Erin Oeser Goodell has over twenty-five years of service in the Hospitality Industry and currently, using this industry experience to teach for The Hilton College of Hotel and Restaurant Management at the University of Houston. She has been teaching for the Hilton College since early 2005 and currently teaches a wide range of course such as lodging management, multicultural and business etiquette, hospitality leadership, catering management, event administration, convention management, hotel sales, and has facilitated hands on event learning experience courses called Gourmet Night, Hall of Honor, and Executive in Residence Day. Before going into teaching she spent most of her tenure in the industry working for the Westin Galleria & Westin Oaks Hotel in Houston, TX as a catering sales manager and a convention services manager. She has also worked for Omni Hotels and Resorts in Chicago, Coach USA/Gray Line Tours, The Houstonian Hotel in Houston, TX, and Club Meditation Resort in Florida. Ms. Goodell has a Master’s of Business Administration/Human Resources Management from the University of Phoenix and her undergraduate degree is a Bachelor of Science degree in Hotel and Restaurant Management from the Conrad N. Hilton College of Hotel and Restaurant Management at the University of Houston with a minor in psychology. She is a proud member of the National Association for Catering and Events (NACE) where she is currently holding the National Membership Chair position and Secretary for the Houston Board. She is also an active committee chair and faculty advisor for the NACE student chapter, which has become the largest student chapter in the nation. For her efforts with the Houston chapter and others around the nation, she was recognized with the 2018 Member of the Year award as well as the 2014 George Zell Spirt of NACE. The local chapter of NACE recognized her with the 2009 Houston NACE Baumann Reinhardt Member of the Year Award. For the 2013/2014 academic school year, she was awarded the Hilton College Service Excellence award and the 2008/2009 academic school year, she was honored with the Donald Greenway Teaching Excellence Award. In 2017, she received the Alumni Distinguished Faculty Award and in 2006, she received the Distinguished Young Alumnus/Alumna Award from the Hilton College Alumni Association.

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Managing Different Generations

P r e s e n t e d b y : E r i n G o o d e l l , C H E

I n s t r u c t i o n a l A s s i s t a n t P r o f e s s o r

F a c u l t y Ad v i s o r – N AC E U H s t u d e n t c h a p t e r

H i l t o n C o l l e g e o f H o t e l a n d R e s t a u r a n t M a n a g e m e n t @ U n i v e r s i t y o f H o u s t o n

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Objectives

• Understanding the differences between the five different generations in the work force

• Compare the environmental influences for each generation

• Understand how each generation thinks in the work place

• Review scenarios for each generation on; work life balance, work hours, work assignments, participation on team projects, and office protocol

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How many Generations in the work force?

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Moon Landing

Stock Market Crash Standardized Testing

Apps

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Mature Boomers Gen X Gen Y Gen Z

Move to the ‘Burbs’

Skeptical or threatened by technology

Promised the “American Dream” & pursue it

Highest Divorce Rate and second marriages

Forced to adapt to new technology -Personal Computers

Duel income family and single parents

First Generation latchkey kids

Grew up takingcare of themselves

Mobile Phones

Internet

Early adopters to most new technologies

First Generation of kids with “schedules”Family- Focused

Grew up sheltered – parents strived to protect them from evils

School Shootings

Participation Trophy

No child left behind

Digital Media

High Expectations

Tablet Devices

First true digital native

Social Games-Legos vs.Minecraft

Competition is at an all time high

Influences on each Generation

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Mature Boomers Gen X Gen Y Gen Z

Model T Ford 1927

Roller Skates

Record Player(LP – 1948)

Ford Mustang 1964

Frisbee

Audio Cassettes (1962)

Holden Commodore

1978

Rubix Cube

Walkman(1979)

Toyota Prius 1997

BMX Bike

iPods(2001)

Tesla Model 5 2005

Folding Scooter

Spotify (2008)

Iconic Influences on each Generation

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Generations in the Work Place

