Managing a Multi-Generational Workforce

Managing a Multi-Generational Workforce
800-236-2246 • schencksc.com
Presented by:
Debra Pagel, Director of Human Resources Consulting
debra.pagel@schencksc.com
715-261-4701
800-236-2246
Schenck SC is a full-service CPA and consulting firm. Any accounting, business or tax advice contained in this handout,
including attachments and enclosures, is not intended as a thorough, in-depth analysis of specific issues or as a substitute for
a formal opinion, nor is it sufficient to avoid tax-related penalties unless expressly indicated.We are not responsible for errors,
misinterpretations, or omissions related to this information. Because the information presented is general in nature, and is
subject to change, we urge you to contact us for personal advice before you act.

schencksc.com
Debra Pagel
Experience
Debra provides strategic human resources advice to clients
on issues ranging from recruitment and compensation to
organizational development, process improvement and
leadership development. Debra has more than 25 years
of experience working with organizations to evaluate and
improve their human resources practices.
Debra is highly skilled at analyzing situations and getting to
the real issue to help clients find and implement effective
solutions.
Prior to joining Schenck, Debra led the not-for-profit
and government consulting practice at a regional public
accounting firm.
Education
University of Wisconsin–Stevens Point, BBA, Management
and Management Information Systems
Certificate in Organizational Development
Certified Master Trainer
Professional memberships
Society for Human Resources Management (SHRM)
Central Wisconsin SHRM
Community involvement
Women In Action, Founding Member
Junior Achievement, Champions of Business Committee
United Way, Summit League
© Schenck sc 2013 6.13
Areas of specialization
Human resources compliance
Organizational structure alignment
Compensation systems
Performance management systems
Training & development
800-236-2246
Director of Human Resources Consulting

schencksc.com
Human Resources Consulting Services
Strategic consulting services
• Behavioral assessment
• Career assessments
• Conflict management
• Culture alignment
• Culture/associate surveys
• Executive coaching
• Leadership development
• Organizational structure
• Succession management and transition planning
• Talent management
• Team building
• Seminars
• Training and development
HR fundamentals
• Assessment of HR functions (HR audit)
• Recruitment and selection services
• Job descriptions
• Compensation systems and wage analyses
• Policy and procedure development
• Employee benefits support
• Employee handbook creation or review
• Performance management systems
• Employee relations
• Day-to-day compliance
• HR best practice coaching
Outsourced services
• Part-time, full-time or temporary human resources manager
• Outsourcing is tailor-made to your organization.We dedicate
onsite and/or offsite assistance in all HR fundamental areas
when you do not have an HR person on board.We can also
provide supplemental HR staff when your own human resources
staff is stretched due to growth or special projects.

Thomas Schultz, PHR
Senior Human Resources Consultant
920-996-1197
thomas.schultz@schencksc.com
Amy Biersteker, MSE
Strategic Business Advisor
920-996-1350
amy.biersteker@schencksc.com
An organization’s most valuable asset is its employees.
Creating an environment in which your employees, with
their diverse backgrounds, attitudes and perspectives, can
each lend their talents to the pursuit of your mission and
vision requires you to think of“human resources”in the
broadest sense possible.
Schenck’s Human Resources Consulting services help you do
just that by considering how your organization’s structure
affects your people’s performance. Our approach to human
resources consulting is tailored to you—we start with your
needs and build solutions that are suitable to your unique
situation.
We provide HR generalist services that deal with day-to-day
compliance issues as well as organizational development
services that tackle your most challenging structural, cultural
and long-term goal issues.
To ensure you get sound, practical advice, our human
resources consultants are seasoned professionals with
years of hands on experience. We keep abreast of the
ever-changing employment landscape to provide you
with practical information and alternatives to address your
human resource compliance concerns.
Human Resources (HR) Consulting Services
Organizations without an HR professional on staff will
benefit from our consultants’experience on a wide range of
topics and situations. Those that do have an HR professional
rely on our expertise in specific areas and our objective
opinions. Our services include the transfer of knowledge
from our professionals so you are better prepared to handle
situations in-house.
You will receive the HR expertise you need, the credibility
your employees want and the service you deserve from our
human resources consulting professionals.
We welcome the opportunity to discuss the“people”
needs of your business. Contact us today to learn how
we can help.
Debra Pagel
Director of Human Resources Consulting
715-261-4701
800-236-2246 • schencksc.com
Appleton • Fond du Lac • Green Bay • Manitowoc
Milwaukee • Oshkosh • Sheboygan • Wausau
© 2015 Schenck sc 5.15
Sandra Chancio
Human Resources Consultant
920-455-4148
sandra.chancio@schencksc.com

