generations seminar

The Changing Face of Our Workforce

Four Generations Working Side by Side

Presented by:

Alexandra S. Jackiw, CPM®, CAPS

Florida Apartment Association2

Objectives

Define the four generations and their workplace characteristicsDefine each generational personalityRecognize generational differencesIdentify the common drivers and value systems of each generation and how those drivers affect motivation and behavior in the workplace


Objectives

Describe how each generation defines success and understand how the differences affect communication and relationships in the workplaceDetermine how your approach may need to change coaching, managing and leading employees of different generationsAppreciate and gain respect for what is important to each generation


Generations in the Workplace

Veterans (Matures): 1925 – 1942

30 Million

Boomers: 1943 – 1960

80 Million

Generation X: 1961 – 1981

45 Million

Millennials (Gen Y): 1982 – 1999

75 Million


Boomers - 45%Gen Xers -

40%

Veterans -

5%Millenials -

10%

The Four Generations

in the Workplace


Generations at Work

The events and conditions each of us experience during our formative years help define who we are and how we view the world.Other factors that have influenced generations and how they respond:

Parenting Technology Life Span


Veterans: 1925-194230 Million People – 5% of Work

Force

1929 – Stock market crashes 1930 – Great Depression 1932 – FDR elected 1933 – The Dust Bowl 1934 – Social Security System 1937 – Hindenburg tragedy 1937 – Hitler invades Austria 1941 – Pearl Harbor 1944 – D-Day in Normandy 1945 – Victory in

Europe/Japan 1950 – Korean War


Veterans: 1925-1942Core Values

Dedication/sacrifice Hard work Conformity Law and order Respect for authority Patience Delayed reward Duty before pleasure Adherence to rules Honor Loyalty


Veterans: 1925-1942Generational Personality

Like consistency & uniformity Like things on a grand scale Are conformers Believe in logic, not magic Are disciplined Are past-oriented and history

absorbed Have always believed in law

and order Spending style is conservative Measure work ethic on

timeliness, productivity and not drawing attention to one’s self.


Veterans: 1925-1942

MARKINGS: Conservative,somewhat “dressy” clothing – coats and ties or stockings;

neatlytrimmed hair; American cars; golfclubs; mixed drinks; 1/3 areveterans.SPENDING STYLE: Wealthiestgeneration; save and pay cash.WHAT THEY READ: Reader’sDigest, USA Today, Time, WSJTHEIR HUMOR: Better Half and The Lockhorns.


Veterans on the Job

ASSETS: Stable Detail-

oriented Thorough Loyal Hard-working

LIABILITIES: Inept with

ambiguity & change

Reluctant to buck the system

Uncomfortable with conflict.

Reticent when they disagree.


Veterans: 1925-1942

IN A NUTSHELL: They are the current 66

to 83 year olds. They are very hard

working, economically conscious and trusting of the government.

They were very optimistic about the future and hold a strong set of moral obligations.

10 Million are over the age of 80.


Veterans: 1925-1942

IN A NUTSHELL: They are the most

affluent generation. They have a “WE”

first group orientation.

Delayed gratification – work hard, seek pleasure later.


Veterans as Team Members

MANAGING - respect experience; earn trust show deference; listen attentively

ORIENTATION – take plenty of time OPPORTUNITIES – stress the long haul DEVELOPMENT – technology training MOTIVATING – personal touch;

acknowledge contributions, but not too much.

MENTORING – tact and respect


Coaching and Managing Veterans

Allow the employee to set the “rules of engagement.”

Ask what has worked for them in the past and fit your approach to the experience.

Let them define quality and fit your approach to that definition.


