Managing Different Generations

Presentation By: Marc Belaiche President - TorontoJobs.ca

November 13th, 2008

Presentation Overview General Overview Generation Characteristics

Veterans Baby Boomers Generation X Generation Y (Nexters)

Managerial Styles Veterans Baby Boomers Generation X Generation Y (Nexters)

Examples of Generational GAPS Ways to Bridge the Gap Key Differences Conclusion About TorontoJobs.ca

Page #1

General Overview

This is the first time in Canadian history that we have had four different generations working

side-by-side in the workplace.

In order to understand what a manager in this type of situation must do to keep

communication and working relationships flowing smoothly, let’s take a closer look at

these four generations and learn the differences in work ethics, styles, values, etc…

Page #2

Generational Characteristics - Veterans

GENERAL

Born between 1922-1943

Disciplined

Respect for authority

Places a strong emphasis on teamwork

Prefers face-to-face interaction

AT WORK

Thrives on hard work

Puts duty and responsibility before fun

Follows the “rules”

Looks at work as an obligation

Leads with a “command and control” style.

Communicates best formally. eg. A Memo – tries to find ways to avoid technology

Feedback/Reward: Satisfied with job well done

Page #3

Generational Characteristics - Baby Boomers

GENERAL

Born between 1943-1960

Born during or after WW2 in an era of extreme optimism, opportunity, and progress

Grew up in a two parent household

Prefers face-to-face communication.

Values teamwork over individual achievement

AT WORK

Workaholics

Gets personal fulfillment from work

Loves to have meetings

Pays great attention to quality

Leadership style is collegial

Communicates best in person

Feedback/Reward: Money / Title recognition

Does not balance work and family well. “Works to live”

Page #4

Generational Characteristics - Generation X

GENERAL

Born between 1960 – 1980

Born after Baby Boomers into a rapidly changing social climate and economic recession

Both parents work, rising divorce rates and downsizing

Emergence of high-tech and info age

AT WORK

Can be very independent

Wants fast/immediate feedback

Likes structure and direction

Looks at work as being a difficult challenge

Leadership: Equal, challenges others, asks questions

Has an entrepreneurial attitude

Communicates directly

Doesn’t like to follow the rules

Balances family and work

Finds ways to use technology to get things done faster

Page #5

Generational Characteristics - Generation Y

GENERAL

Born between 1980-2000

Born of the Baby Boomers and early Gen X’ers

Part of our current high-tech, neo-optimistic times

Most technologically proficient

Fast learners

Tend to be impatient

Very social, confident, and realistic

AT WORK

Excellent at multi-tasking

Very entrepreneurial

Goal oriented

Looks at work as “a means to an end”

Uncommitted to jobs/careers

Likes to participate rather then lead

Communicates best by email / voicemail

Balances family and work

Works only the required hours and little more

Page #6

Now that you’ve been introduced to the four different generations, you can see why conflict at work is more likely to

arise then not. These differences can affect everything including, but not limited to, recruiting, team building, dealing with

change, motivating, managing and maintaining and increasing productivity.

So how does a manager deal with all these various generational styles, values etc…?

Let’s take a closer look!

Page #7

Managerial Styles - The Veteran

Most exiting the workforce – important to study to understand preceding generations

MANAGERIAL STYLE Used to rules Direct management style Effective Management

“Your experience is respected” “It’s valuable to hear what

has worked in the past” Have a lot to offer an organization Experienced Problem Solvers

Page #8

Managerial Styles - The Baby Boomer

The Baby Boomers make up the largest segment of the four generations. The Baby Boomers have also been in the workforce for many years and have a lot to offer future generations.

MANAGERIAL STYLE This group loves tangible recognition

Plaques Certificates

Effective Management “You are valuable, worthy” “Your contribution is unique and

important” Have a lot to offer an organization Experienced

Page #9

Managerial Styles- Gen X’ers

Gen X’ers benefit by messages like "Let's explore some options outside of the box" or "Your technical expertise is a big asset."

MANAGERIAL STYLE To effectively manage –get to

the point Use email, give them space

and lighten up Bring a lot to the organization Don’t expect them to work overtime Don’t expect employer loyalty Don’t see a problem changing jobs Value a healthy work-life balance

Page #10

Managerial Styles - GENERATION Y (NEXTERS)

Generation Y, also known as the “Nexters,” are the newest generation to enter the work force. This group favors the assistance of technology when completing most tasks.

MANAGERIAL STYLE Challenge this group – welcome responsibility Enjoy rewards for their accomplishments Effective Management

“You will be collaborating with other bright, creative people”

“You have really rescued this situation with your commitment”

Prefer collaborative, team efforts with projects

Page #11

Veterans, Baby Boomers, Gen X’ers, and Generation Y (Nexters) all bring a unique perspective to

the work place.

