Managing Intergenerational Conflict in the Workplace Susan Haywood, MA, CHRP Human Resource...
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Transcript of Managing Intergenerational Conflict in the Workplace Susan Haywood, MA, CHRP Human Resource...
Managing Intergenerational Conflict in the Workplace
Susan Haywood, MA, CHRP
Human Resource Blueprints [email protected]
(613) 867-2554
What is this all about?First time ever that we have 4 different
generations in our workforce working together side-by-side Traditionalists, Boomers, Xers, and Millennials (Y’s)
Each of these generations were impacted by various events that shape who they are and how they work
We need to understand what motivates the various generations and how to work together
Workplace ConflictsConflicts frequently have generational
issues as their cause“He is not committed to his job”“He has a poor work ethic”“He does not follow direction”“I can’t believe the way he/she dresses”“What do you mean I can’t work from home
on Friday’s”
The Challenge
"Managing multigenerational workforces is an art in itself. Young workers want to make a quick impact, the middle generation needs to believe in the mission, and older employees don't like ambivalence. Your move."
Harvard Business School "Working Knowledge“ newsletter, April 2006: "Can you manage different generations?"
Generational Snapshot of Workforce
A New Generation Gap
“The term Generation Gap was used mostly to describe conflicts between parents and children. Today, the “Gap” has more of a presence in the workplace, where employees from different generations are finding it difficult to work side by side because their experiences, goals and expectations are different”.
GOVEXEC.com
What Shaped You?
National EventsMusicTechnologyValuesRelationshipsParental ExpectationsOther?
Characteristics TraditionalistsBorn 1925-1945
Baby BoomersBorn 1946-1964
Generation XBorn 1965-1977
MillennialsBorn 1978 or after
Age Span 65 to 86 years old 46 to 64 years old 33 to 45 years old 32 or younger
Traits ConservativeBelieve in DisciplineRespect for authorityLoyalPatriotic
IdealisticBreak the rulesTime stressedPolitically correct
PragmaticSelf-sufficientSkepticalFlexibleMedia/Info/Tech savvyEntrepreneurial
ConfidentWell-educatedSelf-sufficientTolerantTeam buildersSocially/politically conscious
Defining Events Great depressionWorld War IIKorean War
Vietnam WarWoodstockWatergate
Missing childrenLatch Key KidsComputers in school
School shootingsTerrorismCorporate scandals
To Them Work Is If you want a roof and food….
Exciting adventure Difficult challenge To make a difference
Work Ethic Loyal/dedicated Driven Balanced Eager but anxious
Employment Goals Retirement Second career Work/life balance Unrealistic
Education A dream Birthright Way to get to an end A given
Communication Face to face Telephone Email IM/Text messaging
Time at Work is defined
Punch clock Visibility Why does it matter if I get it done today?
Is it 5 PM? I have a life.
Most need in the workplace
Continued involvement past 65
Recognition! More information Praise and fun; or is that fun and praise?
Traditionalists GenerationMajority (95%) of them have retired
Possess intellectual capital and institutional knowledge
Have strong work values and ethic
See themselves as vigorous, contributing members of the workforce
Silent stoicism (not much feedback given or expected)
Managing the Traditionalists GenerationOffer opportunities for them to mentor
Offer opportunities to continue working
Allow them to volunteer if they do not want to continue working
Show them that you value their expertise and contributions
Baby BoomersThe “Me” generation
More hours equals better performance; now regret
They are the managers that are running our organizations today
Career oriented
“Love the good life”
Love job performance feedback
Managing the Baby BoomersHelp them explore their next set of
workplace options, and demonstrate how your organization can continue to use their talents.
Walk the talk on work-life balance by redesigning their jobs to accommodate multiple life demands.
Encourage them to enrich their present job and grow in place if they need to slow their career pace.
Generation X The next generation of leaders
The most well educated generation
Goal-oriented
Free Agents vs. Company Loyalist
Thrive on independence
Want to be challenged
Led dot.com boom
Managing the Generation XTalk to them about their reputation, not
just job tasks; they want your candid perspective and feedback
Acknowledge their ability to work independently and encourage them to leverage their entrepreneurial abilities.
