The Silent Generation MeetsGeneration Y: How to Manage aFour Generation Workforce withPanache

HCI White PaperFebruary 13, 2008By Carolyn Sprague

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INTRODUCTION

Managing a multi-generational workforce is a chal-lenge that many organizations are facing today.Shelly Schmocker, Vice President of ProductManagement at StepStone Solutions, says thateffective workforce planning strategies will requirea shift in thinking from the topic of the "agingworkforce" and instead, address issues related to the"multi-generational workforce". Companies arestepping back and looking more holistically at howto develop programs and deploy technology thatwill speak to four distinct generations in the work-force. Each age group requires a different approachwhen designing career and compensation strate-gies, creating performance motivators, andaddressing learning styles. The biggest challenge,however, is how to effectively encourage collabora-tion among the four different generations of work-ers (cohorts). Tom Casey, Senior Vice President ofBSG Concours, prefaces further discussion on thistopic with the following comments:

o We can no longer think about human capi-tal challenges purely in the context of the aging workforce.

o We can't just think about what we can do to make Generation Y (a.k.a millennials) happy in the workforce.

Instead, we need to answer the following question:"How do we best manage four active generations ofworkforce cohorts with differing expectations?"The answers to this question - and much more -will be revealed in this HCI white paper, based onthe Human Capital Institute webcast, The SilentGeneration Meets Generation Y - How to Manage aFour Generation Workforce with Panache.

A CHORUS OF CORPORATE CONCERNS

Baby Boomers' views of Gen Y's in the workplaceinclude some of the following generalizations:

o Gen Y's don't have loyalty to the companyo They have poor communication skillso They are impatient and they don't respect

authorityo They spend too much time onlineo I (Boomer) can't get them to accept my job.

Gen Y's certainly don't look like "us" (Boomers)and their experience and backgrounds are vastlydifferent than that of a Boomer, according to TomCasey who describes himself as a "typical" Boomer.Casey is 58 years old, has 4 grandchildren, drawstwo pensions, and works 100% (full-time) in theworkforce. His approach to work has been shapedby events and values that are very different thanthose that influenced Gen Y. Casey cautions that nomatter the role in your company, you will be man-aging Generation Y workers in the future, and thetask will be challenging.

ECHO OF CONCERNS RETURNED

There are an equal number of generalized percep-tions about Boomers that are held by Gen Y's:

o They are inefficiento They don't respect meo They assume that I'm interested in the

career path that "they" have chosen for meo They are obsessed with face time and have

too many meetingso They don't give me (millennial) the latest

technology and they don't use technology effectively

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The real issue that underlies generational stereo-types is that there's incomplete communicationbetween differing generational groups. Casey usesthe analogy of the game "telephone" in describingjust how jumbled communication can get betweendiffering generations. One party speaks into theline and the other party either can't hear the mes-sage or hears it incorrectly. The breakdown in com-munication happens in both directions and leavesboth parties feeling frustrated.

One "War Story" helps to put into context why GenY individuals are so different than Boomers. Caseynotes an interesting tactic that some recruiters haveused with success in hiring Generation Y workers.Recruiters have discovered what Casey describes asthe "DaVinci Code" for recruiting Gen Y workers.Gen Y's are very family-centric, and one way to winthem over is to involve their family in the hiringprocess. This approach is not without its draw-backs, however. Some employers are finding thatonce they've involved the family in the recruiting or

hiring process, they've hired the whole family. It isnot uncommon to hear stories of parents callingemployers to find out why their son or daughter gota poor performance review. Obviously, this is notan experience that many Boomers can relate to; infact, Casey states that in a poll of Boomers, 60% feltthat they would have been better off without par-ents at all.

FOUR GENERATIONS IN THE WORKFORCE

Figure 1 illustrates the numbers of each of the fourgenerations currently represented in the workforce.The four groups are: Traditionalists, Boomers, GenX, and Gen Y. Generation Y represents the largestnumber of workers in the workforce, with evengreater numbers than the large Boomer representa-tion.

By examining different generational perceptions,the most obvious question from each cohort aboutthe other is, "What are they thinking?" The only

Figure 1

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way to really arrive at an answer is to examine whatthe expectations are from each cohort. Every gen-eration has different expectations, and employersknow what has shaped many of the experiences andexpectations for Traditionalists, Boomers, and even

Gen X’s. Companies are still trying to figure outwhat the expectations are of Gen Y, and this will besomething companies will need to keep working onfor some time.

