Michael G. Gelles, Psy.D- Deloitte Consulting, Federal Practice Katherine M. Ryan, Ph.D.- Deloitte Consulting, Federal Practice Vernon M. Kennan,- Director, Georgia Bureau of Investigation

The Next Generation of Policing: Public Safety through a Multi-Generational Workforce

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The future is here, and spreading…

HunchLab Crime Analysis Mapping and Tools

“Find my Friends” shows real-time location of teammates

Finding Stolen Cars with Twitter

Firedepartment.mobi App shows trained citizens nearby to help in cardiac emergencies

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The workforce of the future is here, and growing…

Source: Bureau of Labor Statistics Employment Projections

% in Workforce

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Agenda

The new reality of the workforce

Seeing beyond stereotypes

GenY in a multigenerational police workforce

Technology and demographic trends as opportunities for policing

How to make the most of GenY in your workforce

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Four Generations in the Workforce

Veterans (Traditionalists) Birth Years: 1925-1945

Ages in 2012: 67-87

Baby Boomers Birth Years: 1946-1964

Ages in 2012: 48-66

Millennials (GenY) Birth Years: 1981-1993

Ages in 2012: 19-31

Generation X Birth Years: 1965-1980

Ages in 2012: 32-47

•Loyal •Patriotic •Logical •Conformist •Desire to leave a legacy •Financially conservative •Strong faith in institutions •Work hard •Discipline

•Reformative •Competitive •Questioners of Authority •Desiring to put their own stamp on institutions •Consumerism •Jeans on the weekends •Workaholic •Large in numbers

•Cynical •Eclectic •Resourceful •Self-reliant •Independent •Skeptical of institutions •Highly adaptive •Small in numbers

•Globally concerned •Achievement-oriented •Cyber-literate •Media savvy •Environmentally & socially conscious •Pragmatic •Collaborative •Educated

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What they ARE: Shared formative events

Expression of beliefs, common behaviors

Not inherently +/-

Generational Differences

What they ARE NOT: Age-stereotypes

“They” aren’t like “us”

Polarizing

Typically Negative

1925 1993 1945 1964 1981

Tip: Think of Generational differences as “cultural differences”

It’s important to be aware of the distinction between generational characteristics vs. age stereotypes

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"I see no hope for the future of our people if they are

dependent on frivolous youth of today, for certainly all

youth are reckless beyond words…When I was young, we

were taught to be discreet and respectful of elders, but the

present youth are exceedingly wise [disrespectful] and

impatient of restraint."

–Hesiod, 8th century BC

As the youngest generation in the workforce, GenYs are targeted for all manner of negativity, maligning, scape-goating and criticism.

GenY: Plenty of stereotypes to go around

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Stereotype Reality

Millennials are lazy.

Research has shown small differences in work centrality (such that it is lower for younger generations than for older ones; Smola and Sutton 2002; Twenge et al. 2010), but no differences have been found in altruistic work values (Twenge et al. 2010).

Millennials are entitled.

The Family and Work Institute (2005) found both that workers overall are working longer hours than in the past and that there are no differences between the hours worked by Millennials and Gen Xers at the same age (18–22). Millennials work more hours than did Boomers at the same age, in 1977.

Millennials lack loyalty

and appreciation.

Fernandez (2009) compared the work beliefs of Generation X and Generation Y and found that Generation Y (aka Millennials) had higher levels of work engagement, saw themselves as more loyal and more content with teamwork possibilities.

There is no definitive empirical evidence to show that GenY (Millennial) employees as a group are lazy, entitled, disloyal, or unappreciative.

GenY: Stereotypes or Reality?

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SO Who is Generation Y (aka the Millennial Generation)?

A -

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What does GenY want?: Community & Collaboration

Traditionalists (67+ yrs) : When I say “Jump,” you say “How high?”

Baby Boomers (48-66 yrs) : We can share ideas, but I make the final decision.

Gen Xers (32-47 yrs) : We can collaborate, but I’m an independent operator.

Millennials (19-31yrs): Let’s collaborate 24/7, all the time with everyone.

Millennial Highlight • Defined by constant digital connections to people at their fingertips

(smart phones, social networks, Facebook, Twitter). • View collaboration as a means of maximizing productivity. • Oriented toward a culture where teamwork is the norm and advice is

readily available.

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Community & Collaboration: What does this look like?

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The Changing Context in Law Enforcement: Community & Collaboration

New trends to stop crime and prevent terrorism rely on technology and information sharing

The fight against terrorism, securing borders and stopping crime, blurs the boundaries between federal, state and local law enforcement. Partnerships with federal counterparts are on the upswing

Increased reliance on developing networks across police agencies to ensure that all officers have access to necessary information to stop crime and disrupt terrorist plots

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What does GenY want?: Communication & Info Sharing

Veterans (67+ yrs) : Look me in the eye.

Baby Boomers (48-66 yrs) : Call me.

Gen Xers (32-47 yrs) : Email me.

