Generational Identity in the
Workplace
Motivating, Rewarding and Recognizing Employees
November 25, 2008
Dr. Judy Laws
Graybridge Malkam
Agenda
– Generational differences on the job
– What can be done to motivate, reward and
recognize all 4 Generations?
Disclaimer
• Different generations require different
approaches
• But be careful not to stereotype –
“generations” is just one lens that can
be used to help understand people. It is
not the only lens.
Managing Generational
Differences – True or False?
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Gen Y professionals want to hear from their managers at least once a day.
The statement “”Who is in charge?” reflects the baby boomer generation?
Older employees are more likely to be engaged in their work than younger
ones.
Younger workers have no work ethic.
Change is more the rule for Generation X than any other generation.
The majority of generational conflicts occur from value differences of the
age groups.
Work ethic is not a source of generational conflict.
Veterans and Baby boomers want their experience and expertise they
bring to the workplace respected.
Work that is personally fulfilling is found to be one of the top five work
value priorities for Generation Y.
One way to effectively manage a multi-generational workforce is to
facilitate mentoring.
Generational Differences
on the Job
Veteran – Mindset
•
•
•
•
Strong work ethic
Stable and dedicated
Loyal
Comfortable (and prefer) top-down
management
• Duty before pleasure
• Respect for institutions and leaders
Veteran – Motivators
•
•
•
•
•
Work is a privilege
Hard work and sacrifice pay off
Seek direction, clear goals and measures
Want to be shown respect
“Recognize my position”
Baby Boomers - Mindset
• Go the extra mile
• Team-oriented (“Let’s figure it out
together”)
• Value education
• Problem solvers
• Service to community
• Career–focused, find identity in their work
• Want to do better than their parents and
provide for their children
Baby Boomers - Motivators
•
•
•
•
Security
Accreditation/education
Respect
Financial rewards, promotions, career
paths
• “Recognize my achievements”
Generation X - Mindset
•
•
•
•
•
•
Work/Life Balance
Independence (“Let me figure it out”)
Responsibility and accountability
Not driven by career paths
Creativity
Dislike micro-management and
formality
Generation X - Motivators
•
•
•
•
•
•
•
Life management, flexibility
Responsibility = Power
Skills development
Freedom and independence
Opportunities for change
New projects, challenge
“Recognize my contribution”
Generation Y - Mindset
•
•
•
•
•
•
•
Embrace technology
Expect collaborative environments
Tolerant of diversity
Able to multi-task, deal with rapid change
Want to make a difference
Honest, speak their minds
Finding a new job is easy
Generation Y - Motivators
•
•
•
•
•
•
•
Access to technology
Constant feedback
Important work and visibility
Mentoring
Promotions
Speed
“Recognize my capabilities”
Top 5 Priorities for Each
Generation
Veterans
1.
2.
3.
4.
5.
Work that is
compatible with
one’s moral
values
Fairness in
policies and
procedures
Work that is
personally
fulfilling
Flexible hours of
work
Work that makes
use of their
abilities/sense of
accomplishment
(tie)
Theme: Want to stay
relevant and leave
behind a legacy
Baby Boomers
1.
2.
3.
4.
5.
Work-life
balance
Good Benefits
Work that is
compatible with
one’s moral
values
Work that is
personally
fulfilling
Interesting work
Theme: Need to find
meaning and
balance in their
work
Generation X
1.
2.
3.
4.
5.
Interesting work
Work-life
balance
A good salary
Flexible hours
of work
Intellectually
stimulating
work/opportuniti
es for
continuous
learning
Theme: Need to be
challenged
and always
keep learning
Generation Y
1.
2.
3.
4.
5.
A good salary
Opportunities
for
advancement
Interesting work
Work-life
balance
Good benefits
Theme: Want to be
taken
seriously as
contributors
The Meaning of Money
• Money means different things to the
generations:
– Veterans: hard work and security
– Boomers: recognition and status
– Gen Xers: freedom and independence
– Gen Y: the means to maintain their lifestyle
Managing Generational
Differences
Round Table Discussion:
1. What are the biggest
challenges you face with
managing generational
differences in the
workplace?
