Multigenerational Workplace Dimensions: Maximizing Communication …fannp.org/fannppdf12/GS2...

Multigenerational Workplace Dimensions: Maximizing Communication and Success Michael Fitzgerald, MD Neonatologist and Co-Founder DuPage Neonatology Associates, Hinsdale, IL

The speaker has signed a disclosure form and indicated he has no significant financial interest or relationship with companies or the manufacturer(s) of any commercial product/service that will be discussed as part of this presentation.

Session Summary

We used to say there was “a” generation gap; now there are four plus distinct and very different generations working together in the workplace. During this session participants will learn strategies and techniques to enable all four plus generations (including their own) to minimize conflict, improve productivity, and maximize success.

Session Objectives

Upon completion of this presentation, the participant will be able to:

compare and contrast the workforce generations which include Patriots, Baby Boomers, Gen X, Y and Z’s;

define the Sandwich Generation;

identify three methods to enhance communication and teamwork with multigenerational health care professionals;

maximize the use of his/her Brain.

References

Blythe, J., Baumann, A., Zeytinoglu, I., Denton, M., et al. (2008). Nursing generations in the contemporary workplace. Public Personnel Management, 37(2): 137-159.

Earle, V. & Myrick, F. (2009). Nursing pedagogy and the intergenerational disclosure. Journal of Nursing Education, 48(11): 624-630.

Green, C. & Bavelier, D. (2008). Exercising your brain: A review of human brain plasticity and training-induced learning. Psychology and Aging, 23(4): 692-701.

Haeberle, K., Herzberg, J. & Hobbs, T. (2009). Leading the multigenerational work force. A proactive approach will cultivate employee engagement and productivity. Healthcare Executive, 24(5): 62.

Hill, K. (2004). Defy the decades with multigenerational teams: Learn what motivates veteran, baby boomer, generation X, and generation Y employees. Nursing Management, 35(1): 32-35.

Hu, J., Herrick, C. & Hodgin, K.A. (2004). Managing the multigenerational nursing team. The Health Care Manager, 23(4): 334-340.

Lavoie-Tremblay, M., O’Brien-Pallas, L., Gelinas, C., et al. (2008). Addressing the turnover issue among new nurses from a generational viewpoint. Journal of Nursing Management, 16: 724-733.

GS2 FANNP 23RD NATIONAL NNP SYMPOSIUM: CLINICAL UPDATE AND REVIEW

GS2: MULTIGENERATIONAL WORKPLACE DIMENSION of 17

Lavoie-Tremblay, M., Wright, D., Desforges, N., et al. (2008). Creating a healthy workplace for new-generation nurses. Journal of Nursing Scholarship, 40(3): 290-297.

LeDuc, K. & Kotzer, A. (2009). Bridging the gap: A comparison of the professional nursing values of students, new graduates, and seasoned professionals. Nursing Education Perspectives, 30(5): 279-284.

Sherman, R. (2006). Leading a multigenerational nursing workforce: Issues, challenges, and strategies. The Online Journal of Issues In Nursing, 11(2): manuscript 2.

Swearingen, S. & Liberman, A. (2004). Nursing generations: An expanded look at the emergence of conflict and its resolution. The Health Care Manager, 25(1): 54-64.

Wade, G.H., Osgood, B., Avino, K., et al. (2008). Influence of organizational characteristics and caring attributes of managers on nurse’s job enjoyment. Journal of Advanced Nursing, 64(4): 344-353.

Session Outline

See handout on the following pages.

FANNP 23RD NATIONAL NNP SYMPOSIUM: CLINICAL UPDATE AND REVIEW


MAXIMIZING SUCCESS

WITH

GENERATIONAL DIVERSITY

USE YOUR BRAIN:BRAIN HEMISPHERE PREFERENCES

• Determining your: – brain hemisphere preference

– most effective working style

• Develops work and play habits that will:– suit your individual needs

– Suit your energy resources

– maximize your output

TIME MANAGEMENT

PRODUCTIVITY

“USE YOUR BRAIN”

LEARNING

How people learn / function: Right and Left Sides of the brain

LEFT BRAIN: Logical / Analytical, Language, Math, Problem solving, Reality-Based Functioning, Verbalizing, Step by Step, Detailed schedules, check off tasks as accomplished

RIGHT BRAIN C ti I t iti U i NRIGHT BRAIN: Creative, Intuitive, Unconscious, Non-judgmental, Whole picture, Recognize the relevant facts / patterns, Non-Sequenced, Hunches, The Answer first…then the details

TIME MANAGEMENT

New approaches in Time Management (“Productivity”) are focusing on the right or intuitive side of the brain.