Help them get the most out of every job position by discussing what the job can do for them and what they can learn from it.
MillenniumsValue independence but need supervision
Look for new challenges
Challenge the status quo
We’re all in this together
Want the opportunity to make an impact
Fear boredom more than anything else
Managing the MillenniumsDemonstrate the stability and long-term
value of your organization, and also show how your organization is flexible and filled with learning opportunities for them.
Provide work schedules that help them build careers and families at the same time.
Make groups and teams part of their job.
Summary of Work CharacteristicsTraditionalists Boomers Xers Millennials
PracticalAlways at work
OptimisticWant recognitionSense of entitlement
SkepticalConfidence and independence
Hopeful and optimisticUnwillingness to commit
Patient, loyal and hardworkingDifficulty with change
Teamwork and cooperationDo not accept changeObjective sense of right and wrong
Self-reliant and techno literateAdaptable to changeImmediate gratification
Meaningful WorkMoral mindsetSocial activismSubjective view of reality
Respectful of authority AmbitiousPhysical health
Risk-takingWant recognition
Value diversity and changeGlobally connected
Rule followersRewards laterPrefer Structure
Workaholic –”Thank God Its’ Monday”
Balance work and life
Technology savvyImmediate responsibility
Generational FactoidsOnly 14% of survey respondents choose
Generation X as the generation most comfortable managing and this included Xers themselves
One-third indicated that they were often offended by someone from another generation at work
45% of Xers come from families that have experienced divorce
BridgeWorks' 2001 Generations Survey
Generational FactoidsWhen asked who they are most loyal to
at work, Xers put co-workers first, their boss or project next, and the organization last
40% of Xers said having a mentor directly influenced their decision to stay at their current job.
Millenniums ranked “personal safety” as their #1 workplace issue.
BridgeWorks' 2001 Generations Survey
Generational Factoids29% of the Traditionalists agreed that a person should build their career with one employer, compared to 14% for Boomers and 11% of Xers
When asked “Which generation is the best at finding work-life balance?”, all generations picked Generation X
Millenniums indicated that flexible workplace and opportunity for promotion was more important than salary
BridgeWorks' 2001 Generations Survey
The differences exist so....
DEAL WITH THEM!
3 strategies to manage by:
1) Communication2) Delegation3) The Gift of Feedback
CommunicationWhat do your employees want from a work
environment?Forget exit surveys; why do people stay?What do you want from your work
environment?
Talk about people’s differences amongst your team
Develop an action plan specific to your team
Talk about conflict – do not let it fester
DelegationBoomers want teamwork, Xer’s want
independence, Y’s want more responsibility
Delegation can be the answer to everyone’s needs
Prepare Xer’s for the next role, challenge Y’s, give Boomers some much needed balance
Requires accountability and feedback
P.S. Forget how long it took you to reach the point where things were delegated to you…those days are gone!!
The Gift of FeedbackKeys to providing effective feedback:
Immediate feedback – to recognize good performance, and address performance issues as they arise
Positive and constructive feedback – direct, non-judgmental, ethical and based on values governing the policy
Specific feedback – the feedback should pinpoint targeted strengths and areas for improvement
Give feedback OFTEN – keeps employee on course, prevents work from going “off the rails” for long periods of time, and reduces the stigma of giving feedback.
Keys to providing effective feedback:
Spend time with your employees to discuss the work and see how they are doing
Explain how the employee’s work contributes to the big picture
Delegate based on employee workload and capabilities
Show your commitment to their objectives by providing needed support and direction.
DON’T FORGET TO GIVE POSITIVE FEEDBACK
STAR Model for Giving FeedbackS Situation - describe the SITUATION where the
behaviour occuredT Task – describe the TASK the employee performedA Action – describe the ACTION the employee chose
in this situationR Result - describe the outcome that occurred as a
RESULT of the actionIf it is constructive feedback add an additional AR:A Alternative Action- suggest an ALTERNATIVE
ACTION the employee could have chosen in this situation
R Aleternative Result - describe the likely outcome that would have occurred as an ALETERNATE RESULT of the alternate action
Questions?
Thank You!