ctober 2008 HDI Motown Meeting by Brenda Iniguez from Frontrange Solutions.

1. Synergizing the Generations
On your Support Teams
Brenda Iniguez
Americas ITSM Consulting Director
FrontRange Solutions

2. Leadership Greats The moment
you stop learning,
you stop leading.
Reportedly, - Rick Warren
Reportedly,
IBM’s Tom Watson was asked if he
IBM’s Tom Watson was asked if he
was going to fire an employee who
was going to fire an employee who
made a mistake that cost IBM
made a mistake that cost IBM
$600,000.
$600,000.
He said, “No, IIjust spent $600,000.
He said, “No, just spent $600,000.
training him. Why would IIwant
training him. Why would want Failure
somebody to hire his experience?” is the opportunity
somebody to hire his experience?” to begin again,
-- Tom Watson, IBM
Tom Watson, IBM more intelligently.
- Henry Ford

3. WORLD WAR II ages 74 + 1910-1934
SWING ages 63-73 1935-1945
BABY BOOMER ages 44-62 1946-1964
GENERATION X ages 30-43 1965-1978
GENERATION Y ages 14-29 1979-1994
•The new total represented an addition of 32.7
U.S. population of 285 million million Americans since the 1990 Census
• largest increase ever between censuses.
US Decennial Census 2000
•The 2000 Census recorded a population gain
As of 12/02/07 US population = 303,504,371 in every state during the 1990s — the only
decade in the 20th century with such growth.

4. U.S. Generational Distribution
Swing
WW II 11.5%
15.5% 32 million
Children 44 million
7%
20 milion
es
abi
Baby Boomer
B 28%
Gen X
79 million
14%
Swing
39 million
Gen Y
24%
67 million
BABY BOOMER 28% 79 Million Ages 44-62 1946-1964
GENERATION Y 24% 67 Million Ages 14-29 1979-1994
WORLD WAR II 15.5% 44 Million Ages 74+ 1910-1934
GENERATION X 14% 39 Million Ages 30-43 1965-1978
SWING 11.5% 32 Million Ages 63-73 1935-1945
Babies/Children 7% 20 Million Ages 1-13 1995 -

5. Workplace Characteristics - Comparison
Seniors Boomers Gen X Gen Y
Service Oriented / Adaptable and Multi-Taskers and
Job Strength: Stable
Team Players Tech-Literate Tech-Savvy
Outlook: Practical Optimistic Skeptical Hopeful
Work Ethic: Dedicated Driven Balanced Determined
View of Unimpressed and
Respectful Love/Hate Polite
Authority: not intimidated
Leadership: by Hierarchy by Consensus by Competence by Pulling Together
Personal Reluctant to
Relationships: Personal Sacrifice Inclusive
Gratification Commit
Political
Turnoffs: Vulgarity Cliché/Hype Promiscuity
Incorrectness
Ethnically
Diversity: Integration Began Fully Integrated No Majority Race
Segregated
No news is good Once a year with Interrupts and asks Wants feedback at
Feedback:
news documentation how they are doing the push of a button
Balance everyone
Work/Life Wants balance Need flexibility to
Need help shifting else and
Balance: now balance activities
themselves
Source: Bank of America

6. Historical Events
Senior Baby Boomer Gen X Gen Y
Generation
(WW II, Swing)
Also Known As Forgotten MTV Generation Echo Boomers
Generation
Gen Next
Silent
Generation Millennium
Generation
Events Depression Vietnam War Fall of Berlin 9/11
Wall
Cold War Civil Rights Afghanistan
Iran-Contra War
Korean War JFK/RFK shot Affair
Iraq
Red Scare Counterculture Gulf War
(Operation Columbine H.S.
Space Race Watergate
Desert Storm) iPods
Suburbs Disco
AIDS YouTube
TV invented Tape decks
Cable Free market
Electric VCRs economy
washers/dryers Satellite
PC Environmental
Jet engines challenges
CDs
First generation
on Internet

7. Generational Traits
Senior Generation Baby Boomer Gen X Gen Y
Value hard work Value hard work Work/life balance non- Expect to change jobs
negotiable (do not want frequently; easily bored
Willing to work for Prefer instant or more to be absent parents)
delayed reward dramatic results/rewards Team/goal-oriented
Independent and self-
Often reserved Defined by their job reliant; open commum. Believe respect must be
earned
Loyal and expect it in Believe team approach is Team-oriented
return critical to success Value fairness
Not intimidated by
Like disciplined Expect loyalty from authority Technically proficient
procedures, lines of coworkers
authority Do not like to be Busy, multi-taskers
Success is largely visible micromanaged
Duty, honor, country (trophies, plaques, Accustomed to getting
lifestyle elements) Reject the work ethic of what they want
Dedication, sacrifice baby boomers
Believe in and evaluate Want attention
Won’t fix what isn’t themselves and others Excel at finding cutting-
broken Expect quick delivery,
based on work ethic edge solutions results; Ambitious yet
Excellent interpersonal Expressive Guard personal time appear aimless
skills
Independent Like modern technology Expect rapid ascent to
Conformity, blending, and tools higher salaries
unity
Suspicious of baby Optimistic, charitable, act
Patient boomer values with integrity
Raised as parents’ Relate better to baby
friends boomers than Gen X
Cynical and pessimistic Admire values of Senior
Generation
Look for a person to
Source: Bank of America invest loyalty, not a Search for job that
company provides personal
fulfillment

