Darcy Vigneault BeeryAsst. Professor, Technical WritingMetropolitan State University of Denver

Managing the Multigenerational Workforce

[1]

[2]

• Often named by

• Broadcasters / Writers

• Cultural Commentators

• Advertising Agencies

• Demographers

[2]

• Linked to Economic, Political & Social Events:

• Great Depression• WWII• Post WWII• Civil Rights Movement• Rise of Television• Advancement of Technology

Multi-Generational Timeline

Traditionalist1925-45

Baby Boomer1944-55

Gen Jones

1954-65

1920 1930 1940 1950 1960 1970 1980 1990 2000 2010 2020

Gen X1964-77

Gen Y1975-90

Millennial1982-2004

Gen Z1998-2016

D.V. Beery, 2016

Multi-Generational Timeline

Traditionalist1925-45

Baby Boomer1944-55

Gen Jones

1954-65

1920 1930 1940 1950 1960 1970 1980 1990 2000 2010 2020

Gen X1964-77

Gen Y1975-90

Millennial1982-2004

Gen Z1998-2016

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Cons

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Civi

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Sexu

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V

Rise

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Rise

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End

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D.V. Beery, 2016

Traditionalist1925-45

Work Style: Detailed directions and guidance, hard work leads to success [3]

Communication Preference: Formal, face-to-face, written memo or phone call [3][4]

Characteristics: Strong work ethic, respectful of authority [4]

Effective Messaging: Your experience is respected [5]

Feedback Success: “No News Is Good News”, feedback in digestible amounts [3][6]

Baby Boomer1944-55

Work Style: Work best in teams, value meetings, ask for direction when needed, adapt life to work needs [3]

Communication Preference: Face-to-Face, telephone or e-mail - allow for discussion [3][4]

Characteristics: Optimistic / Competitive

Effective Messaging: Your contribution is unique and important to our success [5]

Feedback Success: Promotions, Title Hierarchy, Pay Raise [3]

Gen Jones 1954-65

Work Style: Work within the system, whatever that may be

Communication Preference: Face-to-Face, telephone, e-mail or voice mail [3]

Characteristics: Cynical Optimism

Effective Messaging: You are worthy [5]

Feedback Success: Here’s an opportunity for advancement

Gen X1964-77

Work Style: Work / Life balance is most important [3]

Communication Preference: Communication that involves technology – avoid lengthy discussion [2][4]

Characteristics: Latch-Key Kids, Question Authority

Effective Messaging: Your technical expertise is a big asset [5]

Feedback Success: Immediate & continual feedback to align with organizational goals [3]

Gen Y1975-90

Work Style: Want flexibility for work time, will use technology to accommodate [3]

Communication Preference: E-Mails, Chat Rooms – expect immediate feedback / response to message on any technology they use. [4]

Characteristics: High performance / High Maintenance, Collaborative Multi-Taskers, Technologically Adept

Effective Messaging: You will be collaborating with other bright, creative people [5]

Feedback Success: Seeking validation, continual feedback with immediate rewards [3]

Millennial1982-2004

Work Style: Blend work-life and home-life with a limit to work time

Communication Preference: Texting, social networking, in person with boss [3]

Characteristics: Prefer optimism

Effective Messaging: You will be collaborating with other bright, creative people [5]

Feedback Success: Continuous, be honest, value interaction at all levels of the organization

Gen Z1998-2016

It’s too early to say for sure, but…

Work Style: Well defined chain of command with well defined expectations, great at virtual collaboration

Communication Preference: First true digital natives but prefer to communicate in person

Characteristics: Used to being immersed in data streams

Feedback Success: Be honest but have your facts together, they don’t like waiting for answers

Really, How Bad Can It Be?

Strategies for Managing Generations: Communication

• Don’t get caught up on labels

• Honor the basics [6]

• Explore communication preferences

• Balance traditional procedures with support for flexibility & creativity [5]

Goal: Help everyone be heard!