Left Side Brain Dominance• Left brain thinking is "all work and no play

• Gather Data…more data, Problem solve, Conclusion (can be a negative when time constraints)

• People get trapped in a left brain mode of behavior, neglecting the right brain's need for fun flexibility andneglecting the right brain s need for fun, flexibility and spontaneity.

• This leads to “Burn-Out” by interfering:– With one's ability to do creative thinking and problem

solving– With the need to restore one's energy resources.



Right Side Brain Dominance

• High creativity

• Never seem to get organized,

• People who file in piles on their desks and keep everything in sight.

• Spontaneous, Intuitive, Unpredictable thinking and behavior that deals mostly with feelings.

• Traditional time management “rules” too confining and un-stimulating

Most Managers: Are Left

• Few individuals use both hemispheres of their brain equally.

• For most Managers, Dominant side is Left

• For Non-Managerial Individuals, need to assess who you are dealing with (not so stereotypical)

Hemisphere Preferences

“Half-Brained“: depend too heavily on one side of the brain or on one method of doing things

“Brain Balanced”: Increase productivity and creativity by purposely expanding their ability to tap into both sides of their brain.

Planning for Both Hemispheres(in a left hemisphere world)

• Plan right-brain oriented activities away from work

• Grab some "right brain" moments in a gtightly scheduled day

• Forget about work at lunch• Take short breaks and leave the office

now and again• Take a walk or find a secluded place to

unwind for a few minutes

Time Management

McGee-Cooper suggested the idea of brain balance

Bottom line is that time management, in the hustle and bustle of today's world ishustle and bustle of today s world, is Essential

Whatever time management method works effectively for you is the one you should use

“Working” the Left Side

• Working smarter, not harder

• Organize / Utilize every minute effectively

• Set specific goalsSet specific goals

• Write "to do" lists

• Prioritize goals and tasks– Break tasks down to more manageable

sub-tasks

– Set deadlines or timetables



“Working” the Left Side

• Filing systems

• Delegate

• Never handling a piece of paper more than oncethan once

• Eliminating or reducing “time wasters”– Meetings

– phone calls

– paperwork

“Working” the Right Side

• Dividing time into strictly:– Work periods

• concentrate only on your work projects when it is work time

– Break periods,• scheduling frequent short breaks• scheduling frequent short breaks

• Develop Color-coded filing systems.• Use an attractive calendar to organize your

activities and to plan play as well as work time.

• Buy colored note pads, pens and other attractive and fun-looking items.

• Allow more unstructured “Creative” time

Using “YOUR” BrainEffective time management (Productivity)

important at:– Home– Work– Play

Need “Some form” of organization and structure for effective:– Time management / Productivity– Learning

Best Results: “Customize” to the Individual’s most effective:– “Brain Hemisphere” (Left / Right)– “Generational” style of functioning and learning

EFFECTIVE GROUP DYNAMICS IN THE WORKPLACE

• SENIORITY• GENDER REQUIREMENTS• QUALIFICATIONS• RIGHT / LEFT BRAIN• MULTIGENERATIONAL INFLUENCES

Generations

• Born in same general time span• Demographics• Share key life experiences

Historical events– Historical events– Trends– Public heroes– Entertainment pastimes

• Early work experiences

Generations

• Cohesiveness in perspectives and attitudes

• Define unspoken assumptions of the p pgeneration

• Each generation does not share the same ethics or expectations



Generations (Cohorts)

Workforce “Generations” can also b th ht f d b hbe thought of and behave as:

Large Cohorted Groups

Cohort Characteristics

• Members forge a sense of collective identity– Age– Life events– Defining styles

• Reinforces a common personality• “Generational” Cohort Conflict

– Lack of understanding of each other– Fights for resources necessary to fulfill their

wants and needs

Cohort: Composition and Character

• Births per year

• Heavy migration or mortality

• Limited to a narrow age span

• Education age specific and location effect social and economic development

• Relationship to boost personal and societal change

Cohort: Compositions and Character

• Family trends in modern life:– Completing various stages of education– Character– Behavior

