CBIZ Women\'s Advantage (Phoenix) Managing a Multigenerational Workforce

1. What do Generations Y
and Z’ers want from us
and why does it matter?

2. Why Specifically Focus on Generations?
• The workforce continues to change
demographically and globally.
• For the first time, we have the largest number of
all five generations (Traditionalists, Baby
Boomers, Generation X, Generation Y and
Millenials) in the workplace
• Leadership: Communication and motivation?
• Customer service: Meeting expectations?
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3. One Note About Generalizations…
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4. Generations Born Age
Traditionalists 1930-1945 65-80
Baby Boomers 1946-1964 46-64
Gen Xers 1965-1976 34-45
Gen Yers 1977-1990 20-33
Gen Zers or
Millenials
1991 & Later 19 & Younger
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5. Are these generations really different from their
predecessors?
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6. The Emerging Workforce Has Different Values*
Traditional
(1928-1945)
•Conformity
•Stability
•Upward mobility
•Security
•Economic
success
*CEO Magazine,
2005
Boomers
(1945/6 -1964/5)
• Personal and
social expression
•Idealism
•Health/Wellness
•Youth
Gen X
(1965/6 – 1976-80)
•Free agency and
independence
•Street smarts
•Friendship
•Cynicism
Gen Y
(Born 1980 –
2000)
•Hope about the
future
•Collaboration
•Social Activism
•Tolerance for
diversity
•Family centricity
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7. In Their Own Words:
(taken from discussion with CBIZ Gen Y and Millenials)
• Challenge and opportunities to learn, grow and achieve success
• Timely and meaningful feedback: Tell me what I am doing well,
where I am messing up and what I should be doing differently.
• Talk to me about my career, what can I expect and when?
• Let me know and see “the rest of the picture” – how what I am
working on impacts everything else, why it is important, keep me
in the communications loop.
• I want to be proud of my company, I want to know it is a good
and ethical place to work and I am a valued part of the team.
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8. • Why are Traditionalists also sometimes
referred to as…
• Radio Babies?
• The Veterans?
• The Silent Generation?
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9. Traditionalists - Characteristics
65-80 years old
• Appreciate tradition and conformity; patriotic
• Stability and security “You get a job…you keep a job”
• Make a lasting contribution
• Value appreciation for input and experience
• Value financial security; thrifty
• Economic success
– $1.7 trillion in buying power
– 50% of discretionary income -this is changing why?
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10. Traditionalists - Communication
Face to face
Telephone
Formal
Handwritten personal note
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11. Traditionalists - Wants
• Appreciation for their
input and experience
• Support and approval
from employers in making
the shift to more balance,
including the transition to
retirement
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12. Baby Boomers - Characteristics
• 77 million strong!
• “Work hard, pay your dues”
– First generation of “workaholics”; focused on outstanding careers
• Idealism
• Grew up during times of societal change
• Value personal and social expression
• A sense of community and belonging
• Health/wellness/youth is critical
46-65 years old
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13. Baby Boomers - Communication
Phone
Personal interaction
Meetings
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14. Baby Boomers - Want
• Respect and recognition
• Ask me my ideas for how to make something better
• To do the best job
• Flexibility in time off in order to do the things enjoyed
outside of work
• Help in achieving better balance due to single parenting,
growing kids, aging parents, demanding jobs, and
retirement looming on the horizon.
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15. Gen Xers - Characteristics
• More likely to be children of divorce and/or be children of
working parents
– Independent; “Latch-key kids”
• Watched as parents were right-sized or down-sized and
may have jaded view of loyalty to one company.
– First generation of “Job-hoppers”
• Training is security – If not learning then won’t be
prepared for the future.
• Thrive on responsibility, honesty, creative input
• Grew up with technology, savvy with media and
information
34-45 years old
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16. Gen Xers - Communication
Most all efficient technologies
Email
Voice mail
Direct & Immediate
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17. Gen Xers - Want
• A portable career – build a repertoire of skills and
experiences in order to ensure career security rather
than job security
• Challenging and diverse job assignments
• Face to face, immediate feedback; “Talk to me about my
career, what can I expect and when?”
