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The Generation Gap
Today’s Workforce
Today’s Workforce
Traditionalists (1922 - 1945)
✤   Aliases: Veterans, Silent Generation, Greatest Generation
✤   Lived through WWII and were taught core values, respect for authority
✤   Traditionalists enjoy sharing their knowledge and history
✤   High value on loyalty and hard work
✤   Want to provide more opportunity to their children than they had
Today’s Workforce
Traditionalists (1922 - 1945)
✤   Aliases: Veterans, Silent Generation, Greatest Generation
✤   Lived through WWII and were taught core values, respect for authority
✤   Traditionalists enjoy sharing their knowledge and history
✤   High value on loyalty and hard work
✤   Want to provide more opportunity to their children than they had




Baby Boomers (1946 - 1964)
✤   The most educated generation in history
✤   Making sacrifices to get ahead
✤   Take on big projects, want to make an impact
✤   Loyal to colleagues and employers
✤   Prefer face-to-face communication
Today’s Workforce
Generation X (1965 - 1980)
✤   Aliases: Gen X, Xers
✤   Latchkey generation, watched their parents forge a new
    work environment
✤   First generation to grow up with computer technology
✤   Care more about productivity than hours put into the
    position
✤   Good balance in work and family
✤   Requires minimal supervision
Today’s Workforce
Generation X (1965 - 1980)
✤   Aliases: Gen X, Xers
✤   Latchkey generation, watched their parents forge a new
    work environment
✤   First generation to grow up with computer technology
✤   Care more about productivity than hours put into the
    position
✤   Good balance in work and family
✤   Requires minimal supervision


Generation Y (1981 - 2000)
✤   Aliases: Gen Y, Millennial, Echo Boomer
✤   Continually connected, speak their own language
✤   Skeptical of authority, influenced by peers
✤   Seek recognition and fame, enjoy off humor and absurdity
✤   Skim information and text quickly
✤   Easily bored, expressive and digitally creative
Perspective
Perspective
Approach
Approach


Facebook   Emailing Texting Twitter Mobile



                   Vs.



 Faxing Memo Telephone Office Meeting
Facebook & Twitter
Workplace Behavior
Workplace Behavior
Traditionalists (Age 65 - 88)
 ✤   Seniority and age correlate
 ✤   Climb the ladder by hard work and perseverance
 ✤   Understand value and money (conservative)
 ✤   Not uncommon to have only one or two positions throughout
     their career
 ✤   Respects authority
Workplace Behavior
Traditionalists (Age 65 - 88)
 ✤   Seniority and age correlate
 ✤   Climb the ladder by hard work and perseverance
 ✤   Understand value and money (conservative)
 ✤   Not uncommon to have only one or two positions throughout
     their career
 ✤   Respects authority



Baby Boomers (Age 46 - 64)
 ✤   Team Oriented
 ✤   Interested in health and wellness
 ✤   Always learning, and always loyal
 ✤   Workaholics
 ✤   Espouse value of ‘inclusive’ relationships
Workplace Behavior
Workplace Behavior
Generation X (Age 30 - 45)
 ✤   Change Agents
 ✤   Prefer flexible work hours and informal work environment
 ✤   Started 80% of new businesses in the last 3 years
 ✤   Easy to recruit, hard to retain
 ✤   High value on ‘having fun’ at work
 ✤   Require minimal supervision
Workplace Behavior
Generation X (Age 30 - 45)
 ✤   Change Agents
 ✤   Prefer flexible work hours and informal work environment
 ✤   Started 80% of new businesses in the last 3 years
 ✤   Easy to recruit, hard to retain
 ✤   High value on ‘having fun’ at work
 ✤   Require minimal supervision


Generation Y (Age 10 - 29)
 ✤   Goal setting is a priority
 ✤   Can-do attitude of traditionalist
 ✤   Teamwork attitude of Boomers
 ✤   Technological savvy of X’ers
 ✤   Think DIFFERENTLY than any other member of the
     workforce
Generational Motivators
Generational Motivators
Traditionalist Motivators
 ✤   Loyalty is valued and rewarded
 ✤   Plaque for the wall
 ✤   Formal meetings or lunches
 ✤   Letting them know that their experience is appreciated and
     respected
Generational Motivators
Traditionalist Motivators
 ✤   Loyalty is valued and rewarded
 ✤   Plaque for the wall
 ✤   Formal meetings or lunches
 ✤   Letting them know that their experience is appreciated and
     respected