Figure 3

Figure 2

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SHIFTS IN LABOR FORCE COMPARISON

Management of human assets is the priority rightnow, according to Tom Casey. Companies thatthink they can manage the expectations of fourcohorts using a homogenous model are in for ashock. It is time to throw out a one-size-fits-allmodel of talent management and embrace a moreflexible model.

Figure 2 is a graphical representation of differentgenerations of workers over a span of 60 years(1970- 2030). The graph shows that Traditionalist(mature) workers are going to be around for a whileand Boomers are going to be around for quite awhile longer. A multi-generational workforceexists now, and companies must think about thefour cohort groups and their expectations in orderto keep them in the workforce and productive. "Ifyou aren't struggling to get good people, or peopleat all, you will be," states Casey. Those who reside inthe C-suite can longer get by with "happy talk" inresponse to human capital management. Thehomogeneous human capital management modelof the past simply will not work with such diversecohorts in the workforce; flexibility needs to be"burned in" to the human capital managementmodel.

ETHNIC & RACIAL DIVERSITY

The bar chart in Figure 3 represents the two majorethnic minorities in the U.S. and their representa-tion across each of the four generational cohorts.Casey states, "diversity in the workforce is not just anumber, it is a reality; companies have been payinglip service to diversity in the workplace for years."Just how diverse the U.S. population is can be illus-

trated by what's happening in the current presiden-tial elections. For the first time in history, theDemocratic Party is likely to nominate a woman ora person of color as the Democratic nominee. It istime to recognize that the U.S. is a very diversenation and that diversity in the workplace is a topicof great importance.

INCREASING EDUCATIONAL ACHIEVE-MENT

The proportion of college graduates in the UnitedStates is increasing. However, the percent of gradu-ates as compared to overall population is problem-atic. Consider the following statistics:

o Currently between 25-30% of the U.S popu-lation attains a college degree.

o In the future two-thirds (66%) of all new jobs created will want college grads to fill them.

It is not difficult to see the problem here foremployers. Not only will there be a shortfall in thenumber of college graduates to meet demands, butthere is also going to be a severe shortage of gradu-ates with "requisite skills." The ramifications of the"skills shortfall" are already being felt by companies.Tom Casey warns that HR professionals need tolook at this issue directly and acknowledge thattheir companies will need to get into the educationbusiness. Companies will need to fill a larger edu-cation role in teaching skills to employees throughtraining and development. Casey points out thatcompanies of any size "will need to get seriousabout training and development; you are in theeducation business."

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GREATER RESPONSIBILITIES IN THEWORKPLACE

In addition to a deficit of skilled, educated employ-ees in the workforce, companies are now dealing

with the challenge of employee commitment.Statistics show that for both male and female work-ers, there is a decline in the level of responsibilitythat workers want to take on in their careers.Boomers joined the workforce with the expectation

Figure 4

Figure 5

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of getting more responsibility and moving up thecareer ladder. "It was the reason we went to work,"says Casey. Attitudes about allegiance to work start-ed to change with Gen X workers and now that GenY's have entered the workforce, the change is evenmore dramatic. Taking on more responsibility is a"huge" issue for Gen Y workers; for them it is allabout flexibility. Restlessness and a desire formobility are more important to Gen Y. Companiesare figuring out that they must respond to this newparadigm and that the generation that "lived towork" is a thing of the past. As companies scrambleto find numbers of workers with requisite skills set,flexibility will become part of the talent model.Figuring out just how much flexibility they can"burn in" to their organizations is a direct responseto the changing expectations of young workers.Work and career flexibility are "non negotiable" formany millennials.

GROWING SHORTAGE OF WORKERS IN THEU.S.

According to a 2005 Labor Force report, a project-ed shortfall in workers is imminent in the U.S. Itwon't just be the U.S. that will struggle to findskilled workers; developing countries like India willalso face shortages. The more specialized the skillset that is needed, the more difficult it will be forcompanies to attract workers with appropriateskills. Demographics, skills, and education are allfactors that will contribute to the labor shortageswhich will have differing impacts by industry seg-ment. Figure 4 illustrates the continuing trend ofworker shortages by year.

EXPERIENCES OF THE FOUR GENERATIONS

In order to understand the distinctions between thefour generation cohorts and understand what isdriving their expectations, one must examine thehistorical and cultural context that shaped eachcohort. Figure 5 shows each of the four generationscurrently in the workforce.