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Mature Boomers Gen X Gen Y Gen Z

Style

Ideal Leader

Learning Style

Education

Advice

Marketing

Authority

Controlling

Commander

Formal

A dream

Officials

Print

Does not question & Respects Hierarchy

Directing

Thinker

Structured

A birthright

Experts

Broadcast(mass)

Questioning

Coordinating

Doer

Participative

A way to get there

Practitioners

Direct (targeted)

Abandoning hierarchical authority for more horizontal & flexible structure

Guiding

Supporter

Interactive

An expense

Peers

Online (linked)

Respectful

Empowering

Collaborator

Multi –Modal

Not worth it

Forums

Digital (social)

Role Models

Each Generation’s View on Leadership

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Boomers Gen X Gen Y Gen Z

Motivates

Recognition

Work/Life Balance

Motivated by promotion & professional development

Peer Recognition –parking spot, corner office, job title

Sacrifice Work/LifeBalance

Motivated by flexible schedule and benefits (telecommuting)

Recognition from the boss…bonuses,stocks, gift cards

Seek Work/LifeBalance

Motivated by skillstraining, mentoring, and feedback

NOT motivated by Money – aim to make the world more compassionate & sustainable - Will take a pay cut to work for a company to match their values

Demands Work/Lifebalance be integrated into work culture

Desires;structure, clear direction, and transparency

More focused on the opportunity forgrowth rather than salary

Work/Life Integration BUTSocial Life and Professional Life Separate

Each Generation Seeks…

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Truths about each GenerationMature Boomers Gen X Gen Y Gen Z

Honest day’s pay is a honest day’s work

Well established in their careers

*70 million will be retired by end of 2020

Works with minimal supervision

Wants structure, stability and immediate feedback

Fulfilling work and wants perks; experiential rewards and badges

Skills can generally be learned on the job

“All is well unless you say something”

Skills are essential for promotion and success

Promoted by competence NOT rank, age, or seniority

Wants to be taught how to do their job and expects when they “do a good job” to move to the next “level”

Time Management based on necessity as they can find things out quickly(Google and Amazon)

Most are retired Value “face to face” communication

Short Meetings, if they are needed

Wants to collaborate with others and values workplace relationships with colleagues

Does not like email, too long – prefers texting

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Generation in the Work PlaceMature Boomers Gen X Gen Y Gen Z

Strong Work Ethic

Value Loyalty

Value Discipline

Currently holds the highest corporate responsibility

Perfectionistic

Anti-traditional

High Job Expectations

Best Academic Training

Team Oriented

Collaborative

Self Confident

Most Educated

Aspire to be financially stable

*More focused on opportunity for growth not salary (perks)

Dependable

Responsible

Hard Working

Workaholics

Driven

Independent

Critical Thinkers &Think Globally

Feel they don’t have to stay at their job for more than a year

Overcommitted

Entrepreneurial

Independent

Resourceful

Adhere to Rules Wants to make a difference

Technology literate (50/50)

Wants things done NOW!

Need for constant feedback

Multitasking

Accustomed to immediate gratification

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Scenarios:

What each generations say and/or think?

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Perception of Work Life

M- I’ll work at the same company from cradle to grave

B - I’ll work at a company well into my 60’s, and then maybe do something else

X - I’ll work at a job until something better comes along – more money is always better but opportunity for quick advancement is best.

Y - Work? I want to make a difference and enjoy what I do. I also need to be trained on my tasks, given feedback often, and have work socials.

Z - With the work that I do, I want to make the world a better place

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Attitude on Work HoursM- Working long hours every day shows your commitment to the organization.

• Your family will always be there, but the company may fail if I don’t work hard

B - It’s hard to balance work and family, but work should come before family if a choice needs to be made.

X - I’ll work from 8:00 AM – 5:00 PM, unless something very important comes up.

• Flexibility on the job is really important

Y- Standard working hours? If there’s nothing interesting to do at work I should be able to go home.

