This document provides an overview of generational differences in the workplace and strategies for managing them. It discusses the four main generations (Traditionals, Baby Boomers, Generation X, and Millennials) and how they differ in core values, experiences, and workplace expectations. Some of the challenges with a multigenerational workforce include stereotypes, differing views of loyalty and authority, and communication issues. The document recommends conducting self-checks, embracing diversity, clear communication, and training to strengthen intergenerational relationships and reduce conflict.
Older workers and generational differences May 2013
1. It’s taking ages to sort this out!
by Toronto Training and HR
May 2013
2. CONTENTS
5-9 Different generations
10-11 Generational diversity
12-13 Challenges in the workplace
14-15 Adult learners
16-17 Questions to ask
18-20 Myths and realities
21-22 Why is the generational perspective interesting?
23-24 The ages
25-29 Generation related activities
30-31 Constant cycle of four roles
32-34 The aging workforce
35-36 Conducting a self-check
37-38 What can be done?
39-40 The ACORN imperatives
41-42 Strengthening inter-generational relationships
43-46 Inter-generational conflict
47-48 The Canadian mining industry
Page 2
4. Page 4
Introduction to Toronto Training
and HR
Toronto Training and HR is a specialist training and
human resources consultancy headed by Timothy Holden
10 years in banking
10 years in training and human resources
Freelance practitioner since 2006
The core services provided by Toronto Training and HR
are:
Training event design
Training event delivery
Reducing costs, saving time plus improving
employee engagement and morale
Services for job seekers
13. Challenges in the workplace
• Splitting of the workplace
• Stereotypes
• The truth
• Loyalty
• Authority
• Respect
• Career
• Common themes
Page 13
17. Questions to ask
• Does employee engagement
vary by generation?
• Do the drivers of employee
engagement differ by
generation?
• Does generational difference
impact work attitudes?
• What about age?
• Is there something else to be
concerned about?
Page 17
19. Myths and realities 1 of 2
MYTHS
• Career management
• Organizational loyalty
• Employee motivation
• Work values and attitudes
Page 19
20. Myths and realities 2 of 2
TIPS TO MANAGE REALITY
• Create a planning group
• Hire good people and pay
them well
• Increase the speed of ramp-up
• Get real about succession
planning
• Retirement
Page 20
21. Page 21
Why is the generational
perspective interesting?
22. Why is the generational perspective
interesting?
• Tolerance
• Engaging work environment
• Brand’s perceived value
• Succession planning
• Attract and retain talent
• Exercise leadership
Page 22
26. Generation related activities 1 of 4
• HR AND TALENT
MANAGEMENT
• Engagement mapping
• Brand expectation review
• Rewards, pay and benefits
survey linked to generational
preference
Page 26
27. Generation related activities 2 of 4
• MARKETING AND SALES
• Brand, product, consumption
pattern and offering analysis
based on generational profiles
• Segmentation and tribe
analysis of generation
Page 27
28. Generation related activities 3 of 4
• LEADERSHIP AND OD
• Cultural development of
lectures and workshops
• Leadership training
Page 28
29. Generation related activities 4 of 4
• IT
• Providing a set of tools,
security policies and work
environment that caters to
generational profiles
Page 29
36. Conducting a self check
• Attitudes, knowledge and
behaviour?
• Perspective?
• Response when witness a
conflict between co-workers?
• Response when confronted in
adversarial way?
• Reinforce positive interactions
and provide positive feedback?
Page 36
38. What can be done?
• Model respectful behaviour
• Embrace a new attitude and
accept the challenge
• Be proactive in addressing
issues
• Contribute at meetings
• Build teams that reflect the
different generations in the
workplace
Page 38
44. Inter-generational conflict 1 of 3
MANIFESTATIONS OF CONFLICT
• Bullying and harassment
• Discrimination
• Isolation
• Resistance to change
• Ineffective communication
• Frustration, feelings of being
undervalued and
misunderstood
• Lack of teamwork
Page 44
45. Inter-generational conflict 2 of 3
COMMON CONFLICTS
• Gen Y devaluing knowledge
and work experience of
Boomers
• Bullying of Gen Y (new grads)
by Baby Boomers
• Gen X and Gen Y reject Baby
Boomer’s “pay-your-dues” and
“earn your way” approach and
desire immediate
gratification/results
Page 45
46. Inter-generational conflict 3 of 3
STRATEGIES TO ADDRESS CONFLICT
• Policies on technology
• Clear communication and expectations
• Job shadowing
• Work with local colleges
• Periodically bring in speakers
• Provide awareness training
• Offer a flexible work schedule
• Reinforce rules
• Regularly update job descriptions
Page 46
48. The Canadian mining industry
• Job location flexibility
• Adoption of new technology
• On the job training and
mentoring
• Job satisfaction
• Attract
• Develop
• Retain
Page 48