8. Gen Y: Key Value Expectations
Flexibility: want to use technology to work from home or remotely, and flexibility in their
hours while ensuring that all deadlines/expectations are met
Contribution: want challenges, opportunities to add value, and responsibility of
handling clients and all underwriting duties
– Analysts: fast learners and multi-taskers with short attention spans who look for
variety and challenge coupled with support, guidance, coaching
Coaching/mentoring: want career mentoring/coaching, and a relationship with
someone who cares about their career and is willing to invest the time to coach them;
seek development discussions given their desire for variety in their careers and jobs
Work/life balance: want the ability to have a life outside of work without having to
forego advancement or recognition
Technology: want to make use of the technology they already know, as well as adopt
new technologies
Feedback/recognition: want coaching and feedback, but also responsibility and
accountability

9. Gen Y: Managing Expectations
Won’t express ambition like those of previous generations; not hungry or ambitious
for advancement if it comes at the expense of their personal lives and goals
Expect more control, authority and discretion about how they spend their time at
work
Poised, self-assured and confident
Expect praise, affirmation and promotions
Will challenge old ideas and push new ideas; thrive on innovation
Seek the wisdom of older, seasoned mentors as well as guidance from knowledgeable
managers and coworkers
Positions/titles carry little weight; rather, the person who has hands-on knowledge
and can help them accomplish their goals wins their loyalty and admiration
Grew up with access to information and technology; are comfortable with multiple
points of view and many ways of doing things
Don’t respond well to management by intimidation; taught from an early age to never let
anyone treat them in a way that makes them uncomfortable
Source: Bank of America

10. Questions to Consider
How do you find and attract Gen Yrs?
What are they looking for?
Why should they sign on with your team or your company?
Will they fit in with the baby boomers and Gen Xrs on your team?
How can you help the different generations pull together?
How do you retain your knowledge workers?

11. Leadership Retention Strategies
Robert Half Technology survey – July 2007
~ Telecommuting ~
CIO survey shows 44 percent of IT staff telecommute at a rate that
is the same or higher than five years ago.
Of firms that allow telecommuting, the top benefits were improved
retention and morale through enhanced work/life balance (34%), and
increased productivity due to reduced commute time (28%).
Drawbacks of telecommuting included quality of work suffering due
to less face-to-face contact with colleagues (44 percent).

12. Robert Half Technology CIO survey – March 2006
~ Retention Strategies ~
CIOs were asked,
“What steps, if any, is your firm taking to retain key IT talent?”
Providing training or professional development 63%
Offering flexible schedules 47%
Increasing base compensation 41%
Offering bonuses 31%
Offering equity incentives 9%
Other 4%
None / No steps taken 23%
Multiple responses were allowed; Over 1400 CIO responses received

13. Leadership Retention Strategies
Why Succession Plan ?
Leverages institutional knowledge
Provides continuity of leadership and contingency planning
Motivates staff
What are the other benefits of management training?
Sixty-three percent of CIOs polled by Robert Half Technology
in March, 2006, said they’re providing professional
development opportunities to retain their best people.
• Employers seek strong communication and business skills in
entry-level candidates, as well as those applying for mid-
level and management positions, who can contribute to the
organization’s success from the start.

14. Leadership Building Strategies
Why are soft skills important?
The workplace for IT professionals is increasingly team
oriented. If you can't work well with others, your options can be
limited.
Because companies require IT staff to take a more strategic
and collaborative approach than in the past, soft skills are
playing a larger role in an IT candidate's marketability and are
frequently a deciding factor when evaluating two individuals
with otherwise equal qualifications.

15. Leadership Building Strategies
What are some examples of soft-skills training programs?
Enhancing business communication
Time management
Active listening
Conflict resolution
Business acumen
Delegation
Public speaking
Managing direct reports
Optimizing interpersonal meetings
Budgeting
Resource management

16. Leadership Greats
I Idon’t know the key
don’t know the key
to success, but the
to success, but the
key to failure is
key to failure is
“Nothing great was ever achieved trying to please
without enthusiasm” trying to please
everybody.”
everybody.”
--Bill Cosby
Bill Cosby
- Ralph Waldo Emerson
You can have brilliant ideas,
A Ship in a harbor is safe but if you can’t get them across,
… but that’s not what ships were built for. Your ideas won’t get you anywhere.
- John Maxwell - Lee Iacocca

17. Industry Resources
Industry Resources & Service Management Conferences
– HDI Website www.thinkhdi.com
Practices Survey
Salary Survey
Support World Magazine
Focus Books
62 Local HDI Chapters in US/Canada
HDI Service & Support Conference 04/06-09/2009 Las Vegas
– PINK Elephant www.pinkelephant.com
ITIL Training
Largest IT Service Management Conference 02/22-25/2009 Las Vegas
ITIL Reference resources
– itSMF Website www.itsmfusa.org
Annual itSMF Conference 09/08-10/2008 San Francisco (just held)
42 LIGs Local Interest Groups in US

18. FrontRange Service Management Services:
“ Trusted Advisors:
sharing intellectual capital and proven experience
… to enable business solutions for our clients”

19. Detroit Motown HDI Local Chapter
October 09, 2008
Brenda Iniguez
Brendai@frontrange.com
510-262-9925
www.frontrange.com