Baby Boomer Motivators
 ✤   Expand public profile (feature in company newsletter or on
     website)
 ✤   Make clear the objectives and desired results
 ✤   Make sure the steps toward the defined goals are very visible
Generational Motivators
Generational Motivators
Generation X Motivators
 ✤   Regular, honest feedback and mentoring
 ✤   Informal recognition (a day off)
 ✤   Effective leadership
 ✤   Let them set priorities on tasks
Generational Motivators
Generation X Motivators
 ✤   Regular, honest feedback and mentoring
 ✤   Informal recognition (a day off)
 ✤   Effective leadership
 ✤   Let them set priorities on tasks


Generation Y Motivators
 ✤   Provide opportunities for continuous training
 ✤   Explain how your goals for them fit into the “big picture”
 ✤   Use email and ad hoc hall conversations for alternative
     communication
 ✤   Be more of a coach, less of a ‘boss’
Bridging The Gap
      Traditionalists and Baby Boomers need:
Bridging The Gap
                      Traditionalists and Baby Boomers need:
✤   To feel important — they are the “stars” of the organization
✤   To be treated fairly
✤   To see that their knowledge is valued
✤   They need to be heard
Bridging The Gap
                      Traditionalists and Baby Boomers need:
✤   To feel important — they are the “stars” of the organization
✤   To be treated fairly
✤   To see that their knowledge is valued
✤   They need to be heard


                           Gen X and Gen Y are looking for:
Bridging The Gap
                      Traditionalists and Baby Boomers need:
✤   To feel important — they are the “stars” of the organization
✤   To be treated fairly
✤   To see that their knowledge is valued
✤   They need to be heard


                           Gen X and Gen Y are looking for:
✤   Constant learning and growth
✤   Flexibility to try new things or voice new ideas
✤   Access to information and people (want to be kept in the loop)
✤   Ways to link what they do to the bigger goals of the company or firm
What You Can Do

         Mentorship Programs
What You Can Do

                               Mentorship Programs

✤   Make an effort to implement mentorships for older members to share and younger
    members to learn.
What You Can Do

                                Mentorship Programs

✤   Make an effort to implement mentorships for older members to share and younger
    members to learn.
✤   Make this a selective process to ensure profitable mentorships.
What You Can Do

                                Mentorship Programs

✤   Make an effort to implement mentorships for older members to share and younger
    members to learn.
✤   Make this a selective process to ensure profitable mentorships.
✤   Most senior partners received much more informal mentoring. They were taken to court
    more frequently; partners debriefed a big transaction upon completion; colleagues had
    more time to teach younger lawyers because business moved at a slower pace.
What You Can Do

                                Mentorship Programs

✤   Make an effort to implement mentorships for older members to share and younger
    members to learn.
✤   Make this a selective process to ensure profitable mentorships.
✤   Most senior partners received much more informal mentoring. They were taken to court
    more frequently; partners debriefed a big transaction upon completion; colleagues had
    more time to teach younger lawyers because business moved at a slower pace.
✤   Younger lawyers receive much less mentoring today. This means more stress and
    longer hours as they struggle to teach themselves the law without the benefit of senior
    lawyer guidance.
What You Can Do

            Listen
What You Can Do

                                          Listen

✤   Whether your firm implements a quarterly ‘ideas for forward progress’ meeting or sends
    out a periodic internal survey on ideas improve business, employees want to be heard
    and love to express their ideas.
What You Can Do

                                          Listen

✤   Whether your firm implements a quarterly ‘ideas for forward progress’ meeting or sends
    out a periodic internal survey on ideas improve business, employees want to be heard
    and love to express their ideas.
✤   They should be encouraged, not afraid, to share. Create a time and place for them to do
    just that. You never know, you might just find that new marketing push you’ve been
    looking for.
What You Can Do

          Emphasize Value
What You Can Do

                                  Emphasize Value

✤   Celebrate the successes along the way, big and small. If an individual contribution has
    helped the team move forward, make sure your firm or company has a policy that
    addresses this.
What You Can Do

                                  Emphasize Value

✤   Celebrate the successes along the way, big and small. If an individual contribution has
    helped the team move forward, make sure your firm or company has a policy that
    addresses this.


                                  Enhance Culture
What You Can Do

                                  Emphasize Value

✤   Celebrate the successes along the way, big and small. If an individual contribution has
    helped the team move forward, make sure your firm or company has a policy that
    addresses this.