TRADITIONALISTS

Traditionalists, born between 1928 and 1945, wereraised in homogeneous families and neighbor-hoods. This generation witnessed the rise of thewhite collar job and a strong commitment to high-er education. Traditionalists have a respect forauthority and place a lot of value in receiving finan-cial rewards and having security. A good exampleof the focus on security needs can be seen in howimportant health care is to this generation.

BOOMERS

The baby boom generation, born between 1946 and1964, was shaped by the Vietnam War; the CivilRights movement; and the assassinations of MartinLuther King, John F Kennedy, and Robert Kennedy.Boomers are more suspicious of authority thantheir parents as a result of events like Watergate andunpopular wars. Boomers are competitive bynature, but they do show some commitment tomaking a better world.

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GENERATION X

Generation Xers were born between 1964 and 1980- the oldest Gen X's are in their early 40s now. Thisgeneration saw the end of the Cold War and the fallof the Berlin Wall. They were the first to experiencehigh divorce rates amongst their parents, and mosthad some exposure to parents or relatives losingjobs to the recessions of the 1980s and 1990s. Thegrowth of the Internet and global access to infor-mation created a generation that is informationrich. Generation Xers asked the question, “wherecan I get the information? “ Generation Xers areself-reliant and have clear tribal affiliations.

To illustrate the importance of the tribe to Gen X,Casey recounts a story about how one of the BigFour Accounting firms planned to recruit and hireseveral Generation X accountants. The firm wasinterested in hiring three Gen X employees, but wasaware that the three were part of a tribe of six indi-viduals who were very close. In an effort to hire thethree desired individuals, the accounting firmmade offers of employment to the entire tribe of sixfriends. The accounting firm was unsuccessful inhiring any of the six individuals, however, becausethe firm had failed to realize the existence of a sev-enth member of the tribe. All were lost to a com-petitor firm who had been successful in wooing theentire group.

GENERATION YGeneration Y, born after 1980, is challenging tradi-tional hiring and recruiting practices. Companiesdon't have a lot of experience with this generationand are still figuring out what motivates this group.There will be a struggle for some time as to how to

manage Generation Y, which comprises not onlythe largest consumer group but the largest employ-ee group as well. Gen Y’s are the children of theBoomers and the siblings of Generation X.Generation Y's are very upbeat and optimisticdespite having been exposed to routine violence inschools and terrorism. Events such as theColumbine school shootings and September 11thterrorist attacks created an almost constant state ofvigilance for many of these young people. Exposureto technology became ubiquitous for this genera-tion and the comfort level with the use of technol-ogy is unprecedented. The family-centric modelcreated a very pro-child environment; GenerationY listens to their parents and respect authority.Generation Y is pro-learning, spiritual by nature,and socially conscious with a very high self esteem.They like to be mentored by Boomers rather thanpeers; and while they have a high respect for olderand more authoritarian role models, they don'thave a high regard for organizations. As a result ofthe culture and influences that have shapedGeneration Y, they are trustful of authorities,respect their parents as role models, and recognizethat work is just one priority in life, not the priori-ty.

The diversity in background, experience andexpectations of the four generational cohortsrequire different approaches to managing them inthe workplace. The key to managing different gen-erations lies in understanding the drivers of the dif-ferences and leveraging unique characteristics tocreate win-wins for employees, their cohorts, andtheir employers. Managing the multi-generationalworkforce requires that each distinct cohort in theworkforce be considered individually from the

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standpoint of career expectations, mobility, devel-opment, and recruitment. To ignore the needs andwants of one cohort over another is a very riskypractice.

ATTRACTING AND RETAINING GENERA-TION Y

The most pressing challenge for employees today isto figure out how to attract and retain Generation Y

talent. The task is dauntingbecause this generation hassuch different attitudes andexpectations than previousgenerations. As Tom Caseypoints out previously, com-panies are still figuring outhow to manage Gen Yemployees. They had betterfigure out how to do it soon,because this challenge canno longer be ignored. Figure6 outlines some practicalsteps for attracting andretaining Gen Y employees.

Companies need to figureout what will attract Gen Y’sto their organization, andthen the challenge will be toretain them. Tom Caseypoints out that in the late1990s stock options were aperk offered by many com-panies to attract employees.Stocks options are of very lit-tle interest to Gen Y’s,because the return on invest-ment for stocks is generallyat least three years - an eter-nity for Gen Y. The only rea-sonable way to figure out what this cohort wants is toengage these employees in

Figure 6

Figure 7

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helping to shape the company culture, work envi-ronment, and compensation packages. One thing iscertain, companies cannot hope to attract a newgeneration of employees without figuring out whatdrives their expectations.

