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Generation gap power point2
The document discusses the different generational cohorts in today's workforce - Traditionalists, Baby Boomers, Generation X, and Generation Y. It outlines the key characteristics of each generation, including their experiences, values, workplace behaviors, and motivators. Bridging the generation gap requires understanding these differences and finding ways to leverage the strengths of each cohort, such as through mentorship programs, listening to employee ideas, emphasizing individual value, and using social media to share knowledge as older generations retire.
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Generation gap power point2
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- 3. Today’s Workforce Traditionalists (1922- 1945) ✤ Aliases: Veterans, Silent Generation, Greatest Generation ✤ Lived through WWII and were taught core values, respect for authority ✤ Traditionalists enjoy sharing their knowledge and history ✤ High value on loyalty and hard work ✤ Want to provide more opportunity to their children than they had
- 4. Today’s Workforce Traditionalists (1922- 1945) ✤ Aliases: Veterans, Silent Generation, Greatest Generation ✤ Lived through WWII and were taught core values, respect for authority ✤ Traditionalists enjoy sharing their knowledge and history ✤ High value on loyalty and hard work ✤ Want to provide more opportunity to their children than they had Baby Boomers (1946 - 1964) ✤ The most educated generation in history ✤ Making sacrifices to get ahead ✤ Take on big projects, want to make an impact ✤ Loyal to colleagues and employers ✤ Prefer face-to-face communication
- 5. Today’s Workforce Generation X(1965 - 1980) ✤ Aliases: Gen X, Xers ✤ Latchkey generation, watched their parents forge a new work environment ✤ First generation to grow up with computer technology ✤ Care more about productivity than hours put into the position ✤ Good balance in work and family ✤ Requires minimal supervision
- 6. Today’s Workforce Generation X(1965 - 1980) ✤ Aliases: Gen X, Xers ✤ Latchkey generation, watched their parents forge a new work environment ✤ First generation to grow up with computer technology ✤ Care more about productivity than hours put into the position ✤ Good balance in work and family ✤ Requires minimal supervision Generation Y (1981 - 2000) ✤ Aliases: Gen Y, Millennial, Echo Boomer ✤ Continually connected, speak their own language ✤ Skeptical of authority, influenced by peers ✤ Seek recognition and fame, enjoy off humor and absurdity ✤ Skim information and text quickly ✤ Easily bored, expressive and digitally creative
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- 10. Approach Facebook Emailing Texting Twitter Mobile Vs. Faxing Memo Telephone Office Meeting
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- 13. Workplace Behavior Traditionalists (Age65 - 88) ✤ Seniority and age correlate ✤ Climb the ladder by hard work and perseverance ✤ Understand value and money (conservative) ✤ Not uncommon to have only one or two positions throughout their career ✤ Respects authority
- 14. Workplace Behavior Traditionalists (Age65 - 88) ✤ Seniority and age correlate ✤ Climb the ladder by hard work and perseverance ✤ Understand value and money (conservative) ✤ Not uncommon to have only one or two positions throughout their career ✤ Respects authority Baby Boomers (Age 46 - 64) ✤ Team Oriented ✤ Interested in health and wellness ✤ Always learning, and always loyal ✤ Workaholics ✤ Espouse value of ‘inclusive’ relationships
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- 16. Workplace Behavior Generation X(Age 30 - 45) ✤ Change Agents ✤ Prefer flexible work hours and informal work environment ✤ Started 80% of new businesses in the last 3 years ✤ Easy to recruit, hard to retain ✤ High value on ‘having fun’ at work ✤ Require minimal supervision
- 17. Workplace Behavior Generation X(Age 30 - 45) ✤ Change Agents ✤ Prefer flexible work hours and informal work environment ✤ Started 80% of new businesses in the last 3 years ✤ Easy to recruit, hard to retain ✤ High value on ‘having fun’ at work ✤ Require minimal supervision Generation Y (Age 10 - 29) ✤ Goal setting is a priority ✤ Can-do attitude of traditionalist ✤ Teamwork attitude of Boomers ✤ Technological savvy of X’ers ✤ Think DIFFERENTLY than any other member of the workforce
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- 19. Generational Motivators Traditionalist Motivators ✤ Loyalty is valued and rewarded ✤ Plaque for the wall ✤ Formal meetings or lunches ✤ Letting them know that their experience is appreciated and respected
- 20. Generational Motivators Traditionalist Motivators ✤ Loyalty is valued and rewarded ✤ Plaque for the wall ✤ Formal meetings or lunches ✤ Letting them know that their experience is appreciated and respected Baby Boomer Motivators ✤ Expand public profile (feature in company newsletter or on website) ✤ Make clear the objectives and desired results ✤ Make sure the steps toward the defined goals are very visible
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- 22. Generational Motivators Generation XMotivators ✤ Regular, honest feedback and mentoring ✤ Informal recognition (a day off) ✤ Effective leadership ✤ Let them set priorities on tasks
- 23. Generational Motivators Generation XMotivators ✤ Regular, honest feedback and mentoring ✤ Informal recognition (a day off) ✤ Effective leadership ✤ Let them set priorities on tasks Generation Y Motivators ✤ Provide opportunities for continuous training ✤ Explain how your goals for them fit into the “big picture” ✤ Use email and ad hoc hall conversations for alternative communication ✤ Be more of a coach, less of a ‘boss’
- 24. Bridging The Gap Traditionalists and Baby Boomers need:
- 25. Bridging The Gap Traditionalists and Baby Boomers need: ✤ To feel important — they are the “stars” of the organization ✤ To be treated fairly ✤ To see that their knowledge is valued ✤ They need to be heard
- 26. Bridging The Gap Traditionalists and Baby Boomers need: ✤ To feel important — they are the “stars” of the organization ✤ To be treated fairly ✤ To see that their knowledge is valued ✤ They need to be heard Gen X and Gen Y are looking for:
- 27. Bridging The Gap Traditionalists and Baby Boomers need: ✤ To feel important — they are the “stars” of the organization ✤ To be treated fairly ✤ To see that their knowledge is valued ✤ They need to be heard Gen X and Gen Y are looking for: ✤ Constant learning and growth ✤ Flexibility to try new things or voice new ideas ✤ Access to information and people (want to be kept in the loop) ✤ Ways to link what they do to the bigger goals of the company or firm
- 28. What You CanDo Mentorship Programs
- 29. What You CanDo Mentorship Programs ✤ Make an effort to implement mentorships for older members to share and younger members to learn.
