Engaging the
Multigenerational Workforce
Susan Murphy, MBA, PhD
Senior Consultant
Claire Raines Associates
Kathy Greco, LMSW, CEAP
Director, Health & Performance
Initiatives
ValueOptions
Agenda
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The Business Case
Overview of the Generations
Workplace Implications
Best Practices
Generational Perspectives on the EAP and
Typical Issues
 Discussion
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The Business Case
 Competition for talent
 More generations working side by side
 Productivity and business results linked
to work environment
 Customers from all generations
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Primary Aspects of Diversity
Generation
Gender
Sexual
Orientation
Race
Ethnicity
Physical
Qualities
Country of
Origin
Adapted from Workforce America! by Marilyn Loden & Judy Rosener
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Generations • 2007 & 2011
WWII Generation (Traditional Generation)
born before 1940
in 2011
67 plus
71 plus
3%
1%
5 million
2 million
Baby Boom Generation (Post WWII Boom in Births: 1946-1964)
born 1940-1960
in 2011
47-67
51-71
37%
29%
55 million
46 million
27-47
31-51
45%
44%
68 million
69 million
15%
26%
22 million
40 million
Generation X
born 1960-1980
in 2011
Millennial Generation (Generation Y)
born 1980-2000
in 2011
5
7-27
11-31
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Questions for Organizations
 What is the generational composition of your
current workforce?
 What will the generational composition of your
workforce be in 5 years?
 What is the generational composition of your
customer base?
 What will the generational composition of your
customer base be in 5 years?
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Our Perspective and Values
…are shaped by the world around
us during our formative years.
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WWII Generation
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WWII Generation
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WWII Generation
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Baby Boom Generation
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Baby Boom Generation
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Baby Boom Generation
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Generation X
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Generation X
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Generation X
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Millennial Generation
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Millennial Generation
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Millennial Generation
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How Parenting Differed
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WWII
Baby Boomer
Discipline
Schedules
Conformity
Strict obedience
“Spare the rod, spoil the child”
Dr. Spock
Throw away schedule
Love & nurture,
pamper & cherish
Stay-at-home moms
Generation X
Millenial
Parenting by proxy
Working moms
Latchkey children
Soaring divorce rates
Autonomy & independence
Parental advocacy
Put children first
Soccer moms
Supervision
Strictness on drugs,
drinking, driving
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Benefits of the Multigenerational Team
 Can attract/retain talented people of all ages, more
inclusive
 More flexible
 Can gain/maintain greater market share because
reflect multigenerational market
 Decisions are stronger, more broad-based with
multiple perspectives
 More innovative and creative
 Can meet needs of diverse public and can relate
more effectively
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Root Causes of Conflict
 Work ethic
 Technology
 Relationships
 Outlook
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Root Causes of Conflict (cont.)
 Perspective
 View of authority
 Leadership
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The Titanium Rule
Do unto others,
keeping their preferences in mind.
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Communication
 WWII Generation
• Logical, linear, conservative
 Baby Boom Generation
• Personable, information = reward
 Generation X
• Direct, straightforward, results-oriented
 Millennial Generation
• Positive, motivational, personal goal-oriented
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Turn-offs
 WWII Generation
• Profanity, slang, poor grammar, disrespect
 Baby Boom Generation
• Brusqueness, one-upmanship
 Generation X
• Using time poorly, corporate-speak
 Millennial Generation
• Cynicism, sarcasm, condescension
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Motivation for WWII Generation
 WORDS that motivate:
• “Your experience is respected here.”
 REWARDS that motivate:
• Tangible symbols of loyalty, commitment and service
 MANAGEMENT ACTIONS that motivate:
• Managers connect their actions to overall good of
organization
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Motivation for Baby Boomers
 WORDS that motivate:
• “We need you. You can make a difference.”
 REWARDS that motivate:
• Personal appreciation, promotion, recognition, status
symbols
 MANAGEMENT ACTIONS that motivate:
• Managers get them involved and show them how to
make a difference
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Motivation for Generation X
 WORDS that motivate:
• “Do it your way.” “There is life beyond work.”
 REWARDS that motivate:
• Free time, upgraded resources, opportunities for
development, bottom-line results, certifications to add to
resume
 MANAGEMENT ACTIONS that motivate:
• Managers give them choices and let them work
autonomously
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Motivation for Millennials
 WORDS that motivate:
• “We respect you here.” “What are your goals?”
 REWARDS that motivate:
• Awards, certificates, tangible evidence of credibility
 MANAGEMENT ACTIONS that motivate:
• Managers connect actions to their personal and career
goals
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Is Your Workplace Gen-Friendly?
_ There’s not just one type of successful person here.
_ On teams, we include a variety of perspectives.
_ We treat employees as customers.
_ We sometimes joke about our different perspectives.
_ We talk openly about what we want from our jobs.
_ We base policies on what customers/employees want.
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Gen-Friendly (cont.)
_ We have a minimum of bureaucracy and red tape.
_ People who work here have the big picture along with
specific goals and measures—and feel free to find their
own best way of reaching them.
_ We expect the best from everyone.
_ We focus on retention every day.
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12 Best Practices
Companies that are most successful at recruiting and
retaining across generations…
1. Study generational composition; use the
information in many HR strategies.
2. Train about generations in a variety of formats.
3. Match workforce to customer base.
4. Include all generations on boards and councils.
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12 Best Practices (cont.)
Companies that are most successful at recruiting and
retaining across generations…
5. Support continuing education.
6. Reward managers for retention.
7. Reward performance and productivity.
8. Offer horizontal movement.
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12 Best Practices (cont.)
Companies that are most successful at recruiting and
retaining across generations…
9. Plan for succession.
10. Offer mentoring programs.
11. Offer flexible scheduling.
12. Offer a wide variety of benefits.
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Questions?
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Analysis
 Developed profile in terms of:
• demographic characteristics
• lifestyle characteristics
• communication preferences
 Identified patterns of substance abuse and related
problems
 Projected needs/behaviors in light of historic EAP
and behavioral health care utilization patterns
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Engage
 Developed CD using multigenerational approach
 Highlighted the unique issues and needs concerning each
generational group, including pertinent workplace issues:
• mental health issues
• alcohol and substance abuse
• financial
• family (child care, elder care, etc.)
 Provided information and tools to help employers address
these issues:
• articles
• posters/brochures
• sample timelines
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The Gen Y Perspective of the EAP
 Predisposed to seek treatment only in crisis
 Seek the services of the EAP less often than the
general employee population
 Of the Gen Y workers seeking assistance from the
EAP, more tend to be female
 Male employees more likely to receive services
related to substance abuse
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Typical EAP Problems
Gen Y Members Experience
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•
•
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Mental health issues
•
•
•
Traffic violations
Drunk driving
Criminal issues (such as assault)
Child custody and support
Pregnancy
Routine, preventive medical care
Accidents
Depression
Anxiety
Appearance of long-term, chronic
disorders, such as bipolar disorder
and thought disorders (e.g.,
schizophrenia)
Marital/family issues
•
•
•
•
•
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Medical issues
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•
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Debt management
Savings
Loans and credit
Legal issues
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Financial issues
Communication
Financial dependence
Effective communication
Healthy relationships
Cohabitation
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Substance abuse issues
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Binge drinking
Experimentation with illicit drugs
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The Gen X Perspective of the EAP
 EAPs help employees balance work and life.
 Gen X employees look to what the EAP can do for
them.
 Skill development and wellness seminars,
work/life programs and workplace programs
designed for flexibility will draw the attention of
Gen X employees.
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Typical EAP Problems
Gen X Members Experience
 Financial issues
• One-income families with
children
• Savings
 Medical issues
• Pregnancy
• Smoking-related health issues
 Legal issues
• Divorce
• Child custody and support
 Mental health issues
• Depression
• Anxiety
• Eating disorders
 Marital/family issues
• Career vs. marriage and family
• Parenting roles
• Relationships
 Substance abuse issues
• Marijuana
• Alcohol
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The Baby Boomer Perspective of the EAP
 Have driven the development of EAP services
over the last 20 years
 Broad-brush programs providing assistance with
work stress, family issues, assessment for
depression and anxiety, as well as grief and loss
issues
 Legal, financial and work/life services have been
incorporated into many EAP services with the aim
of assisting employees on a variety of agingrelated topics
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Typical EAP Problems
Baby Boom Members Experience
 Financial issues

