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 ([email protected])
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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.: [email protected] Michael Gelles, Psy.D., ABPP: [email protected] Vernon Keenan: [email protected]
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