1
Managing a Multi‐Generational Workforce
Presented by:
Debra Pagel, Director of Human Resources Consulting
June 2015
2 ● schencksc.com
Overview
• This workshop will help you understand the various
generations present at work and understand what
motivates each of them and how to work together
• While having various cultures in one workplace can
present communication problems and conflicts, the
benefits of such a variety in the workplace outweigh it
• Learning how to deal with the generation gap at work
will help you become a better manager or co‐worker

2
3 ● schencksc.com
Workshop Objectives
• History behind generation gaps
• What are traditionalists
• What are baby boomers
• What are Generation X‐ers
• What are Generation Y‐ers
• Differences between each type of generation
• Finding common ground among the generations
• Conflict management
• Leveraging the benefits of generation gaps at work
4 ● schencksc.com
Three Crucial Reasons Organizations are
Addressing Generational Issues
1. Competition for talent is escalating
2. More generations are working side‐by‐side
3. Productivity and business results linked to work
environment
Source: AICPA / KBC Consulting

3
5 ● schencksc.com
What is a Generation?
• A generation is a group of people born during the
same period and shares the same attitudes and
values
– The period is the factor to dividing the generations into
groups
• In each period are experiences that shaped the
attitudes and values of each generation
– In addition, the interaction between generations is also a
factor in shaping the subsequent generation
6 ● schencksc.com
What Generations Exist in The Workplace?
• The four generations that are typically found in an
organization are the following:
1. Traditionalist
2. Baby Boomers
3. Generation X
4. Generation Y

4
7 ● schencksc.com
Traditionalists (1900 – 1945)
8 ● schencksc.com
Traditionalists
• Born before 1945
• 11.5 million still in workforce
• Values
– Dedication and hard work
– Loyal
– Honorable
– Conformity
– Respect for authority

5
9 ● schencksc.com
Traditionalists
• Loyal, command and control style, self‐sacrifice,
50% ex‐militaryAttributes
• Respect them, be accountable, honor chain of
command, be courteousDo
• Use slang or be vulgar, be late, change
appointmentsDon’t
• Community involvement, family togetherness,
proper dress, respect for authorityLikes
• Waste, credit cards, technologyDislikes
10 ● schencksc.com
Baby Boomers (1946‐1964)

6
Baby Boomers
• Born between 1946 – 1964
• Values
– Optimism
– Team orientation
– Personal gratification
– Health and wellness
– Personal growth
– Involvement
Baby Boomers
• Optimistic, Collegial style, Workaholic, Social
Reformers, The “Me Generation”Attributes
• Value their experience, Give them credit, Give
them perks, bonuses are good too!Do
• Ignore their contributions, Disrespect them, Tell
them‐ask them!Don’t
• Responsibility, Serious work ethic, “Can do”
attitude, CompetitivenessLikes
• Laziness, Improper business etiquette, Turning 50Dislikes

7
Traditionalist
• Traditional roles
• Loyal to marriage and
workplace
• Patient & willing to be
disciplined
• Played by the rules
Boomers
• Redefined roles
• Left unfulfilling
relationships
• Immediate gratification
• Manipulated rules
Traditionalists vs. Boomers
Generation X (1965‐1980)

8
Generation X‐ers
• Values
– Self‐reliant
– Informal
– Pragmatic
– Skeptical
– Global thinker
– Technology literate
Generation X
• Independent, Self‐command style, Suspicious of
authority, Skeptical, The “Latchkey Generation”Attributes
• Give feedback when asked, Groom for
management, Allow to multi‐taskDo
• Micromanage, Talk too much, Treat them like
slackersDon’t
• Freedom, Up‐to‐date technology, Multi‐tasking,
Work/life balanceLikes
• Too much collaboration, Political red tape, HypeDislikes

9
Boomers
• Fight authority
• Love media
• Workaholics
• Political
Generation X‐ers
• Find way around
• Avoid media
• Want a life
• Politics waste of time
Boomers vs. Generation X‐ers
Millennials / Generation Y (1981‐2000)

10
Millennials / Generation Y
• Values
– Optimistic
– Confident
– Independent
– Social
– Moral
– Civic minded
Millennials / Generation Y
• Hopeful, Participative style, Determined, The
Internet generationAttributes
• Provide orientation training, Give feedback, Allow to
multi‐task, Assign mentors, Provide career pathingDo
• Ignore their security, Treat them like children,
Forget to explain “why”Don’t
• The latest technology, To ask questions, Their
parents and grandparents, Public activismLikes
• Negativity, Anything slow, boredomDislikes

