We’re at a unique moment in history; we now have three generations working side by side in the workforce.
Companies are facing challenges managing different work ethics, communication styles, values, approaches to teamwork, work-life balance expectations and relationships to authority.
In this fast-paced session, Carrie Shearer, eCornell faculty instructor and veteran HR strategist, demonstrates how HR professionals can transcend generational differences in the workplace:
- Bridge the gaps among employees and help them avoid conflict.
- Understand why each generation thinks and acts the way it does and then develop strategies to resolve the conflicts between generations.
- Increase productivity in a generationally diverse workplace.
Carrie Shearer’s career has spanned nearly forty years and covered all areas of HR, with particular focus in compensation and global strategic issues. During her twenty years with Caltex Petroleum Company, she oversaw HR operations in 97 countries, developing HR curricula and course materials for developing HR practitioners.
At her consulting firm, Carrie Shearer & Associates, she offers expertise on strategic HR, international HR and leveraging a cross-cultural workforce. Carrie is a novelist, a frequent contributor to the HR track of Expatica.com, was on the advisory board of Woman Abroad Magazine, and is a sought-after speaker at international HR conferences.
eCornell offers four online certificate programs for human resources professionals, with the Advanced Certificate in Strategic HR being perhaps most relevant to today’s presentation. Whether you are new to HR, an accomplished HR practitioner, or an HR leader or business partner, there is sure to be a Cornell professional certificate that fits your career objectives.
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Transcending Generational Differences in the Workplace [webinar]
1. GENERATIONS
• I
see
no
hope
for
the
future
of
our
people
if
they
are
dependent
on
the
frivolous
youth
of
today,
for
certainly
all
youth
are
reckless
beyond
words.
When
I
was
young
we
were
taught
to
be
discreet
and
respec;ul
of
elders
but
the
present
youth
are
exceedingly
disrespec;ul
and
impa>ent
of
restraint.
• Hesiod,
circa
750-‐650BC
• Anything
that
is
in
the
world
when
you
were
born
is
normal
and
ordinary
and
is
just
a
natural
way
the
world
works.
• Anything
that
is
invented
between
the
>me
when
you
are
15
to
35
is
new,
revolu>onary
and
exci>ng,
and
you
can
possibly
get
a
career
in
it.
• Anything
invented
aKer
you
are
35
is
against
the
natural
order
of
things.
• Douglas
Adams,
A
Hitchhikers
Guide
to
the
Galaxy
2. SEMINAL EVENTS
BABY
BOOMER
Born
1946
-‐
1964
GENERATION
X
Born
1965
-‐
1979
MILLENNIAL
Born
1980
–
2000
Civil
Rights
Watergate
Oklahoma
City
bombing
Cuba
Missile
Crisis
Energy
crisis
President
Clinton
scandals
JFK
Presidency
John
Lennon
assassina>on
Columbine
shoo>ng
Birth
control
pill
Fall
of
the
Berlin
Wall
Dot.com
industry
Viet
Nam
war
Desert
Storm
Internet
/
Mobile
Tech
JFK,
MLK,
RFK
assassina>ons
Dual
income
family/ease
of
divorce
9/11
–
global
terrorism
3. GENERATIONAL VALUES
BABY
BOOMER
GENERATION
X
MILLENNIALS
Defined
by
career
Skep>cal
about
companies
Self-‐confident
Take
pride
in
the
number
of
hours
spent
at
work
Self-‐reliant,
flexible,
entrepreneurial,
Close
parental
rela>onships
Process
oriented
Respect
must
be
earned
Instant
gra>fica>on
Rely
on
standard
opera>ng
procedures
Look
for
collegial
working
rela>onships
Expect
to
do
well;
may
blame
others
if
they
don’t
Expect
to
work
their
way
up
in
an
organiza>on
Frequent
feedback
Low
tolerance
for
boredom
Results
process
oriented
Ques>on
everything
Tech
savvy
Live
in
the
here
and
now;
not
concerned
with
history
4. GENERATIONAL WORK ETHIC
BABY
BOOMER
GENERATION
X
MILLENNIALS
Workaholics;
may
not
focus
on
op>mal
ac>vi>es
Work
smart
rather
than
hard
Want
meaningful
and
challenging
work
Can
be
in>midated
when
others
computerize
processes
Variety
and
constant
s>mula>on
Define
success
by
what
is
important
to
them
Star>ng
to
see
the
need
for
work-‐life
balance
Work
should
be
a
source
of
lifelong
learning
Expect
to
progress
quickly
Team
players
who
work
for
common
goals
Expect
to
enjoy
what
they
do
and
to
have
fun
doing
it
Make
their
high
expecta>ons
known
Work-‐life
balance
Work-‐life
integra>on
5. PREFERRED COMMUICATION STYLE
BABY
BOOMERS
GENERATION
X
MILLENNIALS
Formalized
communica>on
Direct,
immediate
Immediate,
informal
Prefer
in-‐person,
but
do
use
memos
Prefer
email;
see
memos
and
reports
as
too
formal
Instant
messaging
or
text
See
mee>ng
as
the
ideal
way
to
gather
info
Only
like
mee>ngs
with
a
clear
purpose
View
emails
as
slow
See
memos
as
glacial
See
mee>ngs
as
a
waste
of
>me
6. GENERATIONAL RISK TOLERANCE
BABY
BOOMERS
GENERATION
X
MILLENNIALS
Willing
to
take
calculated
risks
Risk
tolerant
and
entrepreneurial
Risk
averse
Secure
in
their
own
ability
to
take
care
of
themselves
Eager
for
challenges
and
change
Prefer
to
work
in
a
team
environment
Enjoy
brainstorming
and
coming
up
with
new
solu>ons
to
old
problems
7. HOW TO MANAGE BABY BOOMERS
• Tap
into
their
historical
perspec>ve
when
considering
a
new
business
case.