Coaching and Managing Veterans

Use testimonials from the nation’s institutions - government, business or people

Emphasize that you’ve seen a particular approach work in the past; don’t highlight uniqueness


Boomers: 1943 – 196080 Million People – 45% of

Workforce

1954 – McCarthy hearings 1955 – Rosa Parks 1957 – Civil Rights Act 1960 – Birth control pills 1960 – JFK elected 1961 – Peace Corps 1962 – Cuban Missile

Crisis 1962 – John Glenn orbits


Boomers: 1943 – 1960

1963 – MLK march on D.C. 1963 – JFK assassinated 1965 – US troops to

Vietnam 1966 – NOW founded 1968 – MLK & RFK killed 1969 – Lunar landing 1969 – Woodstock 1970 – Kent State

shootings


Boomers: 1943 – 1960Core Values

Optimism Team orientation Personal gratification Health and wellness Personal growth Youth Work ethic = “worth”

ethic Involvement Status


Boomers: 1943 – 1960Generational Personality

Believe in growth & expansion. Think of themselves as “stars of

the show.” Tend to be optimistic. Learned about teamwork in

school and at home. Pursued their own personal

gratification without compromise, often at a high price to themselves and others.

Searched their souls – repeatedly, obsessively, and recreationally.

Have always been cool. Concerned about gaining

control of time


Boomers: 1943 – 1960

MARKINGS: Designer glasses,whatever’s trendy, BMWs,designer suits, designer

bodies,vintage wines, customizedproducts and services.SPENDING STYLE: Buy now,pay later – with plastic.WHAT THEY READ: Business Week, People.THEIR HUMOR: Doonesbury


Boomers on the Job

ASSETS: Service-oriented Driven Willing to go the

“extra mile” Good at

relationships Want to please Good team

players

LIABILITIES: Not “budget-minded” Dislike conflict Reluctant to oppose

peers May put process ahead

of result Too sensitive to

feedback Judgmental of those who

see things differently Self-centered


Boomers: 1943 - 1960


to 65 year olds. They have a strong set of

ideals and traditions, and are very family-oriented.

They are fearful of the future, politically conservative and active, and fairly socially liberal.


Boomers: 1943 - 1960

IN A NUTSHELL: They are the most

influential generation. Workaholic mentality

defined by TIME spent on the job.

Unique orientation to TEAM. Cherish those that contribute in a way that benefits the TEAM.


Boomers as Team Members

MANAGING – don’t suffer in silence; political animals;acknowledge time spent; recognize how busy they are;

be succinct – they’re running out of time.ORIENTATION – focus on challenges; optimistic language stressing positives;OPPORTUNITIES – personalized treatment; customized, specialized approach.DEVELOPMENT – “soft skills”; strategic planning;

budgetingMOTIVATING – public recognition; perks; plaques; “Howcan I help the team?”MENTORING – personal growth; “forever young”; talk about how it used to be.


Coaching and Managing Boomers

Show how you can help them manage their time wisely

Assess their comfort level with technology in advance

Demonstrate how important a strong team is

Customize your style to their unique needs


Coaching and Managing Boomers

Emphasize that working with you will be a good experience for them

Emphasize that their decision is a good one and a “victory” for them – they’re competitive and want to win

Follow up and check how they are doing on a regular basis


Gen X-ers: 1961 – 198145 Million People – 40% of

Workforce

1970 – Women’s Lib 1972 – Munich Olympics 1973 - Watergate 1973 – Energy crisis begins 1976 – Tandy & Apple PCs 1979 – Three Mile Island 1979 – Corporate lay-offs 1979 – Iran hostage crisis


Gen X-ers: 1961 – 1981 1980 – John Lennon killed 1980 – Reagan inaugurated 1986 – Challenger disaster 1987 – Stock market drops 1988 – Bomb in Lockerbie 1988 – Exxon Valdiz spill 1989 – Berlin Wall falls 1991 – Desert Storm 1992 – Rodney King/riots 1993 – OJ Simpson


Gen X-ers: 1961 – 1981Core Values

Diversity Thinking globally Balance Techno-literacy Fun Informality Self-reliance Pragmatism “Carpe Diem”


Gen X-ers: 1961 – 1981Generational Personality

Self-reliant. Seeking a sense of family. Want balance. Have non-traditional

orientation about time and space.