11
4 Generations
• Unique work ethics
• Different perspectives
• Distinct ways of managing and being managed
• Differing views of issues
Each Generation Brings Unique Values and
Characteristics to the Workplace
Generation Characteristics Stereotyped as
Traditionalists • Hardworking and dedicated
• Respectful of rules and authority
• Conservative and traditional
• Old‐fashioned
• Behind the times
• Rigid / autocratic
• Change / risk averse
Baby Boomers • Youthful self‐identity
• Optimistic
• Team player
• Competitive
• Self‐centered
• Unrealistic
• Political
• Power‐driven
• Workaholic
Generation X • Balanced (work/life quality)
• Self‐reliant
• Pragmatic
• Too independent
• Selfish
• Impatient
• Cynical
Generation Y • Fast‐paced / multitasking
• Fun‐seeking
• Technology‐savvy
• Short attention span
• Spoiled and disrespectful
• Technology ‐ dependent

12
What are Some of the Organizational
Challenges Your Organization is Facing?
Comparing Differences
• Now that you have a better understanding of each
generation found in the workplace, let us take a
moment to compare the differences between the
generation gaps on the following topics:
– Background
– Attitude
– Working style
– Life experience

13
Background
• Effects of technology:
– The use and understanding of technology is a main
difference among the generations
– The Traditionalist had very little exposure and need for
computers and other devices that we take for granted today
– Even some Baby Boomers may struggle with technology
• They tend to use it only as needed, and usually only at
work
– On the other hand, Generation X and Y grew up with
technology and they use it more as a part of daily life
Background
• Effects of media:
– Media has boomed over the last 20 years
– Television, computers, Internet, and smart phones have
increased the amount and availability of entertainment
programming
– Many Generation X and Y's were raised with media as a large
part of their diet

14
Attitude
• Attitude towards authority:
– As the generations progressed, their attitude towards
authority is one that will challenge them
– The older generation was taught to revere authority due to
the military presence in the culture during wartime
Attitude
• Attitude towards individuality:
– The younger generations were brought up during a time
where most parents worked outside the home leaving them
in day cares
– This environment taught the younger generation to be
independent and self‐sufficient

15
Attitude
• Loyalty to their employers:
– The older generation is more likely to stay with one
employer their entire life, if that is possible
– This tendency was brought on by living through difficult
times
Working Style
• Flexible hours:
– The younger generation values flexibility in the workday to
attend to personal things
– They value their family life over their work life and seek to
find employers that will provide working arrangements that
will allow them to work and manage their family life

16
Working Style
• Challenge the status quo:
– The younger generation sees it as a benefit to challenge
other thinking and is quick to present their point of view
– The older generation is more submissive and sees
challenging the status quo as disrespecting the authority
Working Style
• Motivation:
– The older generation values a stable work environment
where conformity is valued
– The younger generation is motivated by achievement and
they will create an environment of competition, which may
be threatening to the older generation

17
Life Experience
• Hard times:
– The older generations experienced harder times and lived
without for long periods
• This taught them the value of having the basics like food
and clothes
– Baby Boomers know what it is to fight for civil rights and
protest against the government
Life Experience
Life Experience
• Entertainment:
– The older generation experienced entertainment as
traditional events like the movies and non‐technical
activities
– The younger generation grew up with video games, 4D rides
at amusement parks and other activities that are designed to
stir the senses
Life Experience

18
Life Experience
• Technology:
– The younger generation experienced technology as a way of
life
– Generation X had technology grow into their lives and
Generation Y never did without it
– The older generation was slow to adapt and use technology
as a social tool
Life Experience
Five Generations in the Workplace

19
Finding Common Ground
• In order to be successful bridging the gap across the
generations, you must find common ground that
enables you to close the gap and effectively reach
your opposing generation
• Areas of focus:
– Feedback
– Communication
– Work/Life Balance
– Delegation
– Loyalty
– Rewards and Recognition
Customize Your Feedback
Traditionalists –
Don’t need any
Generation X –
When asked
Boomers –
1X year
Generation Y –
All the time
Feedback

20
Vary Your Approach to Communication
Traditionalists
Face to face
Formal written
Boomers
Relationships and
business results
connected
Like meetings
Phone or in‐person
Gen X
Direct and
straightforward
Want clear direction
Voicemail, email
Gen Y
Want positive
communication
Tell me why?
How will this help
me?
Blog, text, email, IM
Work / Life Balance
Work / Life
Balance
Traditionalists
Work and
family separate
Baby
Boomers
Live to work
Generation X
Value Work /
Life Balance
Generation Y
Work to Live