• Experience with employment and labor forces:– Status– Time of entry– Career Stage / character of employment market

• marked by prosperity, depression, peace, war

Social Change

• COHORT EFFECT:– Exposure to ideas and eventually

replacing older ones in both the individual and the overall composition of societyp y

– New cohort effects together create social change from their life span of experiences

Social Change

• Results from CONFLICT

• CONFLICT IN THE HEALTHCARE SETTING: – Unhealthy distraction from the work of patient

care– Low productivity– Increased staff turnover, leading to nursing

shortage



Social Change

Historically:

• Generations were aligned based on seniority and years of experience

• Older members directed the youngest

• Generational interaction was balanced by position and protocol

Today's Work Place

• Generations work side by side

• Positional hierarchy is not related to age

• Least senior members are frequently expected to q y pcontribute to decision-making

• Intergenerational interaction has dramatically increased unstated assumptions

• Perspectives

• Expectations of people can cause conflict

Healthcare Work Force

Source: MSA HR Capital National Normative Data

Healthcare Work Force

Source: MSA HR Capital National Normative Data

Generations

• Gen X’ers and Y’ers are extremely different in their approaches to work and the work place

• Understanding differences can result in:– minimizing conflict– leading to productive changes in the way

health care is and will be organized and delivered in the USA

Multigenerational Healthcare WorkforceVeterans

• Patriots

• Still active in nursing leadership

• Work ethic has formed nursing leadership today

• Comfortable with hierarchic organization

• Clear decisions of labor

• Conformity, Consistency, Uniformity are valued

• Believe in life time employment

• Company loyalty



Veterans

• Paying ones dues to gain respect and security

• Respect people in authority• Entered workforce expecting to work p g

hard and be rewarded for loyalty and years of service

• Commitment to organization results in generous pension

• Retirement funding of social security

Veteran

• Great Depression • WWII• New Deal• Korean War• American values• American values• Civic pride• Loyalty• Respect for authority• Keepers of the grail• Veterans are enraged by: action oriented BB’s

and technology crazy Gen X’ers

Baby Boomers (BB) • Dominate workplace until 2015• Most active in nursing leadership• Experience impressive• Well connected with decision makers • “Who you know” and turned it in to art form.• Have NOT planned well for financial future, thus

will work longerwill work longer• Era of intense competition because there are so

many of them

Gen X and BB want the same thing: power and statusClash over: “the right to decide one’s own future”

Baby Boomers• Vietnam War• Civil Rights Movement• Cold war• Women’s Liberation• Never met a problem that can’t be solved, then

th l t th itpronounce themselves master author …write a book

• “ Me first, me last, me only”• Invented “Thank God it’s Monday”• 60 hour work week• Passionate about participation in spirit in

workplace, civil rights, empowerment and diversity generation

Baby Boomers

• Unthinkable to leave a unit inadequately staffed when asked to work on day off

• Ponder why they say yes and X’ers say• Ponder why they say yes and X’ers say no when called

• BB are drained from the torrent of new nurses coming and going, unable to establish a connection with them

Generations X

• Watergate• Wall Street frenzy• Persian Gulf• Fall of the Berlin Wall• Fall of the Berlin Wall• Deeply segmented, fragmented cohort

• Hyper traditionalists pseudo 1950, 5th

Avenue values, dress styles• Reinventing the Beat – black stockings,

leather jackets



Generation X

• No extra shifts scheduled or unpaid overtime• Flexible scheduling• Participatory management• Terms not negotiable• Technology easygy y• Expect instant response and satisfaction• Received educational humanism +

development of the student was not read and write

• People are important and their individual needs

• Did not learn to compete for survival’s sake

Generation X

• Don’t understand dictatorial style management

• Prime source of your workers

N i i li• Nursing is unappealing

• Dissatisfaction and disillusionment

• Customer service perceived as poor by consumer activism

Generation X’ers• Chronic understaffing means leadership

does not care about individual or meeting needs of the patient

• Dislike close supervision

N d f f db k d fl ibilit• Need for feedback and flexibility

• Personally adept, comfortable with change

• Life experiences of changing cities, homes and parents

Generation X’ers

• Very Clear meaning of “balance” in their lives

• Work is work

• “They work to live, they do not live to y , ywork”

