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Engaging the Multigenerational Workforce

This presentation explores the vital importance of understanding and engaging a multigenerational workforce. It will cover the business case for generational diversity, the implications for workplace culture and productivity, and best practices to bridge generational gaps. Participants will learn about the distinct characteristics and perspectives of various generations from WWII Generation to Millennials, including their communication styles, motivations, and potential conflict sources. Gain insights on fostering collaboration, enhancing employee satisfaction, and meeting the complex needs of a diverse team.

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Engaging the Multigenerational Workforce

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  1. Engaging the Multigenerational Workforce Susan Murphy, MBA, PhD Senior Consultant Claire Raines Associates Kathy Greco, LMSW, CEAP Director, Health & Performance Initiatives ValueOptions

  2. Agenda • The Business Case • Overview of the Generations • Workplace Implications • Best Practices • Generational Perspectives on the EAP and Typical Issues • Discussion SummitQuestions@valueoptions.com

  3. The Business Case • Competition for talent • More generations working side by side • Productivity and business results linked to work environment • Customers from all generations SummitQuestions@valueoptions.com

  4. Primary Aspects of Diversity Adapted from Workforce America! by Marilyn Loden & Judy Rosener SummitQuestions@valueoptions.com

  5. Generations • 2007 & 2011 WWII Generation (Traditional Generation) born before 1940 67 plus 3% 5 million in 2011 71 plus 1% 2 million Baby Boom Generation(Post WWII Boom in Births: 1946-1964) born 1940-1960 47-67 37% 55 million in 2011 51-71 29% 46 million Generation X born 1960-1980 27-47 45% 68 million in 2011 31-51 44% 69 million Millennial Generation (Generation Y) born 1980-2000 7-27 15% 22 million in 2011 11-31 26% 40 million SummitQuestions@valueoptions.com

  6. Questions for Organizations • What is the generational composition of your current workforce? • What will the generational composition of your workforce be in 5 years? • What is the generational composition of your customer base? • What will the generational composition of your customer base be in 5 years? SummitQuestions@valueoptions.com

  7. Our Perspective and Values …are shaped by the world around us during our formative years. SummitQuestions@valueoptions.com

  8. WWII Generation SummitQuestions@valueoptions.com

  9. WWII Generation SummitQuestions@valueoptions.com

  10. WWII Generation SummitQuestions@valueoptions.com

  11. Baby Boom Generation SummitQuestions@valueoptions.com

  12. Baby Boom Generation SummitQuestions@valueoptions.com

  13. Baby Boom Generation SummitQuestions@valueoptions.com

  14. Generation X SummitQuestions@valueoptions.com

  15. Generation X SummitQuestions@valueoptions.com

  16. Generation X SummitQuestions@valueoptions.com

  17. Millennial Generation SummitQuestions@valueoptions.com

  18. Millennial Generation SummitQuestions@valueoptions.com

  19. Millennial Generation SummitQuestions@valueoptions.com

  20. How Parenting Differed WWII Baby Boomer Discipline Dr. Spock Schedules Throw away schedule Conformity Love & nurture, Strict obedience pamper & cherish “Spare the rod, spoil the child” Stay-at-home moms Generation X Millenial Parenting by proxy Parental advocacy Working moms Put children first Latchkey children Soccer moms Soaring divorce rates Supervision Autonomy & independence Strictness on drugs, drinking, driving SummitQuestions@valueoptions.com

  21. Benefits of the Multigenerational Team • Can attract/retain talented people of all ages, more inclusive • More flexible • Can gain/maintain greater market share because reflect multigenerational market • Decisions are stronger, more broad-based with multiple perspectives • More innovative and creative • Can meet needs of diverse public and can relate more effectively SummitQuestions@valueoptions.com