Millennials (19-31yrs): Text or IM me, and I also want face-time.

Millennial Highlight • Defined by constant digital connections to information their fingertips

through the (Internet, mobile devices, social networks). • View “information sharing” as the norm. • Want “short-to-the-point communications” to be accompanied by face time. • Oriented toward a culture where information is readily available and shared

across a larger community.

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What does this look like?: Communication & Info Sharing

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The Evolving Law Enforcement Landscape: Communication & Info Sharing

Addressing new challenges to public safety and an evolving adversary: terrorism, smuggling, organized crime

Shift to greater communication and information access and sharing

Technology based

Network of relationships formal and informal

Beyond the task force model

Law Enforcement Information Exchange (LInX)

Law Enforcement National Data Exchange (N-DEx)

Secure Communities, 287g

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What does GenY want?: Training & Career Development

Veterans (67+ yrs) : I learned the hard way, and you can too.

Baby Boomers (48-66 yrs) : Train ‘em too much and they will leave or ask for more money.

Gen Xers (32-47 yrs) : Learning as a job benefit. The more they learn, the more they will stay.

Millennials (19-31yrs): Continuous learning is a way of life. Low tolerance for training they don’t like.

• Online training, collaboration, exercises, networking

• Training via a mobile devices • Ubiquitous access to research

information • Provide proof of the training’s value

• Connect it to their contribution • Keep their attention • Ongoing participation, hands-on stimuli • Give them mentors, & let them mentor • Value their team as well as their own

unique contributions as special

Millennial Highlight

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Training & Career Development: What does this look like?

#hashtag

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The Evolving Law Enforcement Landscape: Training & Career Development

Emphasis on technology, mobility, and teaming relationships

VUCA environments require adaptive skills and big-picture thinking

Rotational assignments, cross-functional experiences

Teamwork in planning and executing; group-level metrics

Simulation-based, immersive training environments

Assimilation of more complex techniques and enhanced statues to support training

A changing context demands identification of new behaviors for success, and new learning experiences to support the development of those behaviors.

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Strengths of the GenY workforce

• Mobile and social “digital natives.”

• Used to processing lots of information; good at continuous partial attention and signal/noise filtering.

• Expert at virtual collaboration and working in teams

• Eager for meaningful work and development opportunities

• Ready to take on tough challenges and work toward ambitious goals

• Diverse and inclusive generation

• Hungry for coaches and mentors: welcome the chance to partner with older, more experienced colleagues.

Generation Y brings a 21st century perspective to the workplace and can be drivers of significant positive change.

Multigenerational police forces will enhance the ability for law enforcement to use evolving technology to meet new challenges and to do it more effectively and efficiently.

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The Operations Challenge

Law enforcement agencies and officers currently face challenges in coordinating resources due to: Lack of a comprehensive, convenient system for information exchange Lack of coordination during investigations and operations Lack of real-time communication across multiple agencies

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Addressing Operations Constraints w/ Mobile Technology

Mobile Technology Features

Benefits to Law Enforcement Officers Benefits to Citizens

Real-time information • Instantly updated data • Pattern recognition

• Early warning systems “pushed” to citizens

Mobile Apps • Reduction of non-emergency responses

• Decreased administrative burdens

• Easily report information

• Community response capabilities

GPS • Improved coordination on-the-ground.

• More effective patrols and response times

• Easy to find resources/ assistance locations

• Location-based security information

Utilizing LInX and N-DEx, mobile technology can empower law enforcement officers and the general public

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The Path Forward

Expect a shift in the characteristics of police candidates who will be applying in the near future, and how they will be different from the police candidates of just a decade ago

Understand the new generation of officers, their behavior and problem solving approach

Recognize increased reliance on technology to solve and manage crime Begin to re-evaluate what constitutes the “goodness of fit” of a

candidate, and what competencies a police officer will need to do to be successful over the next decade

Examine how you attract and retain GenY, and maintain an effective multigenerational workforce.

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NEXT STEPS: CREATING AN EFFECTIVE MULTIGENERATIONAL WORKFORCE

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Gen Y Readiness Assessment

Gen Y Readiness

Career Development

Communication Work/Life Balance

Training

Performance Management

Community & Leadership

Comp & Benefits

Onboarding

Understanding Generational Issues

Assessing an Organization’s Gen Y

Readiness

Identify Gen Y Solutions

Implement Gen Y Solutions

Deloitte has developed a tool to assess an organization’s maturity when it comes to attracting and retaining GenY in order to capitalize on their talents.

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Evaluating Generation Y Readiness

The GenY Readiness Model tool provides the following: An assessment tool that evaluates an

organization’s Gen Y Readiness – a comprehensive look at its ability to recruit, develop, and retain Gen Y talent

A means to quantify the level of maturity of an organization’s Gen Y readiness in the eight key focus areas

Proof that failure to address these eight focus areas increases the level of risk to an organization

Criteria Analysis Scorecard Application

Gen Y Readiness

Career Development

Communication Work/Life Balance

Training

Performance Management

Community & Leadership

Compensation & Benefits

Onboarding

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A Multigenerational Workforce Vision & Strategy

Set Strategic Priorities

Examine assessment results and identify strategic priorities.