Like informality. Approach to authority is

casual. Are skeptical. Are attracted to the edge. Technologically savvy.


Gen X-ers: 1961 – 1981Generational Personality

Reluctant to grow up and conform.

Taught that they would be the first generation that would not be as successful as their parents.

Taught to question authority.

Productivity matters more than time on the job.

Tough sell – can spot a phony a mile away.

“Prove it to me.”


Gen X-ers: 1961 – 1981MARKINGS: Nose rings,navel rings, functional clothing, tattoos,

Japanesecars.SPENDING STYLE:Cautious, conservative.WHAT THEY READ: Spin,Wired, chat room dialogueTHEIR HUMOR: Dilbert


Gen X-er's View of Work


Gen X-ers on the Job

ASSETS: Adaptable Techno-

literate Independent Unintimidated

by authority Creative

LIABILITIES: Impatient Poor people

skills Inexperienced Cynical Want to control

the decision and the plan


Gen X-ers: 1961 - 1981


to 47 year olds. They live in the present,

like to experiment, and are looking for immediate results.

They are selfish and depend a lot on their parents.

They question authority and feel like they carry the burden of the previous generations.


Gen X-ers: 1961 - 1981

IN A NUTSHELL: They are cynical,

pessimistic and skeptical.

Most loyal population in the workplace – but to PEOPLE, not companies.

“Prove it to me” attitude.


Gen X-ers as Team Members

MANAGING – make it fun; don’t micro-manage; answer the questions “What have you done lately? Why are you qualified?”; emphasize back-up plansORIENTATION – emphasize life balance; limit corporate politics; clearly explain expectations; answer “Why?”OPPORTUNITIES – stress broad range of diverse skillsDEVELOPMENT – on-the-job trainingMOTIVATING – leading edge technology; time is acurrency;MENTORING – virtual teamwork; time alone


Coaching and Managing Gen X-ers

Put all the options on the table Be prepared to answer “WHY” Present yourself as an

information provider Use their peers for testimonials

whenever possible


Coaching and Managing Gen X-ers

Appear to enjoy your work – “carpe diem”

Follow-up and meet your commitments. They’re eager to improve and expect you to follow through.


Millenials (“Nexters”): 1982 – 1999

75 Million People – 10% in Workforce

September 11, 2001 Oklahoma City bombing Columbine massacre Threat of renegade

nuclear countries Respect for environment Immigration restricted ADD era National epidemics –

Ebola, AIDS, etc. Clinton/Lewinsky Virginia Tech


Millenials: 1982 – 1999Core Values

Optimism Civic duty Confidence Achievement Sociability Morality Street smarts Diversity


Millenials: 1982 – 1999Generational Personality

Coddled since birth – protected by parents

Over-scheduled Never known depression –

until recently. Never known a world without

PC’s, cell phones, remote controls

Torn between individuality and fitting in

Don’t want to be hurried and will take the time to search for an answer.


Millenials: 1982 – 1999

MARKINGS: Polyester, pagers,texting, retro.SPENDING STYLE: Spend yourparents’ money as fast as you

can.WHAT THEY READ: Series: Goosebumps, Baby Sitters’ Club, Matt Christopher, American

Girls, Chat Room ConversationTHEIR HUMOR: Calvin and Hobbes


Millenials on the Job

ASSETS: Collective

action Optimism Tenacity Heroic spirit Multi-tasking

capabilities Techno-savvy

LIABILITIES: Need for

supervision and structure

Inexperience, particularly with handling difficult people issues


Millenials: 1982 - 1999

IN A NUTSHELL: Currently age 26 and

younger. Adulthood taking longer. Want instant gratification. Are very aware of the world

and very technologically literate.

Loyal and consider a company’s altruistic attitude and culture.

See personal fulfillment from their jobs, not necessarily financial security – yet.


Millennials as Team Members

MANAGING – trust central authority; their world has immediacy;

help them itemize and prioritize; no nebulous time frames

ORIENTATION – teamwork ethic; devote plenty of time; “How

can I help you get where you want to go?”