  22. Root Causes of Conflict • Work ethic • Technology • Relationships • Outlook SummitQuestions@valueoptions.com

  23. Root Causes of Conflict (cont.) • Perspective • View of authority • Leadership SummitQuestions@valueoptions.com

  24. The Titanium Rule Do unto others, keeping their preferences in mind. SummitQuestions@valueoptions.com

  25. Communication • WWII Generation • Logical, linear, conservative • Baby Boom Generation • Personable, information = reward • Generation X • Direct, straightforward, results-oriented • Millennial Generation • Positive, motivational, personal goal-oriented SummitQuestions@valueoptions.com

  26. Turn-offs • WWII Generation • Profanity, slang, poor grammar, disrespect • Baby Boom Generation • Brusqueness, one-upmanship • Generation X • Using time poorly, corporate-speak • Millennial Generation • Cynicism, sarcasm, condescension SummitQuestions@valueoptions.com

  27. Motivation for WWII Generation • WORDS that motivate: • “Your experience is respected here.” • REWARDS that motivate: • Tangible symbols of loyalty, commitment and service • MANAGEMENT ACTIONS that motivate: • Managers connect their actions to overall good of organization SummitQuestions@valueoptions.com

  28. Motivation for Baby Boomers • WORDS that motivate: • “We need you. You can make a difference.” • REWARDS that motivate: • Personal appreciation, promotion, recognition, status symbols • MANAGEMENT ACTIONS that motivate: • Managers get them involved and show them how to make a difference SummitQuestions@valueoptions.com

  29. Motivation for Generation X • WORDS that motivate: • “Do it your way.” “There is life beyond work.” • REWARDS that motivate: • Free time, upgraded resources, opportunities for development, bottom-line results, certifications to add to resume • MANAGEMENT ACTIONS that motivate: • Managers give them choices and let them work autonomously SummitQuestions@valueoptions.com

  30. Motivation for Millennials • WORDS that motivate: • “We respect you here.” “What are your goals?” • REWARDS that motivate: • Awards, certificates, tangible evidence of credibility • MANAGEMENT ACTIONS that motivate: • Managers connect actions to their personal and career goals SummitQuestions@valueoptions.com

  31. Is Your Workplace Gen-Friendly? • There’s not just one type of successful person here. • On teams, we include a variety of perspectives. • We treat employees as customers. • We sometimes joke about our different perspectives. • We talk openly about what we want from our jobs. • We base policies on what customers/employees want. SummitQuestions@valueoptions.com

  32. Gen-Friendly (cont.) • We have a minimum of bureaucracy and red tape. • People who work here have the big picture along with specific goals and measures—and feel free to find their own best way of reaching them. • We expect the best from everyone. • We focus on retention every day. SummitQuestions@valueoptions.com

  33. 12 Best Practices Companies that are most successful at recruiting and retaining across generations… Study generational composition; use the information in many HR strategies. Train about generations in a variety of formats. Match workforce to customer base. Include all generations on boards and councils. SummitQuestions@valueoptions.com

  34. 12 Best Practices (cont.) Companies that are most successful at recruiting and retaining across generations… • Support continuing education. • Reward managers for retention. • Reward performance and productivity. • Offer horizontal movement. SummitQuestions@valueoptions.com

  35. 12 Best Practices (cont.) Companies that are most successful at recruiting and retaining across generations… • Plan for succession. • Offer mentoring programs. • Offer flexible scheduling. 12. Offer a wide variety of benefits. SummitQuestions@valueoptions.com

  36. Questions? SummitQuestions@valueoptions.com

  37. SummitQuestions@valueoptions.com

  38. Analysis • Developed profile in terms of: • demographic characteristics • lifestyle characteristics • communication preferences • Identified patterns of substance abuse and related problems • Projected needs/behaviors in light of historic EAP and behavioral health care utilization patterns SummitQuestions@valueoptions.com

