SlideShare ist ein Scribd-Unternehmen logo
1 von 9
Downloaden Sie, um offline zu lesen
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	
  	
  
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	
  
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	
  
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	
  
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	
  
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	
  
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.	
  	
  
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.	
  	
  
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.	
  	
  

Weitere ähnliche Inhalte

Mehr von eCornell

Webinar 11.19.14 revinate final
Webinar 11.19.14 revinate finalWebinar 11.19.14 revinate final
Webinar 11.19.14 revinate finaleCornell
 
Marketing Strategies: Driving Demand and Connecting With Today's Buyer [webin...
Marketing Strategies: Driving Demand and Connecting With Today's Buyer [webin...Marketing Strategies: Driving Demand and Connecting With Today's Buyer [webin...
Marketing Strategies: Driving Demand and Connecting With Today's Buyer [webin...eCornell
 
HR Technology In the Era of Drones, Robots, and Infinite Data
HR Technology In the Era of Drones, Robots, and Infinite DataHR Technology In the Era of Drones, Robots, and Infinite Data
HR Technology In the Era of Drones, Robots, and Infinite DataeCornell
 
Basics of Startup Financial Planning
Basics of Startup Financial PlanningBasics of Startup Financial Planning
Basics of Startup Financial PlanningeCornell
 
Monetization Strategies For The Internet Of Things
Monetization Strategies For The Internet Of Things Monetization Strategies For The Internet Of Things
Monetization Strategies For The Internet Of Things eCornell
 
The Influence Of Reputation Analytics On Hotel Revenue and Financial Performance
The Influence Of Reputation Analytics On Hotel Revenue and Financial PerformanceThe Influence Of Reputation Analytics On Hotel Revenue and Financial Performance
The Influence Of Reputation Analytics On Hotel Revenue and Financial PerformanceeCornell
 
Drive Revenue By Optimizing the Traveler Planning Journey Pt 1
Drive Revenue By Optimizing the Traveler Planning Journey Pt 1Drive Revenue By Optimizing the Traveler Planning Journey Pt 1
Drive Revenue By Optimizing the Traveler Planning Journey Pt 1eCornell
 
Webinar - Why You Should Let Your Buyer Design Your Sales Process
Webinar - Why You Should Let Your Buyer Design Your Sales Process Webinar - Why You Should Let Your Buyer Design Your Sales Process
Webinar - Why You Should Let Your Buyer Design Your Sales Process eCornell
 
Avoid Disaster With These 6 HR Must-Do's for Social Media
Avoid Disaster With These 6 HR Must-Do's for Social MediaAvoid Disaster With These 6 HR Must-Do's for Social Media
Avoid Disaster With These 6 HR Must-Do's for Social MediaeCornell
 
Game Theory for Business: Overcoming Rivals and Gaining Advantage
Game Theory for Business: Overcoming Rivals and Gaining AdvantageGame Theory for Business: Overcoming Rivals and Gaining Advantage
Game Theory for Business: Overcoming Rivals and Gaining AdvantageeCornell
 
Webinar: Maximize Social Media ROI With a Strategic Plan
Webinar: Maximize Social Media ROI With a Strategic Plan Webinar: Maximize Social Media ROI With a Strategic Plan
Webinar: Maximize Social Media ROI With a Strategic Plan eCornell
 
Webinar: Develop Your High Potentials into Results-Driven Leaders
Webinar: Develop Your High Potentials into Results-Driven LeadersWebinar: Develop Your High Potentials into Results-Driven Leaders
Webinar: Develop Your High Potentials into Results-Driven LeaderseCornell
 
What Counts And What Is Counted by Prof. Rob Bloomfield
What Counts And What Is Counted by Prof. Rob BloomfieldWhat Counts And What Is Counted by Prof. Rob Bloomfield
What Counts And What Is Counted by Prof. Rob BloomfieldeCornell
 
Infographic: What Marketers Need to Succeed
Infographic: What Marketers Need to SucceedInfographic: What Marketers Need to Succeed
Infographic: What Marketers Need to SucceedeCornell
 
Webinar - Entrepreneurial Dealmaking: Negotiating Something From Nothing
Webinar - Entrepreneurial Dealmaking: Negotiating Something From NothingWebinar - Entrepreneurial Dealmaking: Negotiating Something From Nothing
Webinar - Entrepreneurial Dealmaking: Negotiating Something From NothingeCornell
 