• Getting in early is also a problem

Z - I am accessible 24/7 does it matter if I come to the office on a Monday at 8:00 AM or Sunday at 5:00 PM?

• Work/Life Integration

• Will do personal things at work but also do work on personal time

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Attitude on Work Assignments

M - If they say “jump”- I say “how high”

B- If they say “jump”- I think about doing it a better way, then I jump

X - If they say “jump” – I want to know what’s in it for me

Y - If they say “jump”- I say “why”

Z - If they say “jump” – I think “why” and then “run” as it is a much better way of doing things (but I do not need to ask permission if it is okay as I know it is a more efficient way)

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Boomers and Gen X give and prefer instructions

Boss Says:

“When you have a chance, could you see if we have some Y tape to seal up that part in a box so we can ship it please?”

Boomer thinks and says:

“No problem. I’ll do that today.”

Gen X thinks and says:

Thinks: “You know I have an MBA. Can’t we outsource this kind of stuff? I’ll do it now so I can get back to my real work.”

Says: “Sure thing.”

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Boomers and Gen X Managers say

Boss Says:

“When you get a chance, could you see if we have some Y tape to seal up that part in a box so we can ship it please?”

What Gen Y thinks:

“Put the widgets in the box if you can find them. If not, ask for help. Tape will be required, so if we have Y tape, use it, but if not, ask for help. This can be done when you feel like it. It’s not urgent.”

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Better way to instruct young employees:“Place these widgets in those boxes, then get Y tape from the work room to seal it by 5:00 pm today for shipping. If you encounter any obstacles that could delay the shipment, please let me know as soon as possible. Once you’ve been through the process, see if you can spot opportunities to do this faster, cheaper, or better by changing the processes or materials we currently use, and let me know your thoughts by Monday.”

What Gen Z thinks:

“Widgets. Boxes. Tape. OK. Who uses widgets? Why aren’t the boxes self-sealing? I’m going to order some self-sealing boxes, and if I can’t, I ‘m going to patent that idea. I need to research the existing patents online. I’ll get to the widgets after that.”

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What each generation thinks about Team Projects

Manager:

I’d like all of you to work on a launch event for our new product line. We’ll need a full plan with timelines, budgets, vendors, and processes by the end of next month.

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• Boomers response: Let’s all meet to brainstorm how we want to approach this, decide who is responsible for what, and schedule milestone meetings to keep us on track.

• Gen X response: Let me know which part you want me to take care of, and I’ll get it done.

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• Gen Y response: Let’s do an off-site meeting at a restaurant so we can get to know each other, figure out what each of us is interested in doing, and then we can divide the work and keep each other posted on GroupMe. I can create a shared folder on Google Drive and invite everyone to collaborate.

• Gen Z response: I’ve just formed a WhatsApp chat group so we can share ideas and information as we get it. Some of you didn’t seem to be on WhatsApp yet, so I sent you invitations that you need to accept after you download the app. Once everyone’s online, we can divide the work and schedule a Skype call if necessary to touch base. Who’s up for Happy Hour?

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Managers Guide to Bridging the Gap

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Employee’s Needs

M- Involvement in Decisions

B – juggle work and family responsibilities

X- Want Employability

Y – Want help finding their career path

Z- Wants Career Growth – professional development are most essential

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Managers Should Convey

• M- we trust your experience and want you to try new things

• B- We trust that both work and family are very important to you

• X- we trust your work ethic and want you to trust us that the job will still be here in the morning

• Y- we trust that you want to build a career with the organization and we’ll invest in you

• Z- we trust that you favor social responsibility and want us to trust that we will be open to your bold and creative ideas on social responsibilities.

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Prefer their Managers to be…• M- Logical, Fair, and Respectful. Wants clear direction, long

term goals, and clear job responsibilities.