They
may
understand
why
certain
"solu>ons"
are
not
workable.
• Foster
their
crea>ve
and
entrepreneurial
drives
by
allowing
them
to
take
chances
on
new
ventures
without
fear
of
reprisal.
• Provide
flexible
work
arrangements
such
as
part
>me,
work
from
home,
or
short
sabba>cals.
Such
arrangements
can
bridge
the
way
into
re>rement
and
facilitate
the
change
for
both
the
employee
and
the
organiza>on.
• Promote
the
use
of
team
approaches
as
a
vehicle
to
improve
their
individual
skillsets.
• Recognize
what
they
have
to
offer.
This
genera>on
is
learning
to
appreciate
recogni>on
and
find
it
as
rewarding
as
they
once
found
promo>ons
and
salary
increases.
• Younger
managers
need
to
treat
Baby
Boomers
as
individuals.
They
s>ll
see
themselves
as
the
breakers
of
the
mold.
They
are
proud
of
their
individuality
and
respond
most
effec>vely
in
situa>ons
where
they
believe
they
are
respected
for
what
they
have
to
offer.
8. HOW TO MANAGE GENERATION X
• Do
not
micro-‐manage;
they
work
best
with
a
hands-‐off
management
style.
• Provide
frequent
communica>on
so
that
they
feel
they
are
in
the
loop
and
understand
the
ra>onale
behind
decisions.
• Foster
collabora>ve
rela>onships
within
the
work
group.
• Offer
a
variety
of
tasks
and
projects
and
increasing
responsibility.
Gen
X
see
themselves
as
responsible
for
their
career
advancement;
and
will
achieve
it
with
your
organiza>on
or
elsewhere.
• Provide
performance-‐based
rewards
for
achievement.
• Focus
on
results
rather
than
procedures
and
processes.
• Provide
clear
deadlines
and
expecta>ons.
Gen
X
wants
to
understand
how
their
performance
will
be
measured
so
they
can
monitor
their
progress.
• Create
opportuni>es
to
work
in
teams.
Work
rela>onships
are
extremely
important.
• Provide
ongoing
training,
mentoring
and
coaching.
9. HOW TO MANAGE MILLENNIALS
• Explain
how
their
role
fits
into
the
organiza>on.
Millennials
work
best
when
they
understand
the
context.
• Communicate
expecta>ons
clearly.
• Provide
frequent
feedback.
Reassure
Millennials
that
their
performance
issues
will
not
ruin
your
working
rela>onship.
• Provide
opportuni>es
to
try
new
skills
and
take
on
new
assignments
in
a
protected
environment.
• Take
an
interest
in
them
as
a
person.
Give
recogni>on
in
a
form
that
maiers
to
the
individual.
• Offer
clear
defini>ons
of
success
and
how
to
achieve
it.
• Remove
barriers
and
unnecessary
bureaucracy.
They
want
access
to
decision
makers.
• Offer
training
on
dealing
with
difficult
situa>ons,
people
and
frustra>on.
• Help
Millennials
understand
the
consequences
of
their
ac>ons
and
how
their
contribu>on
maiers.
• Clearly
communicate
expecta>ons
and
what
the
employee
can
expect
from
the
company.
• When
delega>ng
rou>ne
and
mundane
tasks,
explain
how
this
task
is
relevant
to
the
organiza>on.
• Provide
clear
deadlines
and
follow-‐up
promptly
if
one
is
missed.