• Expect professional treatment from peers and equals to the leaders or manager

• Professional environment colleagues have different skill set

Generation Y: 1981 to present• Men / Women: 22 yrs and younger, A.K.A: “Millennial

Generation”

• Fast-growing group: currently 30% of the U.S. population

• Culturally diverse

• 36% of generation Y are of nonwhite or Hispanic heritage

• Members’ parents were heavily involved in their upbringing,

often chaperoning or coaching extracurricular activities

• Society encouraged learning and expressiveness in this

generation from early on, which has resulted in strong

levels of self-confidence

Generation Y

• Count on Y’s to be technologically literate. Many millennials grew up using e-mail or the internet more often than the telephone

• Throughout their lives, mass consumption of television and pop culture have been the norm

• Y’s consider personal cell phones a necessity for daily life and interpersonal communication



Generation YBefore pairing a generation Y staff

member with a task, ask: – Where are culturally sensitive viewpoints

needed and best utilized?

– What jobs require an outspoken nature?

– How about extended training?

– Which positions entail advanced computer

or other technological skills?

Z?

ZPRESENTLY Y AND Z OFTEN COMBINED

GENERATION “TO BE” 1990’S – PRESENT

BASED ON DEFINITION, YOUNGEST ARE15-20 YRS OLD

The Sandwich Generation:

Individuals / Families who care for their i t hil ti / i iaging parents while supporting / raising

their own children

Sandwich Generation

Carol Abaya categorized the different scenarios involved in being a part of the sandwich generation:

• Traditional: those sandwiched between aging parents who need care and/or help and their own children

• Club Sandwich: those in their 50s or 60s sandwiched between aging parents, adult children and grandchildren, or those in their 30s and 40s, with young children, aging parents and grandparents

• Open Faced: anyone else involved in elder care

Sandwich Generation• 1 of every 8 Americans aged 40 to 60 is both

raising a child and caring for a parent

• 7 to 10 million adults caring for their aging parents from a long distance

US Cens s B rea Americans aged 65 or older• US Census Bureau Americans aged 65 or older will double by the year 2030, to over 70 million

• Actual recognized month to observe July 1-31

• Merriam-Webster officially added the term to its dictionary in July 2006



Sandwich Generation• Financial squeeze for 46 and 64 yr olds from:

– Their children• still paying for education• Living at home• moving back due to lack of job / laid off

A i t– Aging parents• whom they must now care for• increasingly difficult to bear (despite “tradition” of past):

– seniors are living longer – outliving their own savings– cost of their health care– cost of living arrangements (retirement homes/chronic care)

• SG’s own savings also shrinking / difficulty of getting loans (home prices / home equity)

Sandwich GenerationBringing Parents / Elderly Home:• Pitfalls:

– stressful and cause an increase in depression

– stress and anxiety

– physical illnessphysical illness

– prevalent among middle-aged women caring for their elderly parents

– Boomers even more stress if add own kids as well

• Pros: – multiple-generational living can present some

emotional benefits and familial bonding as well

Sandwich Generation

• Adult children can try to: Ask, Beg, or Insist but “The Power” to make it happen is limited

• Emotionally difficult to “Force" a parent to comply with our wishes after lifetime of being in the child role

• May seem:

– Intrusive

– almost always Awkward

– remind us of Mortality of parents

– “Role reversal" accompanied by Grief over the loss of advisor / mentor role of parent

• Issues often “discovered”….better handled if addressed sooner (stress of realization)

Sandwich GenerationHelpful suggestions:• Discuss care giving issues with parents before the

need arises.

– helps guide decision making in the future

– Consider preferences, taking into account realistic circumstances

– Consider Living Will, Power of Attorney for Healthcare, and / or Power of Attorney for Finances

• Review to include their philosophy of quality of life issues• Discuss funeral arrangements

Sandwich Generation

• Compile health care information– Medications– Family health history– Doctors– Insurance plans– Information readily accessible in case of emergency– Information readily accessible in case of emergency

• Organize other important information / documents– Set clear boundaries– Respect family roles– Respect dignity and wisdom of the elderly when they live

with their children and grandchildren

• Clear communication, without ambiguity is important

Sandwich Generation

• For women stressed:– Do your best to understand what you can

give and what you can’t

– Have a support network of friends (to talkHave a support network of friends (to talk to outside family)



