When were you born?

What are you talking about?

• Rotary dial phone

• TV without a remote and went off the air

• Bag cell phones

Video

• Raised with technology

• Uber & Lyft

• Self-driving cars

Generations Defined

• Traditionalist (pre-1946)

• Baby Boomers (1946-1964)

• Generation X (1965-1977)

• Generation Y/Millennials (1977-1995)

• Generation Z/iGen (1996-?)

Traditionalist ( pre - 1946)

• Strong values

• Logical and linear

• Respect for authority

• Loyal to a company

• Face to face communication

• Uncomfortable with change

Baby Boomers (1946-1964)

• “Me” generation

• Desire job advancement

• Concerned about financial security

• Delay retirement

• Phone communication

• Favor traditional training and handbooks

Generation X (1965-1978)

• “latchkey” generation

• Value work life balance

• Tech savvy

• Desire a great deal of freedom

• Dislike formal meetings

Generation Y/Millennials (1979-1995)

• Do not conform to work norms

• Driven by social interaction

• Communicate by IM Chat/Text

• Expect performance awards

• Multi-taskers

• Focused on results

Generation Z/iGen (1996-?)

• Youngest generation

• Constant feedback and reassurance

• Intolerant of prejudice

• Team players

Stereotyping

Generation ??

Don’t listen to direction

Not a team player

Always on their phone Do not confuse

character issues with generational traits.

Considerations

• Attitudes

• Expectations toward work

• Motivators

• Communication styles

• How you measure results

• The INDIVIDUAL

You can no longer use a one size fits all approach.

Communications

Face to Face

Phone

Email

IM

Managing & Retaining

• Millennials can train Traditionalist

• Gen Xers can be used as mentors

• Create recognition programs

• Adapt work space to allow for collaboration, if desired

Managing & Retaining cont.

• Benefit packages (i.e. insurance, time off, etc.)

– Flexible work schedules

– Health insurance benefit may not be as attractive to millennials as they can remain on their parents coverage

– Investment trainings

– Compensation packages including bonus structures

Need to assess our policies and

Applying the Principles

• Do not limit your workplace to the generational differences, apply these concepts throughout the organization.

• Take advantage of the broad perspectives contained within the workforce, differences are not always obstacles.

• Don’t make too many assumptions, communicate with employees regularly to keep them engaged.

Resources

Knight, Rebecca “Managing People from 5 Generations” September 25, 2014. Harvard Business Review.

Price, James C. “Faces of Change: Engaging the Five Generations in the Workforce”. February 2016. Refresh Leadership

Shah, Rawn. “Working With Five Generations In The Workplace”. April 20, 2011. Forbes Leadership.

www.shrm.org

Contact InformationMarissa Pace, MBA

Director of HR

Daemen College

4380 Main St.

Amherst, NY 14226

mpace@daemen.edu

(716) 839-8504