                                   Enhance Culture
✤   Make sure your firm’s culture is appealing to all generations. If you are a growing firm
    looking to attract top talent, even on a senior level, only firms or companies with a
    culture that appeals to every generation will be able earn candidate loyalty. Do you
    need a culture adjustment?
What You Can Do

      Sharing Knowledge and Social Media
What You Can Do

                   Sharing Knowledge and Social Media
What intellectual property, knowledge, and “know-how” is walking out the door when
                      traditionalists and baby boomers retire?
What You Can Do

                       Sharing Knowledge and Social Media
    What intellectual property, knowledge, and “know-how” is walking out the door when
                          traditionalists and baby boomers retire?

✤   How do we retain the traditionalists and baby boomer IP?
What You Can Do

                       Sharing Knowledge and Social Media
    What intellectual property, knowledge, and “know-how” is walking out the door when
                          traditionalists and baby boomers retire?

✤   How do we retain the traditionalists and baby boomer IP?
✤   How might we keep them engaged to continue to provide valuable insights and
    information?
What You Can Do

                       Sharing Knowledge and Social Media
    What intellectual property, knowledge, and “know-how” is walking out the door when
                          traditionalists and baby boomers retire?

✤   How do we retain the traditionalists and baby boomer IP?
✤   How might we keep them engaged to continue to provide valuable insights and
    information?
✤   How might we capture, extract, glean what they know before they leave?
What You Can Do

                       Sharing Knowledge and Social Media
    What intellectual property, knowledge, and “know-how” is walking out the door when
                          traditionalists and baby boomers retire?

✤   How do we retain the traditionalists and baby boomer IP?
✤   How might we keep them engaged to continue to provide valuable insights and
    information?
✤   How might we capture, extract, glean what they know before they leave?
✤   How might we use social technologies to bridge the gap between baby boomers and
    next generation leaders?
What You Can Do

                       Sharing Knowledge and Social Media
    What intellectual property, knowledge, and “know-how” is walking out the door when
                          traditionalists and baby boomers retire?

✤   How do we retain the traditionalists and baby boomer IP?
✤   How might we keep them engaged to continue to provide valuable insights and
    information?
✤   How might we capture, extract, glean what they know before they leave?
✤   How might we use social technologies to bridge the gap between baby boomers and
    next generation leaders?
✤   How might we leverage Gen X & Y’s comfort and mastery of technology and social media
    to bridge the information gap between both generations?
The Generation Gap