MONITORING THE MIX

Monitoring the mix• Identify who’s who on your staff

• Match the people with the tasks best suited to their strengthssuited to their strengths

• Keep your staff satisfied

• Flexibility

Help Staff Members Remain In Synch

1. Accommodate generational differences asmuch as practical, from Communications toPerformance appraisals

Generation X’ers and Millennial Y’s: Announcements by– Generation X ers and Millennial Y s: Announcements by email or intranet posting

– Veterans and Baby Boomers prefer to receive information through face-to-face meetings or newsletters

– Alter your multigenerational strategy to encompass all four forms of communication

Help Staff Members Remain in Synch

2. Invite input. – Variety of perspectives and outlooks good

for workplace balance and productivity

– Millennial employees enjoy a more participative role in unit management than your veteran workers

– Devise alternate ways to assign responsibility or structure the team

3. Frame problem behaviors in terms of generational values– Ask yourself, “Will shifting around a generation

X employee with a veteran, or a generation Y

Help Staff Members Remain in Synch

y gemployee with a baby boomer provide better results?”

– Management experiments in pairing teams on this basis may leave you and your multigenerational team pleasantly surprised

Monitoring the Mix

• Keep in mind that no managementissue is beyond the scope of multigenerational considerations:– recruitment– benefits– discipline– retention

• Relating in the different languages of the four generations will help ensure that you’re better understood, as well as increase understanding among peers



Conflict Generation X and BBGen X see BB as:• Self indulgent • Incompetent• Morally bankrupt• Ruthlessly exploitative of the weak

BB see Gen X as:• Shiftless slackers unwilling to pay their dues• Shiftless slackers unwilling to pay their dues• Rebels who expect free rides to the good life

Both groups competing to obtain many like goals

Success of one group means the failure of the other, thus increasing conflict between the two

Propensity for betrayal when things go wrong

Conflict between Gen X and BB

• Both Groups seek the best wages and positions

• Stereotypes perpetuate Conflict and DistrustDistrust

• Comprises becomes very difficult

• Bicker incessantly, complain of bad faith, harp on each others hypocrisy

Conflict X’ers and BB• Management becomes frustrated with the internal

conflict and lack of support

• Leaders’ and staff morale suffers

• Leaders look for a different job because they can t t th d f th ti t l ti ithnot meet the need of the patient population with

less staff.

• This effects their leadership and they become less desirable leaders … staff rebels… both groups work against each other …can’t problem solve

• Vicious circle of one blaming the other!

Conflict between Gen X and BB

RESULT:

ULTIMATELY AFFECTS CARE:

Patient gets caught in the struggles

Needs are not meet

Decreases quality of care

Veterans, Boomers, X’ers (summary)

• Veterans:

– White cap traditional view of nursing

• Boomers:

– Power brokers of nursingg

– 60 hours

– Rely on hierarchy and their positions for their power bases

• X’ers:– Expect team to deliver patient services within a 40

hour work week without working short staffed

Future of Nursing

Generation X:• Becomes a greater segment of nursing

workforce

• Values and norms will cause the nursing i t f d t ll hprogression to fundamentally change

• Causing changes in the work environment for nurses

• End result: increased retention and recruitment of nurses,….decreasing the nursing shortage



Future of Nursing

• Gen X’ers are part of the “diversity” movement for the last decade

• Leaders should identify and yunderstand their differences

• Resulting knowledge adds value to the organization

• Gen X’ers add a piece to the puzzle of organizational success

Future of Nursing

• Identify and be aware of the generational representation among your various work groups:– Registered Nurses

L d– Leaders– Physicians– Board members

• Understanding the generational make-up of these groups is vital in determining the aggressiveness of implementation

Future of Nursing• Healthcare Organizations / Leaders should:

– Take advantage of knowledge, strategies, and tactics related to generational differences

– Recognize the need for change

– Recognize that timing is critical

– Recognize that needed strategies, may require years to implement

– Engage each distinct generation "where they live“

Future of Nursing

• RESULT:– More effectively meeting responsibilities

Creating the right environment and opportunity for– Creating the right environment and opportunity for high levels of:

• Clinical Excellence• Operational Excellence• Financial Excellence

– Better prepare their organizations for future success

Develop Specific Plans

Optimize human capital:

UNDERSTAND: what Attracts, Engages, Motivates, and Retains distinct generations that comprise the modern work force

Develop Specific PlansKey components that engage and motivate

employees include:• Compensation / Benefits programs that meet the

unique workplace expectations of the newer generations

• Moving away from length-of service pay systems to specific skill-based programs

• De-emphasize Escalating benefits based on length of service as a retention tool, particularly time off benefits



Develop Specific Plans

Key components that engage and motivate employees include: (cont..)

