AARP Employer Training
Managing the
Generations at Work
The Changing Landscape of Work
For the first time
in modern history,
workplace
demographics
now span four
generations.
This presents both
challenges and opportunities!
change
Learning Objectives
By the end of this
session you will
be able to:



List the characteristics of
different generations
Understand career stages
Identify best practices for
managing various generations
at work
education
What is a Generation?

A group of people defined by
age boundaries
• They share the history of the times.
• Their values and attitudes tend to
be similar.
What is a Generation Gap?
Generational differences in cultural norms
Generations!

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World War II/Traditionalists:
Before 1945

Boomers: 1946 – 1964
Gen X: 1965 – 1980

Gen Y: 1980 on
The Business Case for Addressing
Intergenerational Dynamics
The transfer of
knowledge between
retiring generations
of veteran workers
and newer entrants
to the workforce is
becoming
increasingly more
important.
Building an “age-responsive”
workplace supports real
communication & understanding
across all ages
– Randstad USA 2008
World of Work Survey
The Business Case for Addressing
Intergenerational Dynamics
Businesses that
focus on
intergenerational
dynamics see an
impact on the
bottom line
through:
– Leading a
Multigenerational
Workforce, AARP
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Corporate Culture
Recruitment
Employee Engagement
Retention
Customer Services
The Business Case for Addressing
Intergenerational Dynamics
More than a third
(42 percent)
of all employees
say they have
experienced
intergenerational
conflict in the
workplace.
Multi-generational teams make
members feel like they all have
important contributions to make.
– Kelly Global Workforce Index
August 2009
Root Causes of Conflict

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Work ethic
Technology
Perspective
View of Authority
Communication
Leadership
Generation “Workplace Needs”
Guess what? People generally
want the same things:
To be respected
To be recognized for
a job well done
To be coached
To be consulted
To be connected
They just want them delivered in
different packages!
Generational Demographics: 2006 and 2011
WWII Generation/Traditionalists
WWII Generation/Traditionalists



Parenting
• Schedules
• Conformity
• Discipline
•
Obedience
Events
• Great Depression
• Pearl Harbor
• Jackie Robinson joins major league
• Korean War
Compelling Messages
• Stay in line/respect the rules
• Sacrifice
• Be heroic
Work Motto: Hard Work, no option!
WWII Generation/Traditionalists

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•
•
•
•
•
•
Words that Motivate
“Your experience is respected here.”
Rewards that Motivate
Tangible symbols of loyalty,
commitment and service
Management Actions that Motivate
Connect their actions to overall good
of organization
Communication Style
Linear, logical, respectful
Turn Offs
Profanity, slang, poor grammar,
disrespect
Baby Boomers
Baby Boomers

 Parenting
•
•
•
•
Throw Away
Schedule
Love & Nurture
Pamper & Cherish
Stay-at-home moms
Events
• Civil Rights
• Sexual Revolution
• Space Travel
• Woodstock
 Compelling Messages
• Be anything you want to be
• Change the world
• Work well with others
• Personal growth
Work Motto: Work, Work, Work.
It’s what we are about.
Baby Boomers

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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
Communication Style
•
Personable, Informative = Reward
Turn Offs
•
Brusqueness, one-upmanship
Generation X
Generation X