• Time and flexibility to take care of young children,
perhaps better than they saw their parents do
• Balance – now, and not when I’m sixty-five
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18. Gen Y - Characteristics
• Respect accomplishments rather than authority
• Goal oriented, problem solvers
• Street smart and savvy
• Born in the time of the “child” – praised constantly,
everyone is a winner
• Great multi-taskers – been doing multiple activities their
whole life
• Intent on making a difference in their communities
20-33 years old
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19. Gen Y - Communication
Email and voice mail
Instant messaging
Text messaging
Blogs
Tweets
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20. Gen Yers - Want
• To work, continue education, volunteer, etc. all at the same time.
• Performance rewarded – just because you’ve been around a long
time isn’t necessarily good and shouldn’t be rewarded.
• Quality work and a quality organization – a place where they can
make an immediate impact on the company.
• Want to be heard, want to be challenged, want answers when they
ask “Why?”
• Mentoring – “tell me how to do it the right way from the start”
• Praise
– Lack of praise or silence is “bad”
– How am I contributing to the mission, vision, values?
– How does my work impact clients?
• Training – who would work for a company that didn’t provide it?
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21. Millenials - Characteristics
• Just beginning to enter the workforce
• Technology driven
• Views communication as an instant – anytime, anywhere
• Like Gen Y, are great multi-taskers – been doing multiple
activities their whole life
• Exposed to classrooms and teams rich in cultural,
religious and ethnic diversity
• Learned conflict-negotiation skills in school
19 and younger
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22. Millenials - Communication
Text messaging
Face to Face
Large social networks
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23. Millenials – Want (Still figuring this out)
• To be challenged and to do work they are proud of
• Goals, broken down into steps
• To work, continue education, volunteer, etc. all at the
same time
• Build parallel careers
• Employers who are committed to and participate in
philanthropic causes
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24. QUIZ
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25. What motivates the Y, Z'ers to work?
• Pay and benefits compared to their peers?
• Pay/benefits in absolute amount – the higher the
better?
• Pay alone, benefits don’t usually figure in?
• Quality of the work and quality of the
organization?
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26. Quality of the work and quality of the
organization!
• Motivating factors aren’t usually pay/benefits but
rather job challenge, a supportive environment
growth opportunities
• Attracting, motivating and retaining talent
requires good EE peers, good organizational
design and high quality boss/supervision
• Total pay and benefits has to be competitive
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27. Developmental Opportunities
The best mix of developmental opportunities to
help young staff build critical skills is:
• 60% jobs/tasks; 30% Bosses, coaches, mentors;
10% self development and courses?
• 50% jobs/tasks; 25% bosses, coaches, mentors,
25% self development and courses?
• 25% jobs/tasks; 25% bosses, coaches, mentors;
50% self development and courses?
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28. 60% jobs/tasks; 30% bosses; 10% self
development!
• The most potent skill development tool is
“assignmentology” – who goes on what jobs
when and for what purpose
• Hi potential performers who go through a series
of challenging client/job assignments are the
ones who most often end up in leadership
positions down the road
• Toughness and diversity of challenges are the
key to future success for these generations
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29. What kinds of jobs matter most for long term
development?
• Jobs requiring transitions and first time
experiences?
• Multiple rotation assignments?
• Functional switches?
• Being promoted?
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30. Jobs requiring transitions and first time
experiences:
• On the job development is the most important of all
development activities especially putting people who are
willing to learn and change into first time, new and tough
situations.
• It is important not to rush to judgment when people take
on new assignments. Sometimes they will fail, and their
ability to learn from their failure rather than be punished
for it is key to long term growth.
• Finding tough jobs for young staff is important for their
learning and the probability that they will stay with you.
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31. Which of the following is most true about
managers/supervisors in delivering negative
feedback or criticism to staff?
• Most managers/supervisors find it hard but most
do it?
• Most managers/supervisors find it hard and
uncomfortable?
• Most find it uncomfortable but not hard?
• Most give adequate negative feedback easily?
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32. Most managers/supervisors find it hard and
uncomfortable!