Managers, make yourselves aware of all four generations and

what each group can offer.

You will find that some groups work better together then others. Use this to your advantage! The

more you know the smoother business runs.

Page #12

Key DifferencesOLDER GENERATION

(Veterans, Baby Boomers)

YOUNGER GENERATION

(Generation X & Y)

Compensation

Looking to earn what a company can afford Enough to pay bills/support their family Willing to prove themselves and than move up the pay scale

Looking for extensive benefits Looking to earn based on their wants Expect a higher starting salary

Steady Employment

Dedicated to their organization Looking for long-term employment Work is an obligation

Typically don’t stay in a position for long Training within the workplace is important A means to an end - fulfillment

Workplace Characteristics

Will work until completion of a project Come to work to strictly work

Looking for a 9-5 position Refuses to work overtime with no pay Likes to have fun in the workplace

Communication

Personal touch (speaking face-to-face) “Call me anytime” attitude Writing memos/faxing

Email, Internet communication “Call me only at work” attitude Cell Phones

Core Values

Respect for authority Likes involvement Very optimistic

Fun, Informality Realism, Confidence Like fun, social environments

Page #13

Key Differences Cont’d…

OLDER GENERATION

(Veterans, Baby Boomers)

YOUNGER GENERATION

(Generation X & Y)

Management

Enjoy public recognition for their work Like reward for long hours put in No news is good news

Need constructive feedback Don’t like micro-management Freedom is their best reward

Work Ethic

Hard Workers Respect Authority Work before fun Follow the rules of the organization

What’s next attitude Great multi-taskers Goal Oriented Want structure and direction

Interactive Style

Individual Team Player Loves to have meetings

Entrepreneurial Likes group participation Social group work setting

Page #14

Example #1 - Generational GAPS

Phillip, age 34 works in IT for a local organization. Recently, Phillip has been promoted to IT Manager and has many “Baby Boomers” working under him. The employees within the organization are resentful having a Generation X’er as their manager given their experience. Phillip has many ideas (technology advances) to increase company productivity but doesn’t think the current staff has the experience.

CURRENT ISSUES: Lack of Communication, Lack of Understanding, Potential Loss of Great Talent.

HOW DO WE SOLVE THIS ISSUE? THOUGHTS?

Page #15

Example #2 - Generational GAPS

Susan, age 24 works for a magazine publication in Graphic Design. Susan finds that the office is quite noisy for her thought process and wants to work from home when she is trying to meet major deadlines. She confronts her boss, Annie, age 51, if she can work from home a couple half days a week. Annie doesn’t think this is even up for discussion as how would she keep track of Susan’s work? After telling Susan, Susan gives her 2 weeks notice.

CURRENT ISSUES: Employee resentment, lack of communication, different thought levels

HOW DO WE SOLVE THIS ISSUE? THOUGHTS?

Page #16

Ways to Bridge the Gap Good communication skills – open door policy

Being aware of the differences

Having employees learn about differences

Understanding triggers within each generation

Having communication strategies in place

Page #17

Ways to Bridge the Gap Cont’d… Encourage one-on-one building through mentoring

Find opportunities for employees to share their values and needs

Fine-Tune compensation packages to let people choose their rewards – be flexible

Create individual development plans so each employee can see how they fit/develop – provide ongoing feedback

Page #18

How is your Organization

Currently Filling the GAP?

Examples/Thoughts?

Page #19

Page #20

Conclusion Studying the different generational traits and

managerial characteristics will assist you in managing the generations more effectively

Using one management style on all generations will backfire

It’s important to acknowledge the generation gaps within your office and communicate solutions for these gaps.

Page #21

ABOUT TORONTOJOBS.CA The only recruitment source in Canada offering all 4 avenues of sourcing

candidates including:

Online Job Board: post your position online for 30 days or search through our massive resume database – receiving over 6 million hits and over 150,000 visitors monthly

Employment Newspaper: a local publication jam-packed with jobs, training opportunities, career fairs and more. Distributed at over 500 locations monthly.

Full Service Recruitment Division: we concentrate on getting top candidates. Candidates have been interviewed by our highly experienced Recruiting Managers for skills, personality fit and career aspirations. We do temporary, part-time and full time permanent staffing.

Data Mining: this service includes posting your positions on a number of websites, applications are screened by a TorontoJobs.ca representative and a simple pre-screen/phone interview of the candidate is provided. This service is charged by the hour.

Page #22

Questions?Thank – You for your Participation

Marc Belaiche – President, TorontoJobs.ca

marc.belaiche@TorontoJobs.ca

(905) 556-JOBS (5627)