1 Align priorities

to tactics

Using Multigenerational Workforce prioritization playbook, map strategic priorities Workforce Strategy.

2 Create

Multigenerational Workforce Strategy

Link strategic priorities, to tactics, roadmaps, KPIs

and action-plans.

3

The Multigenerational Workforce strategy is a comprehensive blueprint created to give agencies a “game plan” for achieving their Multigenerational Workforce vision.

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Strategically impacting Generational issues: Career Development Example

Lee, J. (2011). New Face of Government. Federal News Radio Survey Report.

Government agencies cannot control factors like pay freezes and external offers. However, they can target efforts toward enhancing career development, which may diminish the attractiveness of other offers and/or private sector experience.

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Understanding Generational Issues

Assessing an Organization’s Gen Y

Readiness

Identify Gen Y Solutions

Implement Gen Y Solutions

Developing There are no defined career paths for employees-- and individual has no say in his/her professional future.

Basic Employees have a vague understanding of their professional future

with the organization.

Progressing Employees understand their present career path but are not

equipped to change that path if their professional needs change.

Advanced Employees create a personal development plans which align with

organizational roles and goals. There is a minimal amount of career path flexibility

Market Leading

Career paths are clear and may be changed to adhere to evolving professional desires. Organization provides complete transparency

to all available positions. Organizational leadership considers personal development plans when determining promotions,

projects, role-changes, etc.

Career Development: Assessment results quantify the level of maturity of an organization’s Gen Y readiness.

Current Standing

Goal

Strategically impacting Generational issues: Career Development Example

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Understanding Generational Issues

Assessing an Organization’s Gen Y

Readiness

Identify Gen Y Solutions

Implement Gen Y Solutions

Career Development: Further assessment of career development at the organization leads to multifaceted recommendations for improving career development maturity of an organization.

Career Roadmaps

Joint Duty/ Rotational Programs

Online Career

Planning Tools

Social Media-based

Forums & Resources

Career Mentoring Program

Emerging Leader

Programs

Strategically impacting Generational issues: Career Development Example

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Outcomes & Benefits of Millennial/GenY Readiness

Generation Y represents an opportunity to create an adaptable, high-performing workforce. Organizations that proactively build and encourage Millennials in their workforce will be able to:

Recruit and retain top talent

Increase rates of knowledge transfer

Improve engagement and productivity

Enhance collaboration and information sharing

Build a culture of trust and innovation

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Developing Gen Y-focused Solutions

The Deloitte team applies leading Human Capital, Strategy & Operations and Technology practices in each of the eight focus areas and infuses them with a Gen Y focus to develop solutions and recommendations.

Deloitte works with the law enforcement agency to produce a Gen Y Readiness Strategic Plan

Practitioners work with law enforcement agency to implement Gen Y-focused solutions on identified areas of improvement

These solutions implement Deloitte’s full suite of Human Capital, Strategy & Operations and Technology services.

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Gen Y Readiness Offering: White Papers

See our White Papers for more information on Deloitte’s GenY service offering.

Millennial Model Research shows that Millennials are not being successfully integrated,

retained, or developed by federal agencies

White paper reviews the current situation and risks, the opportunity that Generation Y represents, and introduces the Millennial Model

Networked Workforce

White paper examines the anticipated “retirement tsunami” in the public sector, the common experiences and network-oriented skill-sets of Millennials, and a proposed model for integrating these individuals into the government

For More Information Contact: Mike Gelles (mgelles@deloitte.com)

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Select References

Finkelstein, L.F., Ryan, K.M. & King, E.B. (in press). Exploring the content and accuracy of age-related stereotypes and metastereotypes. European Journal

of Work and Organizational Psychology.

Ryan, K.M., King, E.B., & Finklestein, L.F. (2011). Exploring Younger Workers’ Metastereotypes in Relation to Impression Management Behavior at Work. Manuscript under review.

The Partnership for Public Service, 2008. “The Partnership for Public Service 2008 Annual Report.”

Lancaster, L.C., & Stillman, D. (2002). When Generations Collide: Who they are,

why they clash, how to solve the generational puzzle at work. New York, NY: Harper Collins.

Deal, J. J. (2007). Retiring the Generation Gap: How employees young and old

can find common ground. San Francisco, CA: John Wiley & Sons, Inc.

Lee, J. (2011). New Face of Government. Federal News Radio Survey Report.

Hunch Lab: http://www.azavea.com/products/hunchlab

Copyright © 2011 Deloitte Development LLC. All rights reserved.

Thank you!

Katherine Ryan, Ph.D.: katryan@deloitte.com Michael Gelles, Psy.D., ABPP: mgelles@deloitte.com Vernon Keenan: vernon.keenan@gbi.ga.gov