Recruiting Gen Y requires a completely new set oftactics than were previously used with success. GenY is comprised of born consumers, and success inmarketing a company (recruiting) means thatorganizations need to speak directly to Gen Yexpectations.

U.S. ARMY RECRUITING STRATEGY FORGENERATION Y

One employer that has had to change its recruitingstrategy for Gen Y is the U.S. Army. The Army hascontinuously changed its recruiting message overthe years to appeal to each different generation. TheArmy's message to Traditionalists focused onauthority figures and encouraged Traditionalists tojoin the ranks of authority. An anti-authority mes-sage was marketed to the Boomer generation, whilerecruiting the Gen Xers focused on technology andcollaboration while respecting uniqueness. TheU.S. Army has continuously changed its marketingstrategy to appeal to each successive generation ofpotential recruits. Today's Army recruiting tacticshave changed again; its marketing and messagingare being developed to attract young recruits. TheArmy, like other employers, has focused on the par-ents as a way to get their message to Gen Y. Theoverall message to parents is "you've done a greatjob raising these kids; let us help you develop themeven more". The key to marketing to Generation Ymust focus on differentials. The differentialsinclude how to develop and communicate strategiesthat speak directly to Generation Y.

TIME AS A DIFFERENTIAL

The definition of time depends upon which cohortis defining the concept. Companies are aware thatyoung workers are not going to work the types ofhours that older generations have done. It is astruggle for companies to even get Generation Yworkers in the door, and companies are seekingways to address the aspects of time. It is widelyacknowledged by most that it is not how much timesomeone spends at work, but rather what theyaccomplish in that time that is most important.Continuous connectivity and the attitude that theycan work anywhere at anytime, mean that Gen Yemployees expect to work on their schedule, notyours.

The importance of managing the expectations of allcohorts in the workforce cannot be over empha-sized. Generation Y employees are going to requirea lot of energy from other cohorts within theirorganization, but they should not get all the atten-tion. Table 1 illustrates some of the steps thatorganizations should take to manage the expecta-tions of Generation X and Boomer employees inthe workforce.

RETIRING RETIREMENT

There is a definite correlation between overall pop-ulation demographics and employee demographicsin companies. People are living longer and employ-ers are already seeing trends toward employees hav-ing longer careers. Individual who retired in 2000will, on average, spend 25 years in retirement.Many people are now thinking about "career decel-erations" as opposed to retirement because theycan't imagine 25 idle years - not to mention such anextended period without income. Employees may

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retire from one company or career only to move toanother company or in another direction. For com-panies struggling to attract and retain talent, look-ing at potential retirees and enticing them to stay inthe workforce is a sound strategy. Remember, manyof these folks will want to keep working; they can aseasily leave one company for another. Don't assumethat workers on the "back nine" of their careers areheaded for retirement; open up a dialogue andopportunities to reengage these folks throughcareer development. As labor markets tighten,companies will all be competing for the same talentpool.

One way to look at careers may be by viewing dif-ferent work periods as being more transitional thanfinal. Employees can transition through careers byusing a series of "on-ramps" and "off-ramps" withchanges in responsibility and velocity dependingon energy, experience, and enthusiasm. Figure 8illustrates how employees are likely to "rethink" the

concept of retirement in lieu of on and off ramps orcyclic work periods. Across the globe, workers aredelving into cyclical work, which simply means thatmany people see work as being intermittent ratherthan continuous. Workers are no longer thinking ofthe traditional continuous career and retirement,instead people envision work segments punctuatedby periods of non-work or sabbaticals.

ACCOMODATING FOUR GENERATIONS

In order to accommodate the four generations,companies are going to have to implement the fol-lowing four critical steps:

o Insure flexibilityo Create educational opportunities for as long

as the employee is workingo Create signature experiences for employees

to attract and retain themo Re-recruit employees everyday

Table 1

Generation X

Help them broaden their "fall back" options - increasetheir sense of self-reliance.

Don't require moves that sever social connections

Give them choice and control over their career paths

Leverage their entrepreneurial instincts

Provide family-friendly flexibility

Invest in technology and provide the time required toincorporate it

Develop the leadership skills required to navigate theBoomer-Y love fest

Seek out their views and be prepared to hear theydon't like the way Boomers have run things!

Boomers

Retire retirement - encourage them to stay

Create a carillon of bell-shaped curve career options- including cyclic work

Offer them options for greater responsibility (as wellas less)

Allow them to "win"

Encourage giving back - through mentoring, commu-nity service, knowledge sharing.