• Performance management systems that recognize differing attitudes about motivationg g

• Feedback and participation mechanisms that reflect the very different expectations of Generations X and Y

– Rethink annual face-to-face process of feedback

– Replace with a more regular and rapid feedback system (use new technology)

Develop Specific PlansKey components that engage and motivate

employees include: (cont.)

• Flexible scheduling that challenges the current concepts of shifts and location of work

• Adaptable technology to address differingAdaptable technology to address differing communication styles and needs

• Enhance Generation X and Y’s concepts of commitment and ambition

• Professional development opportunities and challenges that will help retain staff when changing jobs is the norm

Thoughts and Actions• Current workplace model: “one size fits

all”

• Lagging in redesigning the environment and management styles to work effectively with the broad range of nurses who are among us.

• Gen X are team based, BB are not.

Thoughts and Actions

• Gen X nurses do not understand or adhere to hierarchic structure of nursing due to their team based focus

• They see current established management power base as impediment to team based patient care

Thoughts and Actions:New Nurse / Mentor Dyad

• New nurses need mentoring– work best with whom they value

– believe in

• Mentors:– Need to see the potential of the individual

– Need to realize their “student” may be from a different generation

Thoughts and Actions:New Nurse / Mentor Dyad (cont.)

• Results– Vets and BB generation find it difficult to

find a Gen X to value and believe infind a Gen X to value and believe in

– An influential leader in an organization as a mentor can make a critical difference in providing visibility, credibility, and acceptance



New Nurse / Mentor Dyad

• Mentoring can make the difference in retention

G X d t d i th t• Gen X needs to admire the mentor

• Mentoring programs designed to enhance Generation X and Y’s concepts of commitment and ambition

Thoughts and Actions

• Professional development opportunities and challenges that will help retain staff when changing jobs ishelp retain staff when changing jobs is the norm

• Creative reward and recognition programs focused on lifestyle

Actions and Timetable

Next 12 Months

• Develop an understanding and acceptance for upcoming change by all levels of leadership

• Hold senior leadership and board retreats/discussions on• Hold senior leadership and board retreats/discussions on generational roadblocks to change

• Create an HR task force to identify the need for potential structural changes

• Assess succession plans for all key leaders

• Review board member nomination and selection process for generational diversity

Actions and Timetable:12 to 36 Months

• Lay groundwork for benefits and compensation changes

• Initiate management development programs on leading and motivating new generationsand motivating new generations

• Develop plans for potential scheduling changes

• Determine budget expense and begin technology upgrades

• Determine office and building needs for a more virtual office environment where appropriate

Actions and Timetable36 to 60 Months

• Gradually implement new compensation and benefits programs

• Complete initial technology upgrades and plan next cycle

• Begin creative scheduling options

• Create plan for replacing retiring leaders and employees

• Orient new generation of board members

• Establish recognition program consistent with new generations

MULTIGENERATIONAL GROUP DYNAMICS

• SPECIFIC GENERATIONS HAVE UNIQUE NEEDS / INFLUENCE

• CONFLICT OF GENERATIONS IS MORE THAN JUST A NUISANCE…..

• EFFECTS PRODUCTIVITY, PATIENT CARE QUALITY, AND EMPLOYEE RETENTION

• WE MUST RECOGNIZE THE CRITICAL ROLE OF GEN X IN OUR PRESENT HEALTH CARE DILEMMA

• RECOGNIZING THE IMPORTANCE OF ADDRESSING GENERATIONAL INFLUENCE IS PARAMOUNT TO FUTURE ORGANIZATIONAL SUCCESS



“USE YOUR BRAIN”

THE END

Lavoie‐Tremblay, et al., Journal of Nursing Management, 2008:16, 724‐733

• Healthcare Work Force—Snapshot of Generational Distribution

• Generation X 23%G ti Y 17%• Generation Y 17%

• •Traditionalists 8%• Baby Boomers 52%• Source: MSA HR Capital National

Normative Database



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