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Generation gap power point2

  • 3. Today’s Workforce Traditionalists (1922 - 1945) ✤ Aliases: Veterans, Silent Generation, Greatest Generation ✤ Lived through WWII and were taught core values, respect for authority ✤ Traditionalists enjoy sharing their knowledge and history ✤ High value on loyalty and hard work ✤ Want to provide more opportunity to their children than they had
  • 4. Today’s Workforce Traditionalists (1922 - 1945) ✤ Aliases: Veterans, Silent Generation, Greatest Generation ✤ Lived through WWII and were taught core values, respect for authority ✤ Traditionalists enjoy sharing their knowledge and history ✤ High value on loyalty and hard work ✤ Want to provide more opportunity to their children than they had Baby Boomers (1946 - 1964) ✤ The most educated generation in history ✤ Making sacrifices to get ahead ✤ Take on big projects, want to make an impact ✤ Loyal to colleagues and employers ✤ Prefer face-to-face communication
  • 5. Today’s Workforce Generation X (1965 - 1980) ✤ Aliases: Gen X, Xers ✤ Latchkey generation, watched their parents forge a new work environment ✤ First generation to grow up with computer technology ✤ Care more about productivity than hours put into the position ✤ Good balance in work and family ✤ Requires minimal supervision
  • 6. Today’s Workforce Generation X (1965 - 1980) ✤ Aliases: Gen X, Xers ✤ Latchkey generation, watched their parents forge a new work environment ✤ First generation to grow up with computer technology ✤ Care more about productivity than hours put into the position ✤ Good balance in work and family ✤ Requires minimal supervision Generation Y (1981 - 2000) ✤ Aliases: Gen Y, Millennial, Echo Boomer ✤ Continually connected, speak their own language ✤ Skeptical of authority, influenced by peers ✤ Seek recognition and fame, enjoy off humor and absurdity ✤ Skim information and text quickly ✤ Easily bored, expressive and digitally creative
  • 10. Approach Facebook Emailing Texting Twitter Mobile Vs. Faxing Memo Telephone Office Meeting
  • 13. Workplace Behavior Traditionalists (Age 65 - 88) ✤ Seniority and age correlate ✤ Climb the ladder by hard work and perseverance ✤ Understand value and money (conservative) ✤ Not uncommon to have only one or two positions throughout their career ✤ Respects authority
  • 14. Workplace Behavior Traditionalists (Age 65 - 88) ✤ Seniority and age correlate ✤ Climb the ladder by hard work and perseverance ✤ Understand value and money (conservative) ✤ Not uncommon to have only one or two positions throughout their career ✤ Respects authority Baby Boomers (Age 46 - 64) ✤ Team Oriented ✤ Interested in health and wellness ✤ Always learning, and always loyal ✤ Workaholics ✤ Espouse value of ‘inclusive’ relationships
  • 16. Workplace Behavior Generation X (Age 30 - 45) ✤ Change Agents ✤ Prefer flexible work hours and informal work environment ✤ Started 80% of new businesses in the last 3 years ✤ Easy to recruit, hard to retain ✤ High value on ‘having fun’ at work ✤ Require minimal supervision
  • 17. Workplace Behavior Generation X (Age 30 - 45) ✤ Change Agents ✤ Prefer flexible work hours and informal work environment ✤ Started 80% of new businesses in the last 3 years ✤ Easy to recruit, hard to retain ✤ High value on ‘having fun’ at work ✤ Require minimal supervision Generation Y (Age 10 - 29) ✤ Goal setting is a priority ✤ Can-do attitude of traditionalist ✤ Teamwork attitude of Boomers ✤ Technological savvy of X’ers ✤ Think DIFFERENTLY than any other member of the workforce
  • 19. Generational Motivators Traditionalist Motivators ✤ Loyalty is valued and rewarded ✤ Plaque for the wall ✤ Formal meetings or lunches ✤ Letting them know that their experience is appreciated and respected
  • 20. Generational Motivators Traditionalist Motivators ✤ Loyalty is valued and rewarded ✤ Plaque for the wall ✤ Formal meetings or lunches ✤ Letting them know that their experience is appreciated and respected Baby Boomer Motivators ✤ Expand public profile (feature in company newsletter or on website) ✤ Make clear the objectives and desired results ✤ Make sure the steps toward the defined goals are very visible
  • 22. Generational Motivators Generation X Motivators ✤ Regular, honest feedback and mentoring ✤ Informal recognition (a day off) ✤ Effective leadership ✤ Let them set priorities on tasks
  • 23. Generational Motivators Generation X Motivators ✤ Regular, honest feedback and mentoring ✤ Informal recognition (a day off) ✤ Effective leadership ✤ Let them set priorities on tasks Generation Y Motivators ✤ Provide opportunities for continuous training ✤ Explain how your goals for them fit into the “big picture” ✤ Use email and ad hoc hall conversations for alternative communication ✤ Be more of a coach, less of a ‘boss’
  • 24. Bridging The Gap Traditionalists and Baby Boomers need:
  • 25. Bridging The Gap Traditionalists and Baby Boomers need: ✤ To feel important — they are the “stars” of the organization ✤ To be treated fairly ✤ To see that their knowledge is valued ✤ They need to be heard
  • 26. Bridging The Gap Traditionalists and Baby Boomers need: ✤ To feel important — they are the “stars” of the organization ✤ To be treated fairly ✤ To see that their knowledge is valued ✤ They need to be heard Gen X and Gen Y are looking for:
  • 27. Bridging The Gap Traditionalists and Baby Boomers need: ✤ To feel important — they are the “stars” of the organization ✤ To be treated fairly ✤ To see that their knowledge is valued ✤ They need to be heard Gen X and Gen Y are looking for: ✤ Constant learning and growth ✤ Flexibility to try new things or voice new ideas ✤ Access to information and people (want to be kept in the loop) ✤ Ways to link what they do to the bigger goals of the company or firm
