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Generations in
Today's Workplace:
Too Many Baby Boomers in
Control?
What to do if you are a Gen X
or Millennial.
APPA – July 30, 2013
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Objectives
 Naming
the points of conflict
 Updating
the “facts” about the generations
 Identifying
the assets of all generations
 Examining
ways to collaborate and get the
best from everyone
 Learn
how Discover Corrections can help
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Conflict Points:
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Young employees think that they are “more efficient in
multitasking” and “more creative” than older workers.

Older employees think that they “have a stronger work ethic”
than young workers.

Stereotypes

Many careers vs. one career

Beliefs of self-worth

Workplace flexibility

Respect for “authority”
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Baby Boomer Facts:

21% remain employed

38% - just ready to retire

17% - health reasons

10% - job loss

Age they will retire? Jumped from 67 – 71

Economically:

86% drawing SS
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82% don’t plan to move their residence
Met Life Mature Market Institute 5/23/13
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Generation X

Worried that BBers won’t leave the workplace
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Choose multiple paths in their careers; keep options open
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Option thinkers
Willing to listen
Most demanding group in the workforce, ask for:

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Remain stuck in middle-management
Grew up watching institutions fail; parents divorced
Higher pay
Higher bonuses
Higher job titles
Less interested in promotions

More important – kids and family
Gen Xers At Work

Held 10.2 jobs between ages 18 – 38
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
See jobs as temporary
77% will leave for “increased intellectual stimulation”
No career ladder – spider web
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Job is a stepping stone
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Use “quitting” as an option between jobs
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Its about my self-esteem
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Entitled and ambitious
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High expectations

Don’t take criticism well

Takes “employability seriously”
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Hands-on
Gen Xers At Work, Continued

Must learn new skills

Wants mentoring
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Focus on relationships not achievements

Short attention spans
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Pessimistic about the future
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Not afraid to be try it on their own
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Adaptable
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Entrepreneurial
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Pragmatic
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Adjusting to Xers in the
Workplace:

Will approach issues from a different perspective than BBers.

Xers bring inquisitiveness for alternative plans and options
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Millennials and Xers are different

Pragmatic
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Millennial Updated Facts:
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Narcissistic personality disorder


3 x as high compared to people over 65
Watch reality TV shows – which are about ----- narcissistics

40% believe they should be promoted every 2 years regardless
of performance
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“Fan obsessed”
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Earnest and optimistic; pragmatic idealists
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Send and receive 88 texts per day
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Peer dominated society

More live with their parents than with a spouse
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60% of those under 23 looked for a future job with more
responsibility (as compared with 80% in 1992)
Time Magazine 5/10/13
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More about Millennials:
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Post their daily life on a social network
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Less civic engagement; informed but inactive
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Lower political participation
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Boosted self-esteem; means boost in narcissism
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High likelihood of unmet dreams
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The entitlement generation:
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Go directly to those in power
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Stunted? Staying in a suspended age state?
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Don’t want to miss out on anything (FOMO)
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More about Millennials:
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Drop in scores measuring creativity
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Empathy – decreasing:
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Lack of face-to-face interaction
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Inflated self-worth
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“Twixters”:
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Put off life choices – because there are so many
Don’t have to marry someone from their high school
Postpone parenthood
Have access to more information – not limited by income, education
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Don’t respect authority; but don’t resent it
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Need constant approval
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More about Millennials:
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Leaving jobs after 2 years
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Average salary $39,700
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Starting salary $21,000
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Lower paying jobs due to recession
63% have bachelor’s degree; 12.8% have master’s degree,
1.7% have doctoral degree
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LA Times 8/25/2012
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More about Millennials:
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Don’t identify with big institutions
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Pro-business; financially responsible
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Including organized religion
Student loans - $1 trillion
2 x more likely as BBers to buy personal items with a
company credit card; 3 x more likely to tweet something
negative about the workplace.
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Are the rules clear?
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Think about re-engineering the workplace using technology
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Want to work for a company with a mission to serve society
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Adjusting to Millennials in the
Workplace:
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Money isn’t the means to self-actualization
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What else does “work” give me?
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Acceptance of generational differences
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Find new and better ways to do things
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Communicate ethics
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Make rules clear
Discuss to treat co-workers
Understand the importance of “influencers” – immediate supervisors
and colleagues
Address boundary issues – grey areas between personal and
professional lives
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More about Millennials in the
Workplace:
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Flexibility in the workplace; more important than salary
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Work hours AND contributions
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Collective action
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Goal oriented
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Respond to learning, feedback, mentoring
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Technologically astute
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De-motivators:
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Dictatorial leaders
Controlling systems
Strict chain-of-command/hierarchies
Lack of sincerity; talking down
Fewer “rules” not more rules?
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Adjusting to Millennials in the
Workplace:
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Understand motivation
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Ms Approach – Figure out motivation:
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“In it for my life"—those motivated by alternative work
arrangements, as in "I have a life.”
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"In it to win it"—those motivated by a fast-paced, highly
challenging, risk-taking environment.
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"In it to experience it"—those motivated by developmental
stretch assignments.
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"In it as Alpine ascenders"—those motivated by rapid, regular
promotions.
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Shared Beliefs/Preferences
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Face to face
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E-mail/Text
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Phone
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Motivators:
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BBers – express appreciation for their dedication, hard work, long
hours
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Xers – be clear about desired results and the rewards for high
performance
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Millennials – communicate the impact and contribution of Ms to
the team.
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Assets
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Xers
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Planners and schedulers on the workplace
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Bring workplace/life balance
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Independent thinkers and workers
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Self-reliant
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Ambitious
Millennials
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Entrepreneurial
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Technologically savvy
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Coordinators in the workplace
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Inquisitive
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Committed to public service
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A Word About Recruitment
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Develop a recruitment plan aimed at the 3 generations
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Xers:
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Flexible workplaces with child care, promote work/life balance
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Salary important
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Leadership development opportunities (training)
Millennials:
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Value their individual contributions within the team
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Assignments that are productive and meaningful
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Have current technology
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Continuing education
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Have a voice in the workplace
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Want skills to move upward
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Get the best from all generations:
Your “TO DO” list:
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Get the data
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Generations by position
Retirement?
Turnover/attrition rates
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Social media policy
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Generationally relevant training
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Fill the gaps
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Professional boundaries
Develop a mentoring program
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Train and identify mentors
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TO DO LIST, continued:
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Model the behavior you want
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Embrace differences; find ways to involve all
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Be inclusive
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Train supervisors and managers
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Consider establishing a leadership development program
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Re-engage Bbers; no retiring in place
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generationally
relevant
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www.discovercorrections.com
+ www.discovercorrections.com
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How Discover Corrections can
help?
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Generationally relevant connections
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Demonstrate technologically savvy
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Maintain internal interest in keeping good people
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The image of the organization
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Assure competent supervision and leadership
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Keeping up with the “competition”
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Pride in employees
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Presenters:
Susan W. McCampbell
susanmccampbell@cipp.org
239.597.5906
Mary Ann Mowatt
mmowatt@csg.org
859-420-4305