“Managing Across Generations” Presented By: Wendy Johnson Dale Carnegie of Georgia

1. “Managing AcrossGenerations”Presented By:Wendy Johnson Dale Carnegie of Georgia

2. Agenda: • Introduction • The Changing Nature of the Workforce • The Players – Their Markers • What To Do • Who Benefits?

3. Our Mission We support the growth of successful organizations by creating successful individuals through training and development solutions.

4. Dale Carnegie History • 95 years of Corporate experience facilitating individual growth and corporate change • 144 Franchises worldwide • 70 countries, translated into20 languages • 8 million graduates • 3,000 professional trainers • Proud to serve 500 of the Fortune 500 companies

5. Dale Carnegie of Georgia Stats • Projected revenues up 105% • Assessment scores at 98.5+%, with 76% exceeds • Worldwide Instructional ranking at # 8 • Market Segmentation - 43% Corporate In-House/43% Public /14% Seminar • New Training facility • Number 18 in penetration and moving up

6. Local Clients

7. The Changing Workforce • There are two Powerful Trends altering the way work is accomplished and how people are managed • Prolonged Shortage of top talent in almost every profession - 6mm deficit by 2008 • In the next 10-20 years US will face a severely tight labor market, especially highly skilled talent • Soon we will have four generations of employees in the workforce at the same time

8. Generational Challenges • In this decade, we will see four generations in the workplace • Different Attitudes • Values • Needs • Ability attract, motivate, and retain will rest on how well managers understand behaviors of each generation • Employers must be aware of potential intergenerational conflict

9. Four Generations At Work • Traditionalists (born 1922-1943) • Baby Boomers (born 1943-1964) • Generation X (born 1965-1980) • Millennial (born 1981-2000)

10. Traditionalists: Great Depression New Deal World War II Korean War Beginning of the American Dream Boomers: Civil Rights Sexual Revolution Cold War Space travel Assassinations Vietnam Watergate Events and Experiences

11. Traditionalists: Hard work Dedication & sacrifice Respect for rules Duty before pleasure Honor Boomers: Optimism Team orientation Personal gratification Involvement Personal growth Values

12. Xers: Fall of Berlin Wall Watergate Women’s Liberation Desert Storm Energy Crisis Downsizing Latchkey Kids Spotty Discipline Millennial: School shootings Oklahoma City Technology Child focused world High Tech Clinton / Lewinsky Events and Experiences

13. Xers: Diversity Techno literacy Fun and informality Self-reliance Pragmatism Independent Millennial: Optimistic Feel civic duty Confident Achievement oriented Respect for diversity Need to feel it is important, or won’t do it. Values

14. Traditional Era Traits • Patriotic • Conservative • Sacrificing • High Work Ethic • Work hard, play by the rules, get ahead • They are healthy and can expect to live 20 to 30 years • May retire, but continue working because they want to or they need to • This could ease the shortage of labor • Long term they will take away the valuable work experience of the very young – teen jobs • Example – Fast food chains

15. Baby Boomer Generation • Between 40 and 62 • Liberal and idealistic • Make the world better • Optimisic – American dream • two kids. Suburbs, promoted, retire rich • Shattered dream - Whoops • Insecure, stressed ,working harder and worry • Down sizing restructuring mergers layoff • Not slowing down – cell phones • Stressed out and angry burn out and depression • College, caring for parents • Challenges for employers, how to keep them motivated • Challenge to keep them if they are well off, they hold the keys to the kingdom – the intellectual capital transfer!!!

16. Baby Busters – Gen X • Pessimistic • Realists • Grad – value free time, try dead end jobs • Expect to be laid off, cannot be motivated easily • Appear to be slackers, disloyal • Arrogant, short attention span • Not willing to pay dues, and instant gratification

17. Gen X • Busters quit easily • Will not tolerate “in your face” supervision • But want what they did not get from MOM -quantity time as coach mentor • They want to be motivated and have passion • Downsizing has made this hard – supervisors do not have time • Technology is a toy, want companies to pay for latest • High Tech but need for high touch • Decline of loyalty and commitment – history of lay off and downsizing

18. Baby Boomlets – Millennial • Generation.com • Very large population • Labor shortage will make the understanding of their values and motivations very important • Tech challenges- the half life of tech skills is getting shorter – hard to stay current • Biggest green generation • Violence – shooting instead of pranks • Technology is a way of life • They are becoming a different species • Virtual and not developing social skills

19. Generational Interaction: An Example Traditionalists and Boomers may have a tendency not to question or challenge authority or the status quo. This may cause confusion and resentment among the Xers and Millennial who have been taught to speak up.

20. Generational Interaction: An Example Xers and Millennial who have had different life experiences and communicate with people differently, may fail to actively listen to Boomers and Traditionalists thereby missing valuable information and guidance.

21. Generational Feedback • Traditionalists – “No news is good news.” • Boomers – “Feedback once a year and lots of documentation.” • Xers – “Sorry to interrupt but how am I doing?” • Millennial – “Feedback whenever I want it at the push of a button.”

22. Generational Meaning of Feedback • Traditionalist subtle acknowledgement that they have made a difference. • Boomers give feedback, but seldom receiving, especially positive feedback. • Xers need positive and immediate feedback to let them know they’re on the right track. • Millennial are used to praise and may mistake silence for disapproval. They need to know what they’re doing right and what they’re doing wrong.

23. Managing Younger generations • Loyalty and commitment – pessimistic • Increase their marketable skills – train and they stay not leave • Provide challenging work – they stay away from large companies that are reticent to give hard assignments to younger employees – they go to smaller cos. • Provide task variety – Millennials value this for their resume • Intellectual stimulation – provide coaches or mentors • Create teams carefully • Techies with no people skills • Team experienced, can’t work without one • Individualist – non productive on a team • Pay not critical alone, must like their coworkers and challenged by the work that they do

24. How to Retain these Busters and Boomers • Immediate gratification • Make their experience transferable – desire for marketability • Make sure the work environment motivates – they will work hard for a project or a teamwhen appropriately motivated • Pay attention to work/life issues • Get a life – They do!!

25. Harmonic Convergence • Now we try to find the right blend of experience and freshness. Older employees can bring a lot of organizational memory and wisdom to the group, sort of like the role that tribal elders served in the past. • Matching different generations for coaching and mentoring • Create loyalty or face Free Agents • Free agents are good for innovation, creativity and productivity

26. When Generations Fail To Communicate • May impact turnover rates • May impact tangible costs (i.e. recruitment, hiring, training, retention) • May impact intangible costs (i.e. morale) • May impact grievances and complaints • May impact perceptions of fairness & equity

27. Who Benefits? • Recruiters – talent shortage will lead to increased utilization • Consultants – coaching, mentoring and leadership development (succession planning) • Assessment/profiles – creating a tool to insure the placement “fit” (benchmarking) and coaching tool • Training Firms • Gen X and Millennium values training • Leadership development for succession planning • Lawyers – perceived inequities will increase litigation

28. Questions?????

29. In The Final Analysis "You cannot hire good employees...You can only hire qualified candidates and then develop them into good employees."