2. Reach consensus on the
top 1 - 3 practical
strategies that could be
taken to address
generational differences
in the workplace.
10 Effective HR Practices
1. Enable Mentoring – Forward and Reverse
2. Retain retirees with flexible work
arrangements
3. Baptisms by Fire – Challenging first
assignments
4. Developmental Learning Plans –
Opportunities for learning and re-curving
5. Job rotation, sabbaticals and secondments
- provide change and variety
10 Effective HR Practices
6. Culture of balance and workload sanity –
face-time does not equal effort
7. Flexible benefits & rewards – tailor to all
generations
8. Developmental feedback system – more
feedback for younger workers, less for older
9. Relationship-based HR– build and leverage
inter-employee and employee-supervisor
relationships
10. Sponsor employees’ community
involvement
To Recruit & Retain Gen Xers
and Gen Y…
• Focus on learning and advancement
• Meaningful participation, not just ‘dues
paying’
• Build in change and variety
• Enable multitasking
• Provide ongoing developmental feedback
• Remember: loyalty is reciprocal
• Build in opportunities for entrepreneurship
• Focus on ‘fun’ …their idea of fun.
Loyalty is Dead!
• The bad news: You cannot expect
younger workers to be loyal to their
employer
• The good news: Loyalty is not
the only kind of commitment…
nor is it the most important.
• Create committed and engaged workers
by fostering attitudinal commitment
To Satisfy Boomers and
Veterans:
• Focus on the meaningfulness of the work
– ‘Sell’ the aspects of the work that makes a
contribution to society
– Help them find personal fulfillment through
work
– Build altruism into the workplace, even if the
work lacks it. Corporate philanthropy has
many benefits
• Reward their loyalty – it’s a valuable asset to
them and the organization
Other Considerations
• Good pay, benefits, flexibility of hours, work-life
balance and interesting work are all basic
requirements.
• Don’t know what employees want? ASK THEM!
You might be surprised by their answers.
• When managing a younger generation of
employees, ensure that their preferences for a
cooperative and affiliative workplace are met.
• Irrespective of whether it relates to generational
or age differences, the need to provide younger
workers with challenges remains important.
Wrap-up
Managing Generational
Differences – True or False?
1.
2.
3.
4.
Gen Y professionals want to hear from their managers at least once
a day.
The statement “”Who is in charge?” reflects the baby boomer
generation?
Older employees are more likely to be engaged in their work than
younger ones.
Younger workers have no work ethic.
5.
6.
Change is more the rule for Generation X than any other generation.
The majority of generational conflicts occur from value differences of
the age groups.
7.
Work ethic is not a source of generational conflict.
8.
Veterans and Baby boomers want their experience and expertise
they bring to the workplace respected.
9.
Work that is personally fulfilling is found to be one of the top five work
value priorities for Generation Y.
One way to effectively manage a multi-generational workforce is to
facilitate mentoring.
10.
Utilize the ACORN Strategy
•
Accommodate employee differences – treat employees as you do your
customers working to meet their specific needs and serving them according to
their unique preferences.
•
Create workplace choices – Allow the workplace to shape itself around the
work being done, the customers being served, and the people who work
there.
Operate from a sophisticated management style – Sophisticated
managers tend to give those who report to them the big picture, specific goals
and measures, then they turn their people loose – giving them feedback,
reward and recognition as appropriate. They use a situational leadership style
to accommodate workplace situations and issues as they arise
Respect competence and initiative – Treat everyone, from the newest
employee to the most seasoned employee, as if they have great things to
offer and are motivated to do their best.
•
•
•
Nourish retention – Acknowledge that there is a labour shortage and make
retention an everyday focus. Make your workplace a workplace of choice by
offering lots of training and development opportunities, rewards and
recognition.
Final Thoughts
• Be aware of differences and their sources –
don’t project (Boomers – that means YOU!)
• Different generations require different
approaches – one size fits one!
• Remember that there are FOUR
generations to manage
• Be careful not to stereotype – these are
generalizations, not psychological profiles