•
 Parenting
•
•
•
•
By proxy
Latchkey kids
Soaring divorce
rates
Autonomy &
independence
Events
•
•
•
•
•
Three Mile Island
Berlin Wall falls
John Lennon killed
Chernobyl
Exxon Valdez
Compelling Messages
•
•
•
•
Don’t count on it
Get real
Take care of yourself
Always ask “why”?
Work Motto: Work more with flexibility.
But work even more? Let’s talk.
Generation X
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Words that Motivate
•
“Do it your way.” and “There is life
beyond work.”
Rewards that Motivate
•
Free time, upgraded resources,
opportunities for development,
bottom-line results, certifications
to add to resumes
Management Actions that Motivate
•
Managers give choices and permit
work autonomy
Communication Style
•
Direct, straightforward, resultsoriented
Turn offs
•
Using time poorly, corporate-speak
Millenials / Gen Y
Millenials / Gen Y
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 Parenting
•
•
•
•
Parent advocacy
Events
•
•
•
•
•
Columbine shootings
Enron scandal
War begins in Iraq
Natural disasters:
Katrina and Tsunami
Mandela released
Compelling Messages
•
•
•
•
You are special
Leave no one behind
Serve your community
Connect 24/7
Supervision
Put kids first
Strictness on the 3
“Ds” (drinking,
driving,& drugs)
Work Motto: Work flexibly anywhere. Tell me
why you want me to do something. Work
harder? No way, and I’m texting my friends
to tell them what a jerk you are.
Millenials / Gen Y
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Words that Motivate

“We respect you here.” and “What are
your goals?”
Rewards that Motivate

Awards, certificates, tangible evidence
of credibility
Management Actions that Motivate

Managers connect actions to employees’
personal and career goals
Communication Style

Positive, motivational, personal and
goal-oriented
Turn-Offs

Cynicism, sarcasm, condescension
Interesting But:

We remember that
understanding
generational
tendencies is only
one aspect that
accounts for who an
employee is, and
what they want
and need.
Incorporate a New Way to Think!


Sloan Center on Aging & Work
Deconstructing Age:
•
•
•
•

Chronologically
By Generation
By Career Stage
By Life Stage
Age may not predict life and
career-stages
Life Stages
Career Stage
Traditional:
New:
What is a Manager to Do?

With so many preferences
and differences in the
workplace, what is a
manager to do?
Seizing the Opportunity:
The Strength of Four
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Each generation is distinct
They have different
approaches
Seizing the opportunity = an
enriched work environment
and product or service
Creating an Age-Responsive Workplace

An Age-Responsive Workplace
boosts employee retention,
satisfaction and performance,
reduces age discrimination
claims, and positively affects
your bottom line.
Obstacles to Multigenerational
Management Success

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Holding on to old
views
Managing with a
“one size fits all”
style
Not understanding
generational
idiosyncrasies
Not understanding
individual
development
stages
Resources and Bibliography

Leading a Multigenerational Workforce”,
AARP, 2007.

“Decoding Generational Differences”, W. Stanton
Smith, Deloitte LLP, 2008.

“Age & Generations: Understanding Experiences at
the Workplace”, Marci Pitt-Catsouphes, Ph.D.,
Christina Matz-Costa and Elyssa Besen, The Sloan
Center on Aging and Work, March, 2009.

“Engaging the 21st Century Multi-Generational
Workforce, findings from the Age and Generations
Study”, Marci Pitt-Catsouphes, Ph.D., Christina MatzCosta, 2009.
Bottom Line Impact

Recruitment
•
•
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Commit to age diversity
Gain the competitive edge
Gear recruitment messages
to each generation
Bottom Line Impact

Employee Engagement
•
•
•
Know what motivates different
generations
Engagement supports financial
stability
Employee satisfaction is higher
when workers believe that
opportunities exist for all,
regardless of age
Bottom Line Impact

Customer Service
•
•
•
Each generation has unique
service preferences
Appeal to different
generations
Match staff to customers
Bottom Line Impact

Retention
•
•
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An engaged workforce
results in higher retention
Employee benefits can
build loyalty
Recognize the contributions
of all generations
Multi-Generational Management
“To Do” List
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Appreciate and honor the perspectives of all
employees
Develop a system to effectively transfer skills and
knowledge
Turn multi-generational teams into intergenerational
collaboration
Maximize all employees’ capabilities and strengths
Recognize what the generations (people!) have in
common
Evaluate how policies will affect each generation
Examine how decisions will be perceived by each
generation
Age-Responsive Employment Brand
As a Result of Today’s Session
Has Your Thinking
Changed About
Different Generations?
40
AARP