This document discusses bridging the generation gap in the workplace as five generations will soon be working together. As people are living and working longer, it is important to understand differences in backgrounds, perspectives, and communication styles between generations in order to foster acceptance of this diversity. While generalizations can be made about characteristics of Veterans, Baby Boomers, Gen X, Gen Y/Millennials, and Gen Z, it is important not to stereotype individuals. Conflicts may arise from perceived lack of respect between generations, but exercises can help increase understanding. The workplace is shifting from command-and-control models to those with greater flexibility, autonomy and team-based work to attract younger generations. Culture and leadership must also change to engage

1. Bridging The Generation Gap Corliss McGinty HR Momma Corliss@HRMomma.com 336-272-7940

3. Why Is This Happening? We are facing a new future in terms of demographics at work: we will soon have five generations in the workplace at once. In prior years, we have had three or four generations at a time with some but not vast differences in work behavior. People are living and working longer!

4. What Is The Key To Bridging The Gap? Explore the backgrounds and perspectives of the generations for a new understanding and acceptance in this area of diversity

5. Understand This Re: Diversity We’re communicating in generalities and stereotypes When ones says something like “Gen X individuals are typically frustrated and cynical and tend to be aloof in their management style”, that is a sweeping generalization and will not hold true for all individuals!

6. Personal & Lifestyle Characteristics

7. Workplace Characteristics

8. Communication Styles

9. General Descriptors

10. Composite Veterans <1946 are 6% of workforce Baby Boomers (1946-64) are 42% Gen X (1965-77) are 29% Gen Y (1977-94) are 23% Gen Z???

11. Conflict Boomers say Gen Xers lack respect for their authority & challenge every assignment. Gen X questions why the boss is so concerned where work is done as long as it gets done and when will they get to present their ideas on how to improve things here?! Managers say they don’t get they’ve moved from a buyer to a seller and also what it means to be part of a TEAM.

12. Exercise! Get into your generational groups Come up with 3 songs that you remember List 3 toys you played with Create 3 words that describes your parenting What were three big events you remember? What did you wear in your teens? Hair?

13. Shifts In The Workplace Boomers (46-65) hold the most powerful leadership positions (average age 57) By 2018, 60% will be gone Even this this environment, there is a talent crisis!

14. New Organizational Design From “command & control” to cooperative-based leadership models with greater autonomy and freedom in the way work is performed. Layers go and temporary, purpose-based worker groups emerge & flatten This provides the flexibility and scalability that businesses require to better manage costs and maintain quality

15. New Operating Model Future model needs to contemplate and weave the freelance and contract working arrangements preferred by Millennials Trade routine, predictable and secure to the freedom to choose where, when & how Fits with network design

16. Culture Implications Must create a culture to attract, develop & retain quality Gen Y Principles around ownership & profit sharing may force more employee-based ownership for retention Titles may be redefined or removed if they hinder teamwork or prevent required elasticity

17. Culture Implications cont. Thought must be given to harnessing the growing use of social networks Employment by multiple companies Physical location independence More tailorable & “lifestyle” benefits Customer participation Boomers need to be aware of trends Leadership challenges

19. Gen Y—Help!

20. In Four Years.. Millennials—the people born between 1977 and 1997—will account for nearly half the employees in the world. Many had “helicopter parents” that shaped them Jeanne Meister and KarieWillyerd, The 2020 Workplace

21. How To Get Millennials to Drink The Kool-Aid Recognize their comfort level with technology Get to know them on a personal level Praise quickly with specifics Make expectations clear Be as flexible as possible Be patient with “email reluctance”

22. Kool Aid cont. Provide new challenges & opportunities Realistic financial mindsets & retirement Feedback. Once a day is what they want. Draw on the diversity of experiences, talents & interests of employees to challenge assumptions and reward new ideas. Support work/life balance pursuits Foster professional development & mentoring Share knowledge in “real time

23. Kool Aid cont. Help them to understand that every person you deal with is your customer. Help them understand team Understand many wait to be told what to do; many have no instinctive understanding of professionalism Remind them about appropriate behavior

24. Employers Have a Choice Analyze how to do more with less Engage workers in a discussion about adapting work roles to the talents/strengths in order to become more competitive and profitable Help them understand their natural talents, behaviors, values and strengths Have a role/talent review process

25. In Conclusion The younger generations want the same things their parents want. They will just go about doing it differently. They have a lower tolerance. Find the common ground!