- 30. What You CanDo Mentorship Programs ✤ Make an effort to implement mentorships for older members to share and younger members to learn. ✤ Make this a selective process to ensure profitable mentorships.
- 31. What You CanDo Mentorship Programs ✤ Make an effort to implement mentorships for older members to share and younger members to learn. ✤ Make this a selective process to ensure profitable mentorships. ✤ Most senior partners received much more informal mentoring. They were taken to court more frequently; partners debriefed a big transaction upon completion; colleagues had more time to teach younger lawyers because business moved at a slower pace.
- 32. What You CanDo Mentorship Programs ✤ Make an effort to implement mentorships for older members to share and younger members to learn. ✤ Make this a selective process to ensure profitable mentorships. ✤ Most senior partners received much more informal mentoring. They were taken to court more frequently; partners debriefed a big transaction upon completion; colleagues had more time to teach younger lawyers because business moved at a slower pace. ✤ Younger lawyers receive much less mentoring today. This means more stress and longer hours as they struggle to teach themselves the law without the benefit of senior lawyer guidance.
- 33. What You CanDo Listen
- 34. What You CanDo Listen ✤ Whether your firm implements a quarterly ‘ideas for forward progress’ meeting or sends out a periodic internal survey on ideas improve business, employees want to be heard and love to express their ideas.
- 35. What You CanDo Listen ✤ Whether your firm implements a quarterly ‘ideas for forward progress’ meeting or sends out a periodic internal survey on ideas improve business, employees want to be heard and love to express their ideas. ✤ They should be encouraged, not afraid, to share. Create a time and place for them to do just that. You never know, you might just find that new marketing push you’ve been looking for.
- 36. What You CanDo Emphasize Value
- 37. What You CanDo Emphasize Value ✤ Celebrate the successes along the way, big and small. If an individual contribution has helped the team move forward, make sure your firm or company has a policy that addresses this.
- 38. What You CanDo Emphasize Value ✤ Celebrate the successes along the way, big and small. If an individual contribution has helped the team move forward, make sure your firm or company has a policy that addresses this. Enhance Culture
- 39. What You CanDo Emphasize Value ✤ Celebrate the successes along the way, big and small. If an individual contribution has helped the team move forward, make sure your firm or company has a policy that addresses this. Enhance Culture ✤ Make sure your firm’s culture is appealing to all generations. If you are a growing firm looking to attract top talent, even on a senior level, only firms or companies with a culture that appeals to every generation will be able earn candidate loyalty. Do you need a culture adjustment?
- 40. What You CanDo Sharing Knowledge and Social Media
- 41. What You CanDo Sharing Knowledge and Social Media What intellectual property, knowledge, and “know-how” is walking out the door when traditionalists and baby boomers retire?
- 42. What You CanDo Sharing Knowledge and Social Media What intellectual property, knowledge, and “know-how” is walking out the door when traditionalists and baby boomers retire? ✤ How do we retain the traditionalists and baby boomer IP?
- 43. What You CanDo Sharing Knowledge and Social Media What intellectual property, knowledge, and “know-how” is walking out the door when traditionalists and baby boomers retire? ✤ How do we retain the traditionalists and baby boomer IP? ✤ How might we keep them engaged to continue to provide valuable insights and information?
- 44. What You CanDo Sharing Knowledge and Social Media What intellectual property, knowledge, and “know-how” is walking out the door when traditionalists and baby boomers retire? ✤ How do we retain the traditionalists and baby boomer IP? ✤ How might we keep them engaged to continue to provide valuable insights and information? ✤ How might we capture, extract, glean what they know before they leave?
- 45. What You CanDo Sharing Knowledge and Social Media What intellectual property, knowledge, and “know-how” is walking out the door when traditionalists and baby boomers retire? ✤ How do we retain the traditionalists and baby boomer IP? ✤ How might we keep them engaged to continue to provide valuable insights and information? ✤ How might we capture, extract, glean what they know before they leave? ✤ How might we use social technologies to bridge the gap between baby boomers and next generation leaders?
- 46. What You CanDo Sharing Knowledge and Social Media What intellectual property, knowledge, and “know-how” is walking out the door when traditionalists and baby boomers retire? ✤ How do we retain the traditionalists and baby boomer IP? ✤ How might we keep them engaged to continue to provide valuable insights and information? ✤ How might we capture, extract, glean what they know before they leave? ✤ How might we use social technologies to bridge the gap between baby boomers and next generation leaders? ✤ How might we leverage Gen X & Y’s comfort and mastery of technology and social media to bridge the information gap between both generations?
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