Webinar - Content Marketing: Why It Works & What You Need to Get Started
Webinar - Content Marketing: Why It Works & What You Need to Get StartedWebinar - Content Marketing: Why It Works & What You Need to Get Started
Webinar - Content Marketing: Why It Works & What You Need to Get StartedeCornell
 

Mehr von eCornell (16)

Webinar 11.19.14 revinate final
Webinar 11.19.14 revinate finalWebinar 11.19.14 revinate final
Webinar 11.19.14 revinate final
 
Marketing Strategies: Driving Demand and Connecting With Today's Buyer [webin...
Marketing Strategies: Driving Demand and Connecting With Today's Buyer [webin...Marketing Strategies: Driving Demand and Connecting With Today's Buyer [webin...
Marketing Strategies: Driving Demand and Connecting With Today's Buyer [webin...
 
HR Technology In the Era of Drones, Robots, and Infinite Data
HR Technology In the Era of Drones, Robots, and Infinite DataHR Technology In the Era of Drones, Robots, and Infinite Data
HR Technology In the Era of Drones, Robots, and Infinite Data
 
Basics of Startup Financial Planning
Basics of Startup Financial PlanningBasics of Startup Financial Planning
Basics of Startup Financial Planning
 
Monetization Strategies For The Internet Of Things
Monetization Strategies For The Internet Of Things Monetization Strategies For The Internet Of Things
Monetization Strategies For The Internet Of Things
 
The Influence Of Reputation Analytics On Hotel Revenue and Financial Performance
The Influence Of Reputation Analytics On Hotel Revenue and Financial PerformanceThe Influence Of Reputation Analytics On Hotel Revenue and Financial Performance
The Influence Of Reputation Analytics On Hotel Revenue and Financial Performance
 
Drive Revenue By Optimizing the Traveler Planning Journey Pt 1
Drive Revenue By Optimizing the Traveler Planning Journey Pt 1Drive Revenue By Optimizing the Traveler Planning Journey Pt 1
Drive Revenue By Optimizing the Traveler Planning Journey Pt 1
 
Webinar - Why You Should Let Your Buyer Design Your Sales Process
Webinar - Why You Should Let Your Buyer Design Your Sales Process Webinar - Why You Should Let Your Buyer Design Your Sales Process
Webinar - Why You Should Let Your Buyer Design Your Sales Process
 
Avoid Disaster With These 6 HR Must-Do's for Social Media
Avoid Disaster With These 6 HR Must-Do's for Social MediaAvoid Disaster With These 6 HR Must-Do's for Social Media
Avoid Disaster With These 6 HR Must-Do's for Social Media
 
Game Theory for Business: Overcoming Rivals and Gaining Advantage
Game Theory for Business: Overcoming Rivals and Gaining AdvantageGame Theory for Business: Overcoming Rivals and Gaining Advantage
Game Theory for Business: Overcoming Rivals and Gaining Advantage
 
Webinar: Maximize Social Media ROI With a Strategic Plan
Webinar: Maximize Social Media ROI With a Strategic Plan Webinar: Maximize Social Media ROI With a Strategic Plan
Webinar: Maximize Social Media ROI With a Strategic Plan
 
Webinar: Develop Your High Potentials into Results-Driven Leaders
Webinar: Develop Your High Potentials into Results-Driven LeadersWebinar: Develop Your High Potentials into Results-Driven Leaders
Webinar: Develop Your High Potentials into Results-Driven Leaders
 
What Counts And What Is Counted by Prof. Rob Bloomfield
What Counts And What Is Counted by Prof. Rob BloomfieldWhat Counts And What Is Counted by Prof. Rob Bloomfield
What Counts And What Is Counted by Prof. Rob Bloomfield
 
Infographic: What Marketers Need to Succeed
Infographic: What Marketers Need to SucceedInfographic: What Marketers Need to Succeed
Infographic: What Marketers Need to Succeed
 
Webinar - Entrepreneurial Dealmaking: Negotiating Something From Nothing
Webinar - Entrepreneurial Dealmaking: Negotiating Something From NothingWebinar - Entrepreneurial Dealmaking: Negotiating Something From Nothing
Webinar - Entrepreneurial Dealmaking: Negotiating Something From Nothing
 
Webinar - Content Marketing: Why It Works & What You Need to Get Started
Webinar - Content Marketing: Why It Works & What You Need to Get StartedWebinar - Content Marketing: Why It Works & What You Need to Get Started
Webinar - Content Marketing: Why It Works & What You Need to Get Started
 

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.