  39. Engage • Developed CD using multigenerational approach • Highlighted the unique issues and needs concerning each generational group, including pertinent workplace issues: • mental health issues • alcohol and substance abuse • financial • family (child care, elder care, etc.) • Provided information and tools to help employers address these issues: • articles • posters/brochures • sample timelines SummitQuestions@valueoptions.com

  40. The Gen Y Perspective of the EAP • Predisposed to seek treatment only in crisis • Seek the services of the EAP less often than the general employee population • Of the Gen Y workers seeking assistance from the EAP, more tend to be female • Male employees more likely to receive services related to substance abuse SummitQuestions@valueoptions.com

  41. Financial issues Debt management Savings Loans and credit Legal issues Traffic violations Drunk driving Criminal issues (such as assault) Child custody and support Marital/family issues Communication Financial dependence Effective communication Healthy relationships Cohabitation Medical issues Pregnancy Routine, preventive medical care Accidents Mental health issues Depression Anxiety Appearance of long-term, chronic disorders, such as bipolar disorder and thought disorders (e.g., schizophrenia) Substance abuse issues Binge drinking Experimentation with illicit drugs Typical EAP ProblemsGen Y Members Experience SummitQuestions@valueoptions.com

  42. The Gen X Perspective of the EAP • EAPs help employees balance work and life. • Gen X employees look to what the EAP can do for them. • Skill development and wellness seminars, work/life programs and workplace programs designed for flexibility will draw the attention of Gen X employees. SummitQuestions@valueoptions.com

  43. Typical EAP ProblemsGen X Members Experience • Medical issues • Pregnancy • Smoking-related health issues • Mental health issues • Depression • Anxiety • Eating disorders • Substance abuse issues • Marijuana • Alcohol • Financial issues • One-income families with children • Savings • Legal issues • Divorce • Child custody and support • Marital/family issues • Career vs. marriage and family • Parenting roles • Relationships SummitQuestions@valueoptions.com

  44. The Baby Boomer Perspective of the EAP • Have driven the development of EAP services over the last 20 years • Broad-brush programs providing assistance with work stress, family issues, assessment for depression and anxiety, as well as grief and loss issues • Legal, financial and work/life services have been incorporated into many EAP services with the aim of assisting employees on a variety of aging-related topics SummitQuestions@valueoptions.com

  45. Typical EAP ProblemsBaby Boom Members Experience • Financial issues • Savings and debt management • Retirement planning • Legal issues • Estate planning, wills and trusts • Long-term care • Issues of aging relatives • Marital/family issues • Child and elder care • Marital/family relationships • Medical issues • Lifestyle issues • Chronic illness • Mental health issues • Depression • Anxiety • Self-esteem • Substance abuse issues • Disease • Prescription drug issues SummitQuestions@valueoptions.com

  46. The Traditional Generation Perspective of the EAP • Occupational alcoholism program • May not be aware of or be comfortable pursuing the broad spectrum of employee assistance services now available • Less likely to seek the services of the EAP • Likely to feel obliged to handle any personal concerns alone SummitQuestions@valueoptions.com

  47. Typical EAP Problems Traditional Generation Members Experience • Medical issues • Chronic disease • Diseases of aging • Mental health issues • Depression • Substance abuse issues • Disease • Financial issues • Retirement • Long-term care • Managing income and expenses • Legal issues • Estate planning, wills and trusts • Health care proxy and living wills • Marital/family issues • Marital/family relationships SummitQuestions@valueoptions.com

  48. Approach • Target interventions to specific human capital risks • Manage risks using resources efficiently • Offer employers solutions to engage the workforce • Build an environment that fosters employee resiliency SummitQuestions@valueoptions.com

  49. Expected Outcomes • Increased knowledge of needs and preferences of generational populations • Increased awareness of EAP services among targeted population • Increased EAP utilization among targeted population: • Self-referred • Management referred • Reduced prevalence of alcohol misuse and abuse among targeted population SummitQuestions@valueoptions.com

  50. Discussion SummitQuestions@valueoptions.com

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