• B- Consensual, Democratic and Caring. Treats them like a friendly equal and assures them they are making a difference

• X- Genuine, Results – Oriented and informal. Give Project deadlines and turns them loose to accomplish them and opportunities to develop them

• Y- Educational, Collaborative and Positive. Knows their person goals and coaches and supports them.

• Z- Realistic and Socially Conscience. Assist them in achieving their “dream job” so they can build on a career they love.

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Why each Generation may leave…

• M- Physical Reasons or inconsistent enforcement of policies and procedures

• B- Burnout or Don’t feel they are making a contribution any longer (retiring)

• X- inability to get ahead without becoming managers or opportunities with other orgs- ones that may strengthen their resume

• Y- job doesn’t meet their expectations or boring. Company has challenges or there is no opportunity for growth.

• Z – opportunity for on the job training and seeks opportunity for growth.

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Why the stay…

• M- Loyalty to employer and clients. Good Schedule. Reasonable hours

• B- Making a Difference

• X- Autonomy, Good Schedule, Time off

• Y- Professional Growth and Personal Satisfaction

• Z – Professional Guidance and Training to build their career. Technology integrated

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Questions to ask yourself to avoid miscommunication!

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If I am a Mature Generation and the “other person” is a ______

• Boomer – do you seem old school? Are you unwilling to share the power?

• Gen X – Do you seem too corporate? Are you too “buy the book”?

• Gen Y- Are you out of touch? Do you appear technically inept?

• Gen Z – Do you care about the future? Do you want to be a mentor and help “me” grow?

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If I am Boomer and the “other person” is a ______

• M – Do you share details of your life that may seem too personal? Might it seem to the other person that you take them for granted? Do you come across as more interested in the process rather than the result?

• X- Are you overly ambitious? Do you say one thing but do another? Do you use too many “buzzwords”?

• Y- are you too serious? Do you seem to wrapped up in your job? Do you appear to lecture too much? Do you reminisce too much?

• Z - Do you care about the future? Do you want to be a mentor and help “me” grow?

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If I am Gen X and the “other person” is a ______

• M – are you seen as disloyal or disrespectful? Are you perceived as too casual?

• B – Are you seen as not taking your job seriously? Viewed as too challenging or too abrupt? Are you seen as too independent and not a team player?

• Y – Are you cynical? Does the other person feel you do not listen to their ideas because of youth and inexperience? Are you considered not inclusive? Seen as someone who’s standards are unrealistically high?

• Z – Are you perceived as not taking care of their best interest and “saving them” when they fall?

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If I am Gen Y and the “other person” is a ______

• M- are you perceived as not knowledgeable about history or tradition? Are you viewed as egotistical? Might you seem inexperienced or impatient?

• B- Are you seen as inexperienced, overconfident, or overly competitive?

• X- Are you considered naïve or overly optimistic or unfocused?

• Z - Are you perceived as picking on them or not wanting them to be successful?

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Summary

• Generation Context is NOT about age, but common experiences by groups of people

• Different is neither right nor wrong, just different

• Technology is not universal – assist your team members’ individual skill levels before making communication assumptions

• Ageism, like most “isms” can erode workplace inclusion and productivity

• Different generations may have different approaches to problem solving or project management.

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Helpful Hints

• Provide clear and specific instructions with clear limits & goals

• Assume a misunderstanding before assuming incompetence

• Be open to diverse communication styles

• Give specific praise and opportunities for feedback

• Have achievably high goals with flexibility on processes and a focus on vision and mission

• Use recruiting processes that reflect our corporate mission, vision, and values as well as required competencies, while being inclusive.

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Resources• Promotion Protocol – Unlock the Secrets of Promotability &

Career Success • BY: Dr. Kim Nugent, Ed.D.

• The Care and Feeding of Your Young Employees – A Managers Guide to Millennials and Gen Z• BY: Jamie Belinne

• Rehmann Business Wisdom Delivered (online)

• Generation Y less satisfied than other generations (online)