21
Delegate Through a Generational Lens
•Top down approach
•Disagreement discouraged
Traditionalists
•Like to be involved in decisions
•Want to collaborate
•Don’t like conflict
Boomers
•Independent
•Skeptical
•Risk takers
Gen X
•Prefer complete transparency – they want the “why”
•Like teamwork but need supervision
•Want to give input without regard to hierarchy
Gen Y
Loyalty
• Traditionalists: Loyal to company
• Boomers: Importance and
meaning of work
• Gen X: Individual career goals
• Gen Y: To themselves
Loyalty
is not a
given

22
Adjust Your Recognition and Rewards
Programs
Traditionalists
Praise personally
and reward with
compensation
Baby Boomers
Public praise and
career advances
Generation X
A balance of fair
compensation
and ample time
off
Generation Y
Frequent
individual and
public praise;
career growth
Conflict Management
• Understanding how to manage conflict across the
generations will help to reduce the confrontation and
perhaps avoid them in the future
• Some things to consider :
– Younger bosses managing older workers
– Avoid turnover with a retention plan
– Breaking down the stereotypes
– Embrace the hot zone
– Treat each other as a peer
– Create a succession plan

23
Younger Bosses Managing Older Workers
• Use the ACE technique in avoiding conflict with your older
employees.
– Acknowledge your older employee’s experience and the value they
bring to the team
– Caring for your older employee comes in many ways
• Become interested with their personal life or hobbies
– Exchange ideas and ask for input from your older employees on
issues and demonstrate that you value their opinions and solutions
• Implement good ideas and give them recognition
Avoid Turnovers With A Retention Plan
• Determine what values this person has based on their
generational trait
– Think of things that could be a motivating factor like
schedule flexibility, incentives and recognition
• Prepare several focused questions that may lead to
underlying issues
– Be frank with your employees and tell them that you want to
keep them and will set up a follow up meeting to discuss
possible solutions

24
Avoid Turnovers With A Retention Plan
• Ask questions about their personal goals and career
milestones and see how you can help them achieve them
• Be ready to become an advocate for your employee
– This means that you may need to do some research or speak
with key people in human resources to help find more solutions
• Work with your human resource contact to develop a
retention plan
– They can give you solutions that are aligned with your company’s
policies
Breaking Down The Stereotypes
• Stereotypes are formed when there is lack of information
from the other side
– Stereotypes are difficult to break because the thought process is
difficult to detect
• Many activities can challenge your team
– When your team is challenged, their best traits will come through
– You may encounter resistance at first, but your job is to coach
them through it
• Once you are done with your activity, hold a debrief
meeting to spotlight the team and their achievement
– Share commonalities that span the entire team
– Finally, relate those commonalities to work related activities like
project work, etc.

25
Embrace the Hot Zone
• When dealing with generation gap issues, there is a hot
zone that you must recognize and address
– The hot zone is an area you know there is conflict
• It could be between two employees or groups within
your team
– First, you must acknowledge the hot zone exists (ignoring it
could result to more widespread hot zones)
– Next, you should engage the hot zone as soon as possible and
provide feedback to all the parties involved
– Set expectations with your employees on how to handle future
conflicts
– Hold one‐on‐one coaching with each employee involved in the
hot zone and have him or her come up with ideas on how to
make things better avoiding hot zone issues
Treat Each Other As A Peer
• The CARE model is a good way to start this process and they
should be coached at the individual level
• CARE stands for the following behaviors:
– Collaborate – Your team should be exposed to an environment where ideas
are exchanged and at times challenged. Set ground rules in your meetings
on how to handle disagreements. Encourage other points of view. Make
sure all participants are involved. Be fair in your assessments and use
objective means to determine the best ideas.
– Acknowledge – Teach your team to acknowledge each other’s value. In
addition, teach them how to deliver the feedback. Do not assume they
know how to do this. Remember that feedback is behavior‐based.
– Respect – Teach your team how to show respect to each other by using
proper greetings and posture towards each other. Set the expectation that
derogatory remarks about age are not tolerated by anyone.
– Equal – Teach your team that all members of the team are equal
in value and contribution they bring. Age is not a factor.