  • 28. What You Can Do Mentorship Programs
  • 29. What You Can Do Mentorship Programs ✤ Make an effort to implement mentorships for older members to share and younger members to learn.
  • 30. What You Can Do Mentorship Programs ✤ Make an effort to implement mentorships for older members to share and younger members to learn. ✤ Make this a selective process to ensure profitable mentorships.
  • 31. What You Can Do Mentorship Programs ✤ Make an effort to implement mentorships for older members to share and younger members to learn. ✤ Make this a selective process to ensure profitable mentorships. ✤ Most senior partners received much more informal mentoring. They were taken to court more frequently; partners debriefed a big transaction upon completion; colleagues had more time to teach younger lawyers because business moved at a slower pace.
  • 32. What You Can Do Mentorship Programs ✤ Make an effort to implement mentorships for older members to share and younger members to learn. ✤ Make this a selective process to ensure profitable mentorships. ✤ Most senior partners received much more informal mentoring. They were taken to court more frequently; partners debriefed a big transaction upon completion; colleagues had more time to teach younger lawyers because business moved at a slower pace. ✤ Younger lawyers receive much less mentoring today. This means more stress and longer hours as they struggle to teach themselves the law without the benefit of senior lawyer guidance.
  • 33. What You Can Do Listen
  • 34. What You Can Do Listen ✤ Whether your firm implements a quarterly ‘ideas for forward progress’ meeting or sends out a periodic internal survey on ideas improve business, employees want to be heard and love to express their ideas.
  • 35. What You Can Do Listen ✤ Whether your firm implements a quarterly ‘ideas for forward progress’ meeting or sends out a periodic internal survey on ideas improve business, employees want to be heard and love to express their ideas. ✤ They should be encouraged, not afraid, to share. Create a time and place for them to do just that. You never know, you might just find that new marketing push you’ve been looking for.
  • 36. What You Can Do Emphasize Value
  • 37. What You Can Do Emphasize Value ✤ Celebrate the successes along the way, big and small. If an individual contribution has helped the team move forward, make sure your firm or company has a policy that addresses this.
  • 38. What You Can Do Emphasize Value ✤ Celebrate the successes along the way, big and small. If an individual contribution has helped the team move forward, make sure your firm or company has a policy that addresses this. Enhance Culture
  • 39. What You Can Do Emphasize Value ✤ Celebrate the successes along the way, big and small. If an individual contribution has helped the team move forward, make sure your firm or company has a policy that addresses this. Enhance Culture ✤ Make sure your firm’s culture is appealing to all generations. If you are a growing firm looking to attract top talent, even on a senior level, only firms or companies with a culture that appeals to every generation will be able earn candidate loyalty. Do you need a culture adjustment?
  • 40. What You Can Do Sharing Knowledge and Social Media
  • 41. What You Can Do Sharing Knowledge and Social Media What intellectual property, knowledge, and “know-how” is walking out the door when traditionalists and baby boomers retire?
  • 42. What You Can Do Sharing Knowledge and Social Media What intellectual property, knowledge, and “know-how” is walking out the door when traditionalists and baby boomers retire? ✤ How do we retain the traditionalists and baby boomer IP?
  • 43. What You Can Do Sharing Knowledge and Social Media What intellectual property, knowledge, and “know-how” is walking out the door when traditionalists and baby boomers retire? ✤ How do we retain the traditionalists and baby boomer IP? ✤ How might we keep them engaged to continue to provide valuable insights and information?
  • 44. What You Can Do Sharing Knowledge and Social Media What intellectual property, knowledge, and “know-how” is walking out the door when traditionalists and baby boomers retire? ✤ How do we retain the traditionalists and baby boomer IP? ✤ How might we keep them engaged to continue to provide valuable insights and information? ✤ How might we capture, extract, glean what they know before they leave?
  • 45. What You Can Do Sharing Knowledge and Social Media What intellectual property, knowledge, and “know-how” is walking out the door when traditionalists and baby boomers retire? ✤ How do we retain the traditionalists and baby boomer IP? ✤ How might we keep them engaged to continue to provide valuable insights and information? ✤ How might we capture, extract, glean what they know before they leave? ✤ How might we use social technologies to bridge the gap between baby boomers and next generation leaders?
  • 46. What You Can Do Sharing Knowledge and Social Media What intellectual property, knowledge, and “know-how” is walking out the door when traditionalists and baby boomers retire? ✤ How do we retain the traditionalists and baby boomer IP? ✤ How might we keep them engaged to continue to provide valuable insights and information? ✤ How might we capture, extract, glean what they know before they leave? ✤ How might we use social technologies to bridge the gap between baby boomers and next generation leaders? ✤ How might we leverage Gen X & Y’s comfort and mastery of technology and social media to bridge the information gap between both generations?