G CCC 5G Vickery Winegard slides 10 23 18 - OMAA · New Information Working, ST Memory Decreased...

Complete Compete

Top 10 Teams Standings

Top 5 Teams– initial standings

Delegate Profiles

Ontario Coverage

25%

9%

12%

39%

15%

0% 5% 10% 15% 20% 25% 30% 35% 40% 45%

EASTERN ONTARIO

WESTERN ONTARIO

NORTHERN ONTARIO

SOUTHERN ONTARIO

GTA

Municipality Populations

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5%

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Under 5000

5000 to 20000

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over 300000

Communicating, Coaching & Coping

Managing 5 Generations in the Workplace

OMAA – October 2018

Our Speakers Today

Catharine VickeryHR Advisor

“The Entering Generations”

Bill WinegardExecutive Director

“The Exiting Generations”

Gen Z1995 - Present

Boomers 1946-1964

Gen Y 1982-1994

Gen X 1965-1981

Traditionalists 1930-1945

Generational Work(forest)

Diversity

Purpose of This Session?

Share HR issues you may be experiencing in your workplaces that are

related to multi-generations and diversity and discuss how you are

making sure you have a thriving forest

Agenda

• Overview of the Generations

• Attracting, Inspiring and Retaining the Younger Generations

• The Aging Brain and Implications for the Workforce

• The Sandwiched Managers

• Table Discussions

Generational Overview

1991 – Present

1982 – 1990

(aka Gen Y)

1965 – 1981

1946 – 1964

1930 – 1945

Generational Overview of YOU

49%51%

The Generational Divide

Attracting, Inspiring & Retainingthe Younger Generations

Getting their Attention

Digital presence/ Social media

Less than 1 minute on job ads

Use of Devices to apply

Text & IMs

Interviews

Interviewing you

About the experience and your purpose

Video based/ Virtual

Short

Attracting, Inspiring & Retainingthe Younger Generations

Late-Career Employees

What a CAO Should Know

The Aging Brain in the Workplace:

Nuggets from Neuroscience

…First, the bad news…

The Aging Brain: Senses

Decreased Receptivity/Detection

Decreased Comprehension

Don’t see/hear as wellDon’t process/interpret as quickly

The Aging Brain: Memory

Worse Working/ Short-term Memory

Inaccurate Long-Term Memory

Don’t recall/synthesize as quickly or accuratelyRosy glow of the past

The Aging Brain: Intelligence

Decision-Making Speed/Accuracy Decreased

Fluid Intelligence Decreased

The Aging Brain: Learning

New Information

Working, ST Memory Decreased

Processing Speeds, Reasoning Decreased

Don’t learn as fast

The Aging Brain: Hormones

•Less Consistent Sleep

•Different circadian rhythms

•Lower Stamina

The Aging Brain in the Workplace

…NOW, the better news…

Better, Older: Social, Interpersonal

Longer in the world =

Higher emotional intelligence

More interpersonal insight

Better mirror neuron system

Better, Older: Cause & Effect

Better able to predict outcomes

Better able to imagine consequences

Mental categories and frameworks to interpret/adapt to new situations

Better, Older: Long term, Big Picture

Better at Long Term Planning

Grasp of time horizon

“Big Picture” Thinking

Grasp experiences and viewpoints

Better, Older: Focus

Longer attention spans, more patience

More attention to detail

Less inclined to (and not as good at) multi-task, code-switch

Better, Older: Experience, Wisdom, Ambiguity

More practical experience and expertise

More Judgment

Better at dealing with ambiguity

Better, Older: Happier, More Optimistic

Negative memories decay first; “Good old days” left

Extrapolation: happier past=brighter future

Philosophical: have seen more things work out; less left to worry about

Older Brains at Work

Older Workers Good at Deep, Long Projects

• Older workers = best candidates to take on long projects that require depth of consideration, detail, time horizon

• Conversely, projects requiring too many moving parts, code-switching, constant multi-tasking are best for younger brains