Provide opportunity (time and coaching) to experi-ence new technology

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According to Tom Casey, "managing human assetsis the challenge right now" for HR leaders. A fewkey metrics help to illustrate the urgency that isrequired now to manage distinct workforces.

o +55 is the fastest growing population in the current workforce

o +65 is the second fastest growing popula-tion in the workforce

o 40% of MIT graduates are from outside the U.S. Historically students came to the U.S and colleges like MIT because of the quality of the education and because they wanted to live and work in the U.S. Today, a large per-centage of foreign grads are returning to their home countries to work, leaving a ta-ent shortage.

o 600,000 vs. 75,000 are the numbers, respec-tively, of engineering graduates annually from China and the U.S. These numbers reinforce the reality that the future U.S. workforce is facing not only a worker short-age but also a skills shortage.

Tom Casey gives three requisites that are criticalcomponents of future workforce planning initia-tives:

1. Recognize all four generations of cohorts in the workforce.

2. Acknowledge that one-size-fits-all manage-ment is not going to work.

3. Adopt a sense of urgency - opt for "speed now" and "elegance later"

Casey addresses a number of specific challengesrelated to human capital management for HR pro-fessionals and corporate leaders. It isn't enough forcompanies to say that they are the best place towork and have a great corporate culture. Caseyterms this "happy talk" that does little to serve as akey differentiator for a company of choice.Companies that are really having success in theareas of talent attraction, retention and workforceplanning are concentrating on three or four areaswhere they can claim bragging rights. Creating sig-nature experiences as told through storytelling is a

Figure 8

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key differentiator for many organizations. Caseysuggests that HR professionals look at Fortune's topten companies list and review their best practices intalent management. Casey believes that leadingedge companies are focusing on creating signatureexperiences in areas such as: hiring, employeedevelopment, recognition and rewards, and talentpromotion. Another strategy that is gaining popu-larity is hiring by team, which focuses on collabora-tion and exposes employees from different genera-tions to the hiring process.

CONCLUSION: THE ROLE OF HR IN MANAG-ING THE MULTIGENERATIONAL WORK-FORCE & PUTTING WORK IN PERSPECTIVE

Workforce planning is the priority for HR, saysCasey, when it comes to managing the multigener-ational workforce. HR needs to be ahead of theworker shortages by focusing on workforce plan-ning. HR departments that don't take this issueseriously are putting themselves and their organiza-tions at risk. Right now there are sectors in the U.S.economy that are running out of workers.Healthcare is facing critical shortages of nurses andradiologists; and in the energy sector, there'salready a shortage of engineering talent. Survival ofan enterprise will be contingent upon the companybeing successful at attracting talent from a dimin-ishing pool of qualified workers. A poll conductedby SHRM in 2006 stated that 70% of the HR com-munity was not worried about the challenges ofstaffing related to an aging and retiring workforce.This type of "head in the sand" attitude is going tobe detrimental to many organizations. HR depart-ments will need to experience a "disaggregating anda reconstitution" of the traditional HR operations

model. According to Casey, HR should be focusingon critical areas such as: learning and development,recognition and reward, talent acquisition, andworkforce planning. These four components willdetermine talent readiness.

Gen Y employees don't have the same level of com-mitment to work that Traditionals and Boomershave. While Boomers work long hours and seework as an extension of their life, Gen Y workershave no intention of defining themselves throughtheir jobs. Organizations are going to need to adaptto new workplace attitudes about the role of work.Many Boomer parents are acutely aware that theirown children have chosen careers that allow a bet-ter balance between work and life. Gen X and GenY employees are not lazy; they simply have a differ-ent set of priorities than their parents when itcomes to work. Gen Y will enter professions likeinvestment banking and consulting that have typi-cally demanded total commitment and long hours.But even the monetary rewards that enticed work-ers into such fields are probably not enough to getGen Y to sign over their lives. Gen Y wants to do agood job for their employers, but work isn't all theywant to do.

Based on the Human Capital Institute webcast, TheSilent Generation Meets Generation Y: How toManage a Four Generation Workforce with Panache,February 13, 2008

PRESENTER

Tom CaseySenior Vice PresidentBSG Concours

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Tom Casey is an expert in the development of orga-nizational transformation strategies for rapidlygrowing multinational or transitioning organiza-tions. He has consulted in over 20 countries andvirtually every economic sector.

