HICAP ConferenceOctober 17, 2008

Recruiting Baby Boomers and Managing Volunteer Stress

Session Goal & Key Objectives

Goal: To present information on recruiting Boomers

Objectives: To understand emerging concepts about

boomers as volunteers To help your agency to “Boomerize” its

volunteer opportunities To identify strategies for change

Four Generations in Workplace

The 4 generations of today’s workplace cover nearly 70 birth years from 1922 to 1986.

4 Generations in the Workforce

Traditionalists - 1922-1945 75 million, 10% of workforce

Boomers - 1946-196480 million, 45% of workforce

Generation X - 1965-198045 million, 45% of workforce

Millennials – 1981-199976 million, now entering workforce

Generational Diversity in Workplace

Generation Gap

This is defined as occurring “when older and younger people do not understand each other because of their different experiences, opinions, habits and behavior”.

Generational Clashpoints

Traditionals – “chain of command” Boomers – “change of command” Gen Xers – “self-command” Millennials – “Don’t command – collaborate!”

Clashpoints & Career Goals

Traditionals – “Build a legacy” Boomers – “Build a strong career” Gen Xers – “Build a portable career” Millennials – “Build a parallel career”

Clashpoints on Feedback

Traditionals “No news is good news” Boomers “Feedback once a year with lots of

documentation!” Gen Xers “Sorry to interrupt, but how am I

doing?” Millennials “Feedback whenever I want it at

the push of a button”

Clashpoints around Rewards:

Traditionals “The satisfaction of a job well done.”

Boomers “Money, title, recognition, the corner office.”

Gen Xers “Freedom is the ultimate reward.” Millennials “Work that has meaning for me.”

Characteristics

Traditionals – Loyal Boomers – Optimistic Gen Xers – Balance/Skepticism Millennials - Realistic

Why all the fuss about Boomers?

Size of the cohort Their expected longevity Their different kind of retirement Their experience and skills Their interest in community involvement

Volunteer Staff Characteristics

Traditionalists Tradition, respect for

authority Conformity, blend in Organizational loyalty Adherence to rules/rigid Delayed gratification Refer to themselves as

senior citizens Retirement – vision=moving

to Florida Predefined phase of life

Boomers Respect and authority have

to be earned Less conformity,

individualism Willingness to whistle blow Choice and flexibility Forever young/health &

wellness Retirement vision=exploring

new civic engagement, lifelong learning and work opportunities

Organizational Readiness

Needs Assessment Physical Space Considerations Technical Needs Access to Organizational Resources Associated Costs Internal Culture Change Volunteer Orientation to Agency

Needs Assessment

Ask staff to think outside the box in terms of how they are currently using volunteers.

Analyze biggest program challenges and how professional/leadership volunteers can help build and expand program’s capacity.

Roles

Range of Incentives

Enrich Opportunities

Time

Structure

Two Types of Roles

Organizationally Defined Created by staff with no

input from volunteers Volunteers recruited to

fill existing roles

Volunteer-Defined Start with Volunteer’s

skills and interests Opportunity is created More effective ways to

utilize specialized skills

Teams

Types of Teams Service delivery Problem-solving Leadership

Value of Teams Increased job

satisfaction Increased retention Increased creativity Often self-directed

Intergenerational Team

Telecommuting

Volunteering from home or work through technology

Technology can be used to:– Complete tasks offsite– Enable direct client service– Manage distant volunteers

Incentives/Perks

Presentation on program results Token gifts Major gifts Expense reimbursement Cash-equivalent benefits Lifelong Learning Opportunities Leadership Development

Boomer Assignments

Evaluation volunteer Interviewer Marketing specialist Researcher Strategic Planning volunteer Event planning

Boomers Want:

Flexible hours, team-based, virtual and short-term assignments

Assignments that are meaningful and show impact Participation in program meetings and “being treated

like staff” To be part of programs that are well run and

innovative Training and continuing education opportunities

Exercise

Develop Your Own Volunteer Role Based on using the “Developing a

Compelling 55+ Opportunity” handout, develop a boomer type role you can use at your own agency.

Recruitment Strategies

Professional associations Lifelong learning centers Corporations Naturally Occurring Retirement Communities Current Super volunteers

Stategies

Listen to the volunteer needs and desires Remember to ask for help Be open and flexible to new ideas and new

assignments Start small, progress in an incremental process Utilize self-managed or self-directed teams Build an evaluation tool that evaluates your program

and volunteer satisfaction

Messages to Motivate

Traditionals Your experience is respected here It’s valuable to the rest of us to hear what

has and hasn’t worked in the past. Your perseverance is valued and will be

rewarded.

Messages to Motivate

Boomers You’re important to our success You’re valued here Your contribution is unique and important We need you I approve of you You are worthy

Conflict Resolution

Handouts on conflict resolution for your toolkit.– Conflict Resolution outline– Win-win problem solving– How to deal with conflict

Personal De-stress Techniques

Pranayama – deep breathing Guided visualization Acupressure Chair yoga

Contact Information and Resources

Mary Lynn Perry – mperry@cityofsacramento.org

Free on-line training – www.templecil.org/CapturingExperience

When Generations Collide, by Lynne c. Lancaster and David Stillman