Bridging Generation Gaps

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					Bridging Generation Gaps

LEAGUE OF MINNESOTA CITIES  Tracie Chamberlin, HR Manager  Jana Sullivan, Defense Attorney

The Generation Gap
 Anything

that is in the world when you were born is normal & ordinary & is just a natural way the world works.

The Generation Gap
 Anything

that is invented between the time when you are 15 to 35 is new, revolutionary, & exciting, & you can possibly get a career in it.

The Generation Gap
 Anything

invented after you are 35 is against the natural order of things.

Douglas Adams, author of The Hitchhiker’s Guide to the Galaxy

The Generation Gap
 Minimize  Create

the generation gap

& maintain good working relationships

Overview
 Why

should HR care about a good work environment? different generations really see things differently?
can we improve work relationships?

 Do

 How

Why Should HR Care?
 Key

reasons for leaving a job:

 Supervisor

communication  Lack of respect

 Poor

Why Should HR Care?
 Disrespectful
 Lack

workplace

of motivation  Low employee morale  No trust  Lack of personal responsibility  Entitlement

Why Should HR Care?
 Disrespectful
 Turnover

workplace

& difficulty recruiting  Absenteeism  Medical & workers comp claims  Grievances  Illegal behavior

Do different generations really see things differently?
How and where did Kennedy die?
Gunshots in Dallas  Plane crash near Martha’s Vineyard  Kennedy who?


Four generations at work
 Traditionalists


(1900-1945)

Veterans, Seniors, Mature, Silent

 Baby


Boomers (1946-1964) X (1965-1980)

Boomers

 Generation


Xers, Thirteener, Baby Busters

 Millennials


(1981-1999)

Generation Y, Nexters

Stereotype
 Group

concept  Held by one group about another  Based on:
Simplification  Exaggeration or distortion  Generalization  Assumption that certain attributes are “natural”


Stereotype
 Normal
 33%

distribution (bell curve)

don’t fit the norm

Traditionalists (1900 – 1945)
75 million people  Values

 



Dedication/sacrifice Duty before pleasure Respect for authority Stock market crash Social security system Pearl Harbor, WWII, Korean War



Events





Traditionalists (1900 – 1945)


Pop culture
  

Mickey Mouse Charlie McCarthy The Lone Ranger



People
  

FDR, Edward R. Murrow Betty Grable, John Wayne Joe DiMaggio, Babe Ruth

Baby Boomers (1946 – 1964)
80 million people  Values

  

Optimism, personal gratification Health & wellness Hard work Salk vaccine, civil rights Kennedy elected, assassinated Vietnam, Woodstock



Events





Baby Boomers (1946 – 1964)


Pop culture
  

Ed Sullivan Show, Laugh-In Hula hoops, slinkies Fallout shelters, peace sign



People
  

Martin Luther King, Rosa Parks John & Jacqueline Kennedy The Beatles, Janis Joplin

Generation Xers (1965 – 1980)
46 million people  Values

 



Diversity Global thinking Self-reliance Watergate scandal Challenger disaster Fall of Berlin Wall



Events





Generation Xers (1965 – 1980)


Pop culture
  

Pet rocks The Simpsons Cabbage patch dolls



People
  

Bill Gates, Bill Clinton Ted Bundy, Al Bundy Michael Jordan, Madonna

Millennials (1981 – 1999)
76 million people  Values

  

Confidence Civic duty Morality Oklahoma City bombing Columbine HS massacre Over-scheduled lives



Events





Millennials (1981 – 1999)


Pop culture
  

Barney Beanie Babies Internet, video games

 Notables
  

Prince William Sammy Sosa Backstreet Boys, Britney Spears

Cuspers
 Traditionalist


/ Baby Boomer

1940 - 1945

 Baby


Boomer / Gen Xer

1960 - 1965

 Gen


Xer / Millennial

1975 - 1980

Personalities & Beliefs
 Introvert

or
 Coworkers

extravert  Type A  Myers-Briggs

should be friends.  There should be a law against being rude.

The Bottom Line
person in the world has a valuable role to fulfill  Every person has the right to exist
 Every

Can I accept this in my workplace?

Moving ahead . . .
Fostering Respect in the Workplace

Defining “Respect”
 Respect:


To pay particular attention to

 Respect:


To avoid interference with

Traditionals
 Baby

Boomers say: “They are dinosaurs.” Xers say: “Turn on your computer.” say: “They are good

 Gen

 Millenials

leaders.”

Baby Boomers
 Traditionals

say: “They are too open about personal things.” Xers say: “They are only concerned with themselves.” say: “They work all

 Gen

 Millenials

the time.”

Gen Xers
 Traditionals

say: “They don’t respect their elders.” Boomers say: “They are rude & don’t value face time.” say: “Lighten up! It’s not that bad.”

 Baby

 Millenials

Millenials
 Traditionals

say: “They need to get a backbone.” Boomers say: “They never received any discipline.” Xers say: “How dare you ask “What’s an album?!”

 Baby

 Gen

Communication



Traditionals – polite, clear, thorough
Boomers – specific, focus on their role in the big picture Gen Xers – technology, let them figure it out Millenials – share goals both ways, forget gender roles





Flexibility



Traditionals - consider part time
Boomers - explain why




Gen Xers - jobs, hours
Millenials – won’t have it any other way

Mentoring
 

Traditionals – share experiences Boomers – structure




Gen Xers – informal
Millenials – been there, done that

Training & Education
 

Traditionals –training in technology Boomers – hands on




Gen Xers – use technology to train
Millenials – ongoing learning

Moving Ahead
 Disrespectful

behavior will be

dealt with:
(policies)  Informally (peer pressure)
 Formally

Moving Ahead
 Who

decides what behaviors are appropriate?

 What

can I do if I find someone’s behavior objectionable?

Moving Ahead
 What

must I do if I see disrespectful behavior in the workplace? are the limits on individual expression in the workplace?

 What

Formal Methods
 Develop
   

a policy

State the purpose Provide examples of behavior Clarify responsibilities Establish consequences

Formal Methods
 Performance
 

evaluations

Make it a performance standard Hold all employees responsible for following established personnel policies

Bridge the Gap


Remember the dangers of stereotyping

  

Be aware of the real differences
Appreciate the strengths Manage the differences effectively


				
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posted:6/4/2009
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