• Most managers aren’t very adept at developing people
for the long term (this is the lowest rated competency in
360 ratings)
• Research shows that high potentials get less feedback.
Why?
• There should never be feedback just for the sake of
giving feedback. Why?
• Face to face feedback can be improved by focusing on
agreed upon competencies and goals. This makes it
easier to discuss and improve since staff generally
believe that skills/competencies are developable and if
developed will lead to higher performance.
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33. • A. Lack of up to date technical skills?
• B. Lack of intelligence?
• C. An overriding flaw or weakness that suddenly
matters?
• D. Lack of experience in the area?
Why do previously successful people fail in
new assignments?
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34. An overriding flaw or weakness that suddenly
matters:
• People succeed for a variety of reason, but
previously successful people fail for a few.
• Derailment can be prevented by early
assessment and what else?
• Self knowledge is the best option – hi potentials
can’t be good at everything, but their edge is in
knowing themselves – developing where they
can and neutralizing weaknesses.
• As a manager, how do you help?
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35. Of all those who attended early level training in
2009, how many said their boss or supervisor
has talked to them about their career at CBIZ?
• More than 60%?
• More than half?
• More than 25% but less than half?
• Less than 25%?
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36. Less than 25%:
• What accounts for this?
• What are some of the likely impacts?
• How do we do it?
• Are their any tools to help?
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37. • As managers of Y,Z’ers, what are some things
you can do to be a better manager?
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38. • Talk to them about their career
• Talk to them about the work they do
• Talk to them about your company
• Throw them in the lake - they can swim (but not
under the bus)
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39. Potentials Challenges to Manage Y’ers and
Zers!
• Want to work but work is not their life
• May not subscribe to “company loyalty”
• Not reluctant to question managers or organization
• High performers require high maintenance
• High expectations of themselves, boss and employer
• May not respond to traditional command and control
style of management
• May not be prepared for feedback that is not praise
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40. Management Techniques for All Generations
• Stop judging and start learning characteristics, values,
preferences for communicating
– Treat your associates as you do your clients
– Think “skills”, not age
– Avoid expecting less or more of someone because of their age.
– Avoid making assumptions (for example, believing that a young person
prefers to work on a computer or an older person prefers not to)
• Engage in active listening
– Tailor your approach
– Ask open-ended questions; Use eye contact; Paraphrase understanding
– Focus on job-related common ground; talk about mission, vision,
company objectives
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41. Techniques for All Generations, cont’d
• Be more flexible
– Utilize experiences and expertise of everyone
– Allow challenges of why something exists; Let go of defensiveness
– Ask for input on updating processes, rules, etc.
• Share opportunities among your team members to “take
the lead” – in meetings, projects, etc.
• Be specific and set clear expectations
– When giving directions, provide them in writing and include the “why”.
Ask what obstacles can you anticipate and what resources do you need
to accomplish this?
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42. Techniques for All Generations, cont’d
• Provide developmental opportunities
– The best mix to help young staff build critical skills is 60%
jobs/tasks; 30% supervisor/mentors; 10% self-
development/courses
– On the job development is the most important of all development
activities
• Series of challenging and diverse assignments
• Ability for learning from failure is key to long term growth
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43. Techniques for All Generations, cont’d
• Feedback
– Always be specific and timely.
– Use it as a teaching opportunity to reinforce specific behaviors
• “Great job on that report” vs. “The way you got that report done ahead of
schedule means a lot to me and the customer – and the extra data analyses
were really creative”
– Address performance issues as performance issues – not
intergenerational differences.
– High performers typically rate themselves lower than others rate them
– Low performers often fail to recognize their competence level possibly
because they don’t know what good performance looks like
– Overrating is correlated with poor performance and termination, and
underrating is corrected with higher performance.
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44. Additional Notes About Feedback…
“ClashPoints”
Traditionalists: “No news is good news”
Baby Boomers: “Once a year, with lots of documentation”
Gen Xers: “Sorry to interrupt, but how am I doing?”
Gen Y and Millenials: “Feedback whenever I want it…at the
push of a button”
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45. Next Steps:
• What will you do to get better at managing and
motivating generations Y and Z?
• What are the obstacles?
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