26
Create A Succession Plan
• Determine a clear career goal
– Make sure it is a real goal
– Make sure it is attainable
– Make sure it is time driven
• Consult with your HR department to determine what their
requirements are
• Consult with the head of the department if the career path takes
them to another area
• Determine any educational requirements and provide guidance
• Set up a mentor program with someone currently doing what they
want to achieve
• Track their progress
• Meet with them periodically to specifically discuss their progress on
their succession plan
Solutions
• It starts with awareness
– This is a diversity issue and an engagement issue
• Develop a corporate culture of tolerance and
understanding
• An organization that values different work styles will
have a more productive workforce
• Capitalize on the strengths of each generation

27
More Possible Solutions
• Form a cross‐generational advisory board
• Stop managing your people based on time
• Share more information
• Evaluate the ROI of working at your firm
• Don’t talk in terms of lifetime employment to your
youngest people
The Power of 4
Leverage the power of the four generations
present in your workplace

28
Benefits of Generation Gaps
• You gain a good perspective of the external culture
• You can generate more ideas based on varying experiences
• The older generation can help the younger generation
refine their social skills
• The younger generation can help the older learn how to
leverage technology
• Create a mentoring environment
Keep in mind that whenever you have access to different
views, ideas and way of doing things, you have a source of
knowledge that is profound and leveraged for the
organization’s benefit
How to Learn From Each Other
• Frequent – Make sure your team meets frequently in a
team‐meeting environment
– It can be once a month, once a week, etc.
– Having your team together in a group will help them engage each
other, communicate, and dialogue – this is essential to any learning
environment
• Informal – Make your meeting less formal
– This way everyone puts down his or her guard
– Use an icebreaker activity or energizer
– Making your meeting informal will allow your employees to share
and learn
• Team building – Make your meetings about team building
– Topics like updates, reports, etc., are best delivered by other
means like email in a presentation

29
Embracing The Unfamiliar
• Look for unfamiliar things in the workplace
– Be on the lookout for new ideas, attitudes, trends, etc. in the workplace
you can investigate and learn more on the topic
• Engage it immediately
– When you identify an unfamiliar concept or idea, embrace it immediately
– Ask questions about it and take notes
• Acquire more knowledge on the topic
– Research the topic and learn more about it
– Look for reasons why this is valuable and why one should adopt it
• Disseminate the knowledge to the rest of the team
– Once you gather the information, share it with your team in your meetings
– Gain input on perspectives and tell them how this information helps you
Your Future Workforce
2006 2016
Generations Ages
% of Labor
Force
Ages
% of Labor
Forces
Traditionalists 61 ‐ 78 15.6% 71 ‐ 88 7.6%
Baby Boomers 42 ‐ 60 32.4% 52 ‐ 70 27.2%
Gen X‐ers 28 ‐ 42 22.8% 38 ‐ 52 33.2%
Millennials 7 ‐ 27 29.2% 17 ‐ 37 32%
Source: Generational Statistics

30
Generational Focus
• Our focus needs to be on the future, which by 2020
will be the Millennials
For Millennials
• Adopt a mindset of flexibility
• Show them you respect what they contribute
• Challenge them
• Coach and mentor whenever possible
• Give them the “why”
• Fill their jobs with as much variety as possible
• Make time for them
• Teach them by letting them “do” something

31
Understand What Attracts Millennials
A “good
company”
who…
Takes care of
their
employees
Takes care of
their
community
Takes care of
their
environment
A company that cares is as important to them as pay
Plans to Retain Millennials
Speed is key
Incorporate the parents
Include the WIIFM every step of the way
Let your leaders know you value the younger
generations
Create professional development opportunities
for them
Map out career plan from beginning

32
Solutions for Future Millennial Leadership
Leverage the supply
of experienced
workers
Fill in the
readiness gaps of
Millennials
Develop high potential
Millennials now – in a
few years, they will be
the majority…
ROI for YOU
• If organizations increased investment in workplace
practices which relate to engagement by just 10%, they
would increase profits by $2,400 per employee
Source: ACCENTURE
• 75% of leaders have no engagement plan or strategy even
though 90% say engagement impacts on business success
Source: ACCOR
• Engaged organizations grew profits as much as three times
faster than their competitors
Source: Corporate Leadership Council

33
Final Thought
• Of 75 possible drivers of engagement, the one that
was rated the most important was the extent to
which employees believed that their senior
management had a sincere interest in their well‐being
Source: Towers Watson
Any questions?
Thank you!
Debra Pagel
800‐236‐2246

Managing a Multi-Generational Workforce

Recomendados

Recomendados

Mais conteúdo relacionado

Mais procurados

Mais procurados (20)

Destaque

Destaque (20)

Semelhante a Managing a Multi-Generational Workforce

Semelhante a Managing a Multi-Generational Workforce (20)

Mais de Current - Young Professionals Network

Mais de Current - Young Professionals Network (20)

Último

Último (20)

Managing a Multi-Generational Workforce