Medical issues
• Lifestyle issues
• Chronic illness

Mental health issues
• Depression
• Anxiety
• Self-esteem

Substance abuse issues
• Disease
• Prescription drug issues
•
Savings and debt
management
• Retirement planning
 Legal issues
•
Estate planning, wills and
trusts
• Long-term care
• Issues of aging relatives
 Marital/family issues
•
•
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Child and elder care
Marital/family
relationships
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The Traditional Generation
Perspective of the EAP
 Occupational alcoholism program
 May not be aware of or be comfortable pursuing
the broad spectrum of employee assistance
services now available
 Less likely to seek the services of the EAP
 Likely to feel obliged to handle any personal
concerns alone
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Typical EAP Problems
Traditional Generation Members Experience
 Financial issues
• Retirement
• Long-term care
• Managing income and expenses
 Medical issues
• Chronic disease
• Diseases of aging
 Legal issues
• Estate planning, wills and trusts
• Health care proxy and living
wills
 Mental health issues
• Depression
 Marital/family issues
• Marital/family relationships
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 Substance abuse issues
• Disease
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Approach
 Target interventions to specific human capital
risks
 Manage risks using resources efficiently
 Offer employers solutions to engage the workforce
 Build an environment that fosters employee
resiliency
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Expected Outcomes
 Increased knowledge of needs and
preferences of generational populations
 Increased awareness of EAP services
among targeted population
 Increased EAP utilization among targeted
population:
• Self-referred
• Management referred
 Reduced prevalence of alcohol misuse and
abuse among targeted population
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Discussion
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Resources
 Susan Murphy
http://www.generationsatwork.com/
drsmurphy@consult4business.com
 Engaging the Multigenerational Workforce
www.valueoptions.com/spotlight_YIW/index.
htm
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