Making Connections
In a Marketplace with Four Generations
Dr. Jacalyn Kerbeck, CRP
May 2, 2012

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Remember when…
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Remember when…
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TEXT
 LINK
 CELL
 NET
 HIP
 FAR OUT
 JAVA
 APPLE
 MOUSE
 TABLET
 DOWN WITH THAT
 PARTY
 WHALE
 ANGRY BIRDS
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 TEXT
 EMAIL
 LINKED IN
 FACEBOOK
 TWITTER
 YOUTUBE
 SKYPE
 FACETIME
 WEB EX
 GO TO MEETING
----------------------
 PHONE
 FACE TO FACE
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Evaluate your meetings and incentive programs
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Presentation Agenda
>> Making Connections
 An overview of organizations today
 Characteristics of each generation
 Components of recognition programs
 Doctoral Dissertation and Study
 Study Findings
 Building relationships
 Wrap-up
 Questions
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Generation X
(At least 30 but less than 45)
41%
Cross-Industry Age of the Workforce
Millenials
(Less than 29)
28%
Source: APQC
Traditionalists
(60 or greater)
4%
Baby Boomers
(At least 45, but less than 60)
27%
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Source: WorldatWork 2008 Survey Slide 16

Source: WorldatWork 2008 Survey Slide 17

 Respect for authority and rules
 Hard working
 Loyal
 Focus on duty and responsibility
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 Hard work and long hours
 Value on education
 Emphasis on teamwork
 Face-to-face communication
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 Skeptical of authority
 Work-life balance
 Informal workplace
 High productivity
 Focus on self-reliance
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 Diverse
 Optimistic
 Civic-minded, moral/ethical principles
 Multi-taskers
 Immediate information/communication
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 Reward and recognition programs motivating generational diversity of a pharmaceutical sales force
 Kerbeck, Jacalyn Eileen . University of Phoenix,
2011. 2011. 3476659.
 236 References
 Committee Chair and 2 committee members
 ARB/IRB Approval, Oral Defense, Dean’s signature
 First Committee Chair died 2 months before
Dean’s sign off on dissertation
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 Abstract (summary)
 This was a quantitative correlational case study.
 This investigated the relationship between gender, generation, and overall satisfaction of
 382 United States and Puerto-Rico based pharmaceutical sales representatives toward recognition programs.
 Archival data from a performance improvement company was studied.
 Analyzed to determine correlations from two groups of representatives.
 A Likert-type electronic survey was distributed and 377 usable responses were received.
 Data analysis revealed two themes: employee recognition and employee alignment with organizational goals. Reinforcement theory and theories of motivation support the literature.
 The study found no significant differences in overall satisfaction of pharmaceutical sales representatives by gender and generation, but significant differences existed between the two groups who participated.
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 Significant differences exist between males in
Group 1 and males in Group 2 on Satisfaction
 Significant differences exist between females in
Group 1 and females in Group 2 on Satisfaction
 Significant differences exist between generation for the Total Group (combination of Group 1 and
2)
 No significant differences for Group 1 by
Generation
 No significant differences for Group 2 by
Generation
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 I. Survey tool
 II. Include questions on which program elements impacted Satisfaction
 III. Include questions on how Satisfaction relates to motivation to work
 IV. Include sub-questions on how Satisfaction relates to recognition programs
 V. Include additional variables on program logistics
 VI. Include a third dataset for triangulation
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 Recognize the generational differences, but don’t focus on them
 Break down the negative stereotypes of each generation
 Understand the characteristics of each generation
 Communicate according to the preferred method of the recipient
 Develop generational teams to work toward a common goal
 Lead your organization by demonstrating the importance in building bonds between the generations
 Provide feedback that is timely, but may not be immediate
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To Do’s for Successful Connections
 Recognize the experience and value to the organization that the
Traditionalist brings
 Communicate with Boomers in person and give them your full attention
 Boomers like handwritten notes in addition to phone calls, emails
 Design incentive programs to drive motivation by gender and generation
 Measure the ROI on each program
 Share best practices of engaging generations
 Evolve to incorporate team members across the generations to evaluate the effectiveness of present day reward and recognition programs.
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Franks, S. J., & Weis, A.E. (September, 2008). A change in climate causes rapid evolution of multiple life history traits and their interactions in the annual plant.
Journal of Evolutionary Biology. 21 (5). 1321-1334.
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Castro, L., & Castro-Nogueira, L., Castro-Nogueira, M., & Toro, M.
(June, 2010). 25(3). 347-360. Cultural transmission and social control of human behavior.
Biology & Philosophy. 25(3). 347-360.
Dosh, C. (7/17/2006). New Orleans Spurs Mtgs. Business Travel
News. 23(13). 60-65.
Godar, P. (April, 2011). Recognition. Sales & Service Excellence.
11(4). 7.
Gottlieb, L. (July/August, 2011). How to land your kid in therapy.
Atlantic Monthly. 308(1). 64-78.
Hosford, C. (2010). Socially challenged. Lead Generation Guide.
95(6). 22.
Jakobson, L.(May/June, 2011).
(3). 54 -56.
Individual Incentive Travel Is
Booming
. 185

Johnson, J. (September, 2011). Generations Y’s guide to working with older generations. Agri Marketing. 22-23.
Lancaster, L.C., & Stillman, D. (May, 2002). From a gold clock to founder’s stock: Rewarding the generations. Potentials.
35 (5). 26.
Larkin, E., & Kaplan, M. (May, 2010). Intergenerational relationships at the center. Young Children. 65(3). 88-94.
Ligos, M. (May, 1998). Incentives for the ages. Successful Meetings. 47(6).
49-53.
Oriente, E. (September, 1999). Creating a powerful employee incentive. Incentive. 173(9). 158.
Tilsner, J. (May, 2004). Birthday party do’s and don’ts.
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TREND # 2: Inside the Mobile Application Revolution. (May,
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Trends Magazine. (85). 14-18
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Contact information:
Dr. Jacalyn Kerbeck
ITAGroup www.itagroup.com
215-852-9406 jkerbeck@itagroup.com
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