealing to Values Enterprise Rent-A-Car From: Marston (2006) Recruiting and Retention Trends. SHRM Conference, Washington, D.C. Appealing to Values Now that you have them, how do you keep them? Why does it matter to me? Different generations think differently. Embrace change or be left behind. You must generate a robust pipeline of Millennials if you expect to thrive and survive. Generational differences are real and contribute to a society with different values. In the war for talent, organizations need to attend to generational differences and how their recruitment and performance management systems will or won t appeal to various age groups. Organizations that take a multi-generational view of the workforce are better able to attract, retain, develop and motivate their people. Computer related occupations continue to grow faster than other sectors. A recent survey of 70,000 U.S. workers revealed that 89% would leave their jobs if they had the chance. One U.S. projection says that in 2010 there will be more than 10 million jobs we can t fill. Unfilled jobs mean unrealized revenue. Do what it takes to be a employer of choice for the Millennials. Department of Labor Report: In 1978, U.S. work force growth was 3.5% In 2008, it is 1% In 2020, it will be.4% 25 Workplace Implications How the Generations See the World Matures Boomers Xers Millennials Outlook Practical Optimistic Skeptical Hopeful Work Ethic Dedicated Driven Balanced Determined View of Authortity Respectful Love/hate Unimpressed Polite Leadership By Hierarchy Consensus Competence Pulling together Relationships Personal sacrifice Personal gratification Reluctant to commit Inclusive Turnoffs Vulgarity Political incorrectness Cliché/hype Bias Workplace Implications How the Generations Match to Work Culture Matures Boomers Xers Millennials Stable Advancement Flexible Positive Secure Recognition Results-oriented Collaborative Respectful Team-oriented Efficient Flexible Clearly defined goals Vision, mission Informal, fun Respectful Clear direction Non-hierarchial Opportunities for development Achievement-oriented Motivating Matures Take time for personal touch: handwritten notes, face to face, etc. Allow time to socialize between tasks Honor their hard work w/ symbolic and official artifacts of achievement Motivating Boomers Public Recognition Perks w/ status: expense accounts, first class travel, etc. Assist them in gaining name recognition Ask for their input get their consensus Reward their work ethic and long hours Demonstrate that they are valued and needed! Motivating Gen X Give them lots of projects and challenges Allow independent work and creative thinking Frequent constructive feedback Time to pursue other interests Be fair about perks: reward on results/merit not on status/longevity Invest in current technologies Motivating Millennials Learn about personal goals: align personal goals with work goals Establish mentor programs they expect adults to take interest in them Provide avenues for personal and professional development Let them work with bright, creative people Provide opportunities to sit at table Recognize that community service is important to them 31 Generation Clash Points 1. Career Perspective 2. Work-Life Balance 3. Performance Management & Feedback Clash Point: Career Perspective Matures: Build a legacy Boomer: Build a stellar career Gen X: Build a portable career Millennial: Build parallel careers Clash Point: Work Life Balance Matures: Support me in shifting the balance Boomer: Help me balance everyone else and find meaning myself Gen X: Give me balance, now, not when I m 65 Millennial: Work isn t everything; I need flexibility so I can balance all my activities Clash Point: Performance Management / Feedback Matures: No news is good news Boomer: Feedback once a year, with lots of documentation Gen X: Sorry to interrupt, but how am I doing? Millennial: Feedback whenever I want it at the push of a button At the end of the day it is all about leadership. Leadership Themes The Manager... The Leader... Administers Protects & maintains Focuses on system or structure Relies on control Has short-range view Ask how and when Has eye on bottom line Initiates Accepts status quo Is a classic good soldier Does things right Innovates Develops Focuses on people Inspires trust Has long-range view Ask why and what Has eye on horizon Originates Challenges it Is their own person Does the right thing What Are the Strategies & How to Prepare for Millennials Initiate conversations about generations Ask people about their needs and preferences Offer options Personalize and tailor management style Build on individual strengths Pursue different perspectives Increase basic skills training (spelling and writing skills) Explain the reasons behind the processes (why they are doing what they are doing) Place clear parameters on communication frequency and methods Provide more frequent job performance appraisals and other feedback Focus on outcomes Keep them engaged Expand work/life balance programs Source: Raines C. Beyond Generation X. Crisp Publications, Menlo Park, CA 1997. References & Resources Marks, Michelle. Managing a Multi-Generational Workforce. Date unknown. Associate Profession of Management, George Mason University. Bridging The Generation Gap How to Get Radio Babies, Boomers, Gen Xers, and Gen Yers to Work Together and Achieve More Linda Gravett, Ph.D., SPHR and Robin Throckmorton, M.A., SPHR. Retiring the Generation Gap: How Employees Young and Old Can Find Common Ground by Jennifer J. Deal.
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