Older workers and generational differences May 2012

Older workers and generational differences

by Toronto Training and HR

May 2012

Contents3-4 Introduction to Toronto Training and HR5-6 Work factors favoured by each generation7-10 Reputation by generation11-12 Understanding key generational differences13-14 Minding the gaps15-16 Recruitment and selection17-20 Tips for generational diversity21-23 Approaches for managing an

intergenerational workforce24-27 Events where generational differences may play a role28-29 Targeted initiative for older workers

(TIOW)30-31 What Generation X look for in organizations32-34 Self-building opportunities for Generation X35-37 Principles of managing Generation X41-48 Case studies49-50 Conclusion and questions

Introduction

Introduction to Toronto Training and HR

• Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden

• 10 years in banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR

are:- Training event design- Training event delivery- Reducing costs- Saving time- Improving employee engagement &

morale- Services for job seekers

Work factors favoured by each generation

Work factors favoured by each generation

MaturesBoomersGeneration X

Reputation by generation

Reputation by generation 1 of 3

VeteransBaby-boomersGeneration XGeneration YMillennials


Core valuesOn the job they are seen as…


Dominant valuesStereotypesWork ethicCommunicationFeedbackLeadershipAuthorityFamily and workRewards

Understanding key generational differences

Understanding key generational differences

Be unaware that the dynamics of generational differences at work have been studied for about twenty years nowHave some knowledge of generational differences. Be highly knowledgeable regarding generational differences

Minding the gaps

Minding the gaps

Dispose of top-down ruleKnow what your employees wantAdopt multi-channel communicationsEngage through mentoringGet older workers involved in recruiting

Recruitment and selection

Recruitment and selection

VALUE PROPOSITIONSVeteransBaby-boomersGeneration XGeneration YMillennials

Tips for generational diversity

Tips for generational diversity 1 of 3

Analyse your workforce profile in terms of age and analyse the future impact of the changing generational mixCarry out an employee survey and analyse the views and motivations of different age groupsAudit your internal communications to assess the communication channels and stylesDoes your employer brand really convey what is compelling your organization as a place to work at that attracts and engages all generations?


Rigorously analyse career development opportunities for all people through statistics and career conversationsConsider radical changes to flexible working practicesMaximize opportunities to enhance coaching and mentoring across the generational groupsRe-engage Boomers by ensuring they feel challenged and have development opportunities


Re-evaluate corporate social responsibility policies and practicesIdentify the areas of commonality and build on them

Approaches for managing an

intergenerational workforce

Approaches for managing an intergenerational

workforce 1 of 2

Communicating information in multiple waysCollaborative discussion, decision-making or problem-solvingTraining managers in dealing with generational differencesOffering different types of trainingCreating mentoring programs to encourage workers of different generations to work together and share experiences

Approaches for managing an intergenerational

workforce 2 of 2

Training employees on working with people of diverse age groupsConducting a demographic audit of the workplace to increase awareness of generational issuesMediationKeeping workers of different generations from being assigned to work together where possible

Events where generational

differences may play a role

Events where generational differences may play a role

1 of 3Workers from different generations work effectively togetherWorkers from different generations learn from one anotherBetter quality of work due to a variety of generational perspectivesConflicts regarding acceptable work hours between workers of different generations


2 of 3Employees feeling co-workers from other generations do not respect themCommunication breakdowns between workers of different generationsIntergenerational mentoringPerspectives of workers from two or more different generations balancing each other


3 of 3Employees stating that co-workers from other generations are over and under reliant on technologyEmployees taking co-workers from other generations less seriouslyResentment between workers of different generations

Targeted initiative for older workers (TIOW)

Targeted initiative for older workers (TIOW)

Who is aimed at?Eligibility

What Generation X look for in organizations

What Generation X look for in organizations

Invest heavily in the training and development of their employeesCare about their employees as individualsProvide clear opportunities for long-term career progressionProvide variety in daily workHave a dynamic, forward-looking approach to the organization

Self-building opportunities for

Generation X

Self-building opportunities for Generation X 1 of 2

Learn marketable skills Build relationships with people that can help themTackle challenges and produce results that will act as evidence of their abilityManage as much of their own time as possibleWork in an entrepreneurial environment

Self-building opportunities for Generation X 2 of 2

Be creative and innovativeWork as part of a teamReceive feedback and credit for valuable contributions

Principles of managing Generation X

Principles of managing Generation X 1 of 2

Accept them and learn to work with them rather than to fight themUse love and caring because they need to know that you truly care about them as peopleSupport them outside work and show support for them through difficult personal situationsDon’t baby them-they want to be seen as independent and don’t micromanage them

Principles of managing Generation X 2 of 2

Ask, ask, ask-ask lots of questions and implement solutionsDiscuss your methods and explain how you would like to manage and evaluate themTrain and orient them by meeting with them often because training is a key motivator Set specific standardsMake work fun

Encouraging learning in Generation X

Encouraging learning in Generation X 1 of 2

Use action learning with the emphasis on reflection and structured so that real issues are solvedEncourage incidental learning both through action learning and in the workplace-which is often unstructured and dependant on circumstancesPromote a culture of forgiveness, open-mindedness and awareness

Encouraging learning in Generation X 2 of 2

Use formal learning with opportunities for self-direction, such as e-learning emphasized over structured classroom trainingUse a human touch in development, such as mentors and leadersAdopt special programs such as job rotation, stretch assignments, taskforce leadership, mentoring and new product development

Case study A

Case study B

Case study C

Case study D

Conclusion and questions

Conclusion and questions

SummaryVideosQuestions

Older workers and generational differences May 2012

Business

Transcript of Older workers and generational differences May 2012