Tom is the author of more than 60 articles that havebeen published in a range of magazines, includingPresident and CEO Magazine, HR Magazine,Human Resources Executive, Personnel Journal,Compensation and Benefits Review, Training andDevelopment Magazine, HRO Today, andManagement World. He also authored 2 booksfocused on human resources practices in LatinAmerica. >p>Tom is frequently interviewed abouthuman resource topics and quoted in the media -for example, television (ABC Nightline, CNN,WCVB Boston, Monitor News); radio (ABC andCBS affiliates, NPR); newspapers (The Wall StreetJournal, Newsweek, The Boston Globe, InvestorsBusiness Daily, The Financial Times, TheWashington Post, The Boston Business Journal);and numerous other domestic and internationalpublications. He has been profiled in TIMEMagazine and Electronic Business. Before joiningBSG Concours, Tom was a Principal with MellonFinancials Human Resources and InvestorSolutions division where he was the Eastern RegionLeader for the Human Capital consulting practice.Previously, he was a Partner in the HumanResource Consultancy of PricewaterhouseCoopersL.L.P. This group was acquired by Mellon Financialin January 2002. Tom's final PwC position was asthe Talent Management Solution Set leader. Prior tojoining PwC, Tom was a Vice President withArthur D. Little International, where he completedexpatriate assignments in Europe and SouthAmerica. Still earlier, he was a Partner withHarbridge House, Inc.

Tom has a bachelor of education degree from theUniversity of Alaska. He also holds M.A. andM.B.A. degrees from Rivier College, N.H. where hisstudies focused on strategy, organizational develop-ment, psychology, and human resources manage-ment. He is a graduate of the Yale School ofManagement Executive Management Program. Aswell he is a licensed clinical social worker inMassachusetts and accredited as a senior profes-sional in human resources (SPHR) by the Societyfor Human Resources Management.

Tom is both a United States Air Force and Armyveteran with service in Vietnam. He retired fromthe Army Reserve as a Lt. Colonel.

PANELIST

Shelly SchmokerVice President of Product ManagementStepStoneShelley Schmoker is the Vice President of ProductManagement for StepStone Solutions. Shelley'scareer focus has been on research and product mar-keting in the Talent Management industry. Prior tojoining StepStone, she held director level positionsat Hire.com, Convergys, and Authoria. In her cur-rent role, Shelley works with StepStone developersand customers across the globe to drive a continu-ous commitment to market leading product inno-vation.

StepStone is one of the world's largest providers ofon-demand, talent management solutions, offeringa portfolio of technology, software and online serv-ices that enable organizations to attract, recruit,develop, retain and manage the best available tal-ent. For more information, we invite you to visitwww.stepstonesolutions.us

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MODERATOR

Bill CraibVice President, CommunitiesHuman Capital InstitutePrior to joining the Human Capital Institute, Billwas the Founding Director of AIRS Human CapitalSolutions, and served as Director of Training andCurriculum Development from 1997 to 2003. Anearly Internet adopter and advocate of its far-reach-ing potential, Bill developed his practical experi-ence by establishing an Internet-centric executivesearch practice focused on telecommunications.This endeavor helped lay the groundwork for thesignificant contributions he has made to the corecurriculum of AIRS. Bill earned a BS Degree fromthe Newhouse School of Public Communications atSyracuse University and spent 10 years as a journal-ist working for several media organizations, includ-ing ESPN and the Rocky Mountain News, beforeentering the recruiting industry.

ACKNOWLEDGEMENTS

This White Paper is made possible by StepStone,sponsors of HCI's Four Generation WorkforceTrack.

ABOUT STEPSTONE

StepStone Solutions, part of StepStone ASA, pro-vides software for the complete spectrum of TalentManagement, which enables organisations to find,recruit, retain and manage talent. More than 1,100worldwide customers of every size and industrytrust in our solutions - including Akzo Nobel,

AstraZeneca, BBC, British Airways, Carlsberg,Coca-Cola, Deloitte, DHL, European Central Bank,Lufthansa, McDonald's, New York Times, Novartis,Vodafone and Volkswagen.

ABOUT THE HUMAN CAPITAL INSTITUTE

The Human Capital Institute is a catalyst for inno-vative new thinking in talent acquisition, develop-ment and deployment. Through research and col-laboration, our programs collect original, creativeideas from a field of top executives and the bright-est thought leaders in strategic HR and talent man-agement. Those ideas are then transformed intomeasurable, real-world strategies that help ourmembers attract and retain the best talent, build adiverse, inclusive workplace, and leverage individ-ual and team performance throughout the enter-prise.