OPPORTUNITIES – Resilient; tech-savvy

DEVELOPMENT – continued education; intimidated by difficult

customers; bursts of short and quick information; help them

achieve their goals

MOTIVATING – need more supervision/structure; recognize the

individual but understand their “herd” mentality;

MENTORING – appoint a strong leader


Coaching and Managing Millenials

Offer customization – a plan specific to them

Offer peer-level examples Spend time providing

information and guidance Be impressed with their

decisions


Generational Differences Veterans – 1925 to

1942 Uncomfortable with

ambiguity Slow to embrace

technology Stable, detail-

oriented, thorough, loyal, hard-working

Won’t speak up if they disagree

Baby Boomers – 1943 to 1960 Service-oriented Driven Good team players Not budget-minded More process than

results oriented Workaholics Work ethic =

“worth ethic”


Generational Differences Generation X –

1961 to 1981 Adaptable Techno-literate Not intimidated by

authority “Just tell me if this

is going to be on the test”

Cynical and impatient

Poor people skills

Millennial – 1982 to 1999 Optimistic Tenacious Heroic spirit Multi-taskers Need supervision

and structure Huge conflict

between Gen X-ers and Gen Y-ers

Rattled by in-your-face conflict

Cross Generational Communication


Generational InteractionVeterans and Boomers may have a tendency not to question or challenge authority or the status quo. This may cause confusion and resentment among the X-ers and Millennials who have been taught to speak up.


Generational Interaction

X-ers and Millennials who have had different life experiences and communicate with people differently, may fail to actively listen to Boomers and Veterans, thereby missing valuable information and guidance.


When Generations Fail to Communicate

May impact turnover rates

May impact tangible costs (i.e., recruitment, hiring, training, retention)

May impact intangible costs (i.e., morale)

May impact grievances and complaints

May impact perceptions of fairness and equity


Generational Feedback

Feedback style and form can be impacted by generational differences.


GENERATIONAL FEEDBACK

VETERANS – “No news is good news.”

BOOMERS – “Feedback once a year and lots of

documentation. X-ERS – “Sorry to interrupt

you, but how am I doing?” MILLENIALS – “Feedback

whenever I want it at the push of a button.”


Feedback Style and Impact

Feedback styles that may appear informative and helpful to one generation might seem formal and “preachy” to another.Feedback that an X-er thinks is immediate and honest can seem hasty or even inappropriate to other generations.Some older generations have been told that there is a time and place for feedback. Younger generations haven’t necessarily been taught this “rule.”


Generational Meaning of Feedback

Veterans seek no applause but appreciate a subtle acknowledgement that they have made a difference.Boomers are often giving feedback to others but seldom receiving, especially positive feedback.X-ers need positive feedback to let them know they’re on the right track.Millennials are used to being praised and may mistake silence for disapproval. They need to know what they’re doing right and what they’re doing wrong.


Valuing DifferencesInformation flows in all directions in a company or on a property. The most successful managers find a way to let every generation be heard. They recognize that no one has all the answers. This appreciation of diversity allows each group to contribute and be a part of the growth and success of your company or property.


On-the-Job StrengthsVETERAN BOOMER GEN X-ER MILLENIAL

Job Strength

Stable ServiceTeam player

AdaptableTechno-literate

Multi-taskTechno-savvy

Outlook Practical Optimistic Skeptical Hopeful

Work Ethic Dedicated Driven Balanced Determined

View of Authority

Respectful Love/Hate Unimpressed &Unintimidated

Polite

Leadership By Hierarchy By Consensus

By Competence

By Pulling Together

Relationships

Personal Sacrifice

Personal Gratification

Reluctant to Commit

Inclusive

Turnoffs Vulgarity Not Being PC Cliché/Hype Promiscuity

Diversity Segregated Integrated Diverse Blended

Feedback No news Formal By interruption

Perpetual

Work/Life Balance

Need Help Shifting

Workaholics Want Balance Now

Need Flexibility

generations seminar

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