Strategies for Managing Generations: Mentoring

• Mentoring

• Reverse Mentoring

• Cross-Generational• Build a culture of coaching across generations

Goal: A structured program for knowledge transfer, capturing institutional knowledge and helping with

the infusion of new technology and practices.

Strategies for Managing Generations: Assigning Work

• Train leaders to appreciate generational differences

• Plan training & coaching for new tasks

• Create opportunities for collaboration

• Plan for recognition programs

Goal: Generational understanding will facilitate the greatest utilization of skills.

Evolving Business Models

Forward looking companies are:

• Designing the workplace purposefully [7]

• Open areas for collaboration• Enclosed spaces for focused concentration and

dedicated project space• Areas for face-to-face meetings• Areas to facilitate virtual communication and

flexible working styles

Evolving Business Models

Forward looking companies are:

• Providing for changes in benefit structures• Plan for flexibility in schedules• Offer Fitness & Wellness programs• Seasoned workers in part-time positions [8]

• Committed to employee education• Accommodate different learning styles• Establish institutional expectations

Take - Away

• People

• Communication

• Keys

Questions?

References

[1] Molisani, J. (2016). LavaCon Logo. Retrieved from: http://lavacon.org/2016/

[2] Hipp, P. (2016). F.U., I’m not a millennial. Huffington Post. Retrieved from: http://www.huffingtonpost.com/patrick-hipp/fck-you-im-not-a-millennial_b_9873118.html

[3] Carebridge Corporation (2011). Five steps to bridging the workplace generation gap. Retrieved from: https://www.princeton.edu/hr/benefits/pdf/generationgap.pdf

[4] Shacklock, K. (2015). The impact of generations working together: 2015 a significant year. Griffith Business School MBA White Paper. Retrieved from: https://www.griffith.edu.au/__data/assets/pdf_file/0015/701331/mba-white-paper-impact-of-generations-working-together.pdf

[5] Dittman, M. (2005, June). Generational differences at work. APA Monitor , Vol. 36, No. 6. Retrieved from: http://www.apa.org/monitor/jun05/generational.aspx

[6] Smith, G.P. (2013, July 9). Managing generations in the workplace. HR Voice. Retrieved from: http://www.hrvoice.org/managing-generations-in-the-workplace/

[7] HermanMiller Research Summary (n.d.). Generations at work. HermanMiller. Retrieved from: http://www.hermanmiller.com/research/research-summaries/generations-at-work.html

[8] Haas, N.A. (2005, March 22) Do generational differences impact the workplace? The News-Times.Retrieved from: http://www.newstimes.com/news/article/Do-generational-differences-impact-the-workplace-239282.php

References

GeneralThe Economist (2013, Sept 18) Generations in the workplace: Winning the generation game. The Economist. Retreived from: http://www.economist.com/news/business/21586831-businesses-are-worrying-about-how-manage-different-age-groups-widely-different

American Management Association (2007, Jan 23) Leading the four generations at work. American Management Association. Retrieved from: http://www.amanet.org/training/articles/Leading-the-Four-Generations-at-Work.aspx

Knight, R. (2014, Sept 25) Managing people from 5 generations. Harvard Business Review. Retrieved from: https://hbr.org/2014/09/managing-people-from-5-generations

Lessons In Leadership (2009, Apr 7) How to manage different generations. Wall Street Journal. Retrieved from: http://guides.wsj.com/management/managing-your-people/how-to-manage-different-generations/

Celeste, J. (2015, Sept 8.) Seven ways businesses can surf the silver tsunami and survive. Huffington Post.Retrieved from: http://www.huffingtonpost.com/janice-celeste/7-ways-businesses-can-surf-the-silver-tsunami-and-survive_b_8094412.html

Society for Human Resource Management (2016, July 7) Aging workforce research initiative. Society for Human Resource Management. Retrieved from: https://www.shrm.org/hr-today/trends-and-forecasting/research-and-surveys/pages/aging-workforce-research-initiative.aspx