Manage Work-Related Stress in Older Workers

• Stress = the biggest risk-factor for impairment of brain centres for planning, reasoning, short-term memory

• Older workers need challenge, but “manageable”


Positive Older Workers

• Management, HR, team-leading roles are good for older brains that have a pro-social agenda and a positive outlook

Roles that need patience , empathy, perspicacityCounselling, Mediation, ArbitrationStrategic planning, overview, objectivity

Older Workers Great with Ambiguity• Projects requiring tolerance for ambiguity are perfect for

older workers who’ve ‘been there, done it, and have the cognitive templates to prove it’


Good roles for Older Workers

• In group contexts

• where management responsibility is high and tactical delivery requirements are low, ambiguity is possible, and projects likely to have pro-social/societal relevance

Older Workers Should Modify Working Style/Hours

•Good work-life balance is even more critical as you age

•Provide opportunity for responsibility-sharing, mentoring with others in the workforce

•Modify working hours to reflect older workers’ physical realities


Emotional Stability, Productivity Decrease Depression, Anxiety

• Those who feels a sense of productivity and progress experience less depression, anxiety, psychiatric pathology

Social Inclusion is Critical for Older People

• Social isolation is the single biggest risk factor for depression, anxiety and suicide (especially in men), increasingly as they age

Societal Contribution

• A sense of contribution, group involvement, societal betterment etc. is critical for people as they age.

Should I Stay or Should I Go?

GO

FLEXIBILITY

Want more control over my time and tasks

Should I Stay or Should I Go?GO

FEELING GOOD

Start doing those things I’ve dreamed of doing,

while I still can


GO

NOT AS GOOD AS I ONCE WAS

I know I don’t have the same stamina, resilience, quickness.

Possibly failing health.


GO

LEAVING ON A HIGH NOTE

Leaving like Lemieux, not

Hanging on like Howe


NEW HORIZONS BEAM BRIGHTLY

The full-time fishing, the Rolling Stones tribute

band, the new career on the dark side (i.e., consulting)


NO MORE MOUNTAINS TO MOVE

Achieved what I set out to achieve;

Gave it 110 %


FAMILY

Should I Stay or Should I Go?STAY

MORE MONEY MATTERS

Started late – I need more years

Expecting promotion

Need health benefits


IDENTITY

Who will I be when I’m not

who I am now?


THE OUTLOOK IS CLOUDY

I can picture the here and now, but not the there and then


AS GOOD ONCE AS I EVER WAS

Before I go, I have/want one more big challenge, one more opportunity,

one more mountain to climb


STAY

THE PEOPLE

I’ll miss the colleagues and friends I have had for many

years

The Sandwiched Managers…

The Sandwiched Managers…

• Balance frustrations between generations

• Handle churn of the younger generations

• Promote acceptance of diversity

• Navigate need for adequate feedback

• Value the near-retirees to the end

• Manage thoughts of:

“If I’m here working, you should be too”

TEAM ASSIGNMENT

Table Discussion(the next 20/30 min)

Information collected today will be compiled

along with the pre Workshop survey

results.

Score some Team points

Happy Hour!!

Instructions:• Appoint one person as the note taker – point form is fine – collect thoughts on

blank templateDiscuss:• Whether you think these items are an issue or you are not seeing them as

issues?• If not an issue, why not?

• Ideas and Strategies you have used or are planning on using to address some of the topics in the Cloud

• Share experiences based on size of municipality, rural vs. urban, etc.• Float around the Cloud to all four (4) quadrants to explore strategies

• Bill & Catharine to float between the tables

Closing Thoughts on Generations

Table Report-outsWill be done on a rapid fire, random draw, basis for the last 20 minutes of Happy Hour

G CCC 5G Vickery Winegard slides 10 23 18 - OMAA · New Information Working, ST Memory Decreased...

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Transcript of G CCC 5G Vickery Winegard slides 10 23 18 - OMAA · New Information Working, ST Memory Decreased...