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It’s taking ages to sort this out!
by Toronto Training and HR
May 2013
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
Page 3
Introduction
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
Page 5
Different generations
Different generations 1 of 4
TRADITIONALS
• Years 1901-1942
• Core values
• Assets and liabilities
• Significant events
• Places
• Science and inventions
• Heroes
• Attitudes
• Concerns
• Traits
Page 6
Different generations 2 of 4
BABY BOOMERS
• Years 1943-1960
• Core values
• Assets and liabilities
• Significant events
• Places
• Science and inventions
• Heroes
• Attitudes
• Concerns
• Traits
Page 7
Different generations 3 of 4
GENERATION X
• Years 1961-1981
• Core values
• Assets and liabilities
• Significant events
• Places
• Science and inventions
• Heroes
• Attitudes
• Concerns
• Traits
Page 8
Different generations 4 of 4
MILLENNIALS
• Years 1982-2005
• Core values
• Assets and liabilities
• Significant events
• Places
• Science and inventions
• Heroes
• Attitudes
• Concerns
• Traits
Page 9
Page 10
Generational diversity
Generational diversity
• What is a generation?
• Why does diversity matter?
• Strategies to address
Page 11
Page 12
Challenges in the
workplace
Challenges in the workplace
• Splitting of the workplace
• Stereotypes
• The truth
• Loyalty
• Authority
• Respect
• Career
• Common themes
Page 13
Page 14
Adult learners
Adult learners
BARRIERS
• Situational
• Dispositional
• Institutional
• The learning process
• Customer service
• Social media
Page 15
Page 16
Questions to ask
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
Page 18
Myths and realities
Myths and realities 1 of 2
MYTHS
• Career management
• Organizational loyalty
• Employee motivation
• Work values and attitudes
Page 19
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
Page 21
Why is the generational
perspective interesting?
Why is the generational perspective
interesting?
• Tolerance
• Engaging work environment
• Brand’s perceived value
• Succession planning
• Attract and retain talent
• Exercise leadership
Page 22
Page 23
The ages
The ages
• Chronological
• Physical-cognitive
• Socioemotional
• Social
• Career stage
• Tenure
• Normative
• Generational
• Relative
• Life events
Page 24
Page 25
Generation related
activities
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
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
Generation related activities 3 of 4
• LEADERSHIP AND OD
• Cultural development of
lectures and workshops
• Leadership training
Page 28
Generation related activities 4 of 4
• IT
• Providing a set of tools,
security policies and work
environment that caters to
generational profiles
Page 29
Page 30
Constant cycle of four
roles
Prophets
Nomads
Heroes
Artists
Constant cycle of four roles
Prophets
Nomads
Heroes
Artists
Page 31
Page 32
The aging workforce
Older workers and generational differences May 2013
The aging workforce 2 of 2
THE REASONS
• Decrease in fertility rates
• Increase in life expectancy
Page 34
Page 35
Conducting a self check
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
Page 37
What can be done?
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
Page 39
The ACORN imperatives
The ACORN imperatives
• Accommodate employee
differences
• Create workplace choices
• Operate from a sophisticated
management style
• Respect competence and
initiative
• Nourish retention
Page 40
Page 41
Strengthening
inter-generational
relationships
Strengthening inter-generational
relationships
• Reflect
• Educate
• Create conversations
• Plan
• Act
• Evaluate
• Adjust
• Change
Page 42
Page 43
Inter-generational conflict
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
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
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
Page 47
The Canadian mining
industry
The Canadian mining industry
• Job location flexibility
• Adoption of new technology
• On the job training and
mentoring
• Job satisfaction
• Attract
• Develop
• Retain
Page 48
Page 49
Conclusion and questions
Page 50
Conclusion and questions
Summary
Videos
Questions

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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
  • 6. Different generations 1 of 4 TRADITIONALS • Years 1901-1942 • Core values • Assets and liabilities • Significant events • Places • Science and inventions • Heroes • Attitudes • Concerns • Traits Page 6
  • 7. Different generations 2 of 4 BABY BOOMERS • Years 1943-1960 • Core values • Assets and liabilities • Significant events • Places • Science and inventions • Heroes • Attitudes • Concerns • Traits Page 7
  • 8. Different generations 3 of 4 GENERATION X • Years 1961-1981 • Core values • Assets and liabilities • Significant events • Places • Science and inventions • Heroes • Attitudes • Concerns • Traits Page 8
  • 9. Different generations 4 of 4 MILLENNIALS • Years 1982-2005 • Core values • Assets and liabilities • Significant events • Places • Science and inventions • Heroes • Attitudes • Concerns • Traits Page 9
  • 11. Generational diversity • What is a generation? • Why does diversity matter? • Strategies to address Page 11
  • 12. Page 12 Challenges in the workplace
  • 13. Challenges in the workplace • Splitting of the workplace • Stereotypes • The truth • Loyalty • Authority • Respect • Career • Common themes Page 13
  • 15. Adult learners BARRIERS • Situational • Dispositional • Institutional • The learning process • Customer service • Social media Page 15
  • 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
  • 18. Page 18 Myths and realities
  • 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
  • 24. The ages • Chronological • Physical-cognitive • Socioemotional • Social • Career stage • Tenure • Normative • Generational • Relative • Life events Page 24
  • 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
  • 30. Page 30 Constant cycle of four roles Prophets Nomads Heroes Artists
  • 31. Constant cycle of four roles Prophets Nomads Heroes Artists Page 31
  • 32. Page 32 The aging workforce
  • 34. The aging workforce 2 of 2 THE REASONS • Decrease in fertility rates • Increase in life expectancy Page 34
  • 35. Page 35 Conducting a self check
  • 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
  • 37. Page 37 What can be done?
  • 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
  • 39. Page 39 The ACORN imperatives
  • 40. The ACORN imperatives • Accommodate employee differences • Create workplace choices • Operate from a sophisticated management style • Respect competence and initiative • Nourish retention Page 40
  • 42. Strengthening inter-generational relationships • Reflect • Educate • Create conversations • Plan • Act • Evaluate • Adjust • Change Page 42
  • 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
  • 47. Page 47 The Canadian mining industry
  • 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
  • 50. Page 50 Conclusion and questions Summary Videos Questions