California State University, Northridge

CALIFORNIA STATE UNIVERSITY, NORTHRIDGE

Succession Planning Preparation for Future Generations

A Graduate project submitted in partial fulfillment of the requirements

For the degree of Master of Public Administration,

Public Sector Management and Leadership

Dana Kelsey

August 2019

The graduate project of Dana Kelsey is approved:

______Dr. Boris E. Ricks Date

______Dr. Sarmistha Majumdar Date

______Dr. Henrik Palasani-Minassians, Chair Date

California State University, Northridge

Table of Contents

Signature Page ...... ii

Abstract ...... iv

Section 1: Introduction ...... 1

Section 2: Literature Review ...... 3

Characteristics of the Six Generation ...... 3

Succession Planning Dilemmas ...... 8

Succession Planning and Technology ...... 8

Succession Planning and Ethics ...... 9

Succession Planning and LA County’s Possible Future ...... 10

Succession Plans to Bridge the Generational Gap ...... 11

Section 3: Methodology ...... 15

Section 4: Background ...... 17

Millennials Career Expectations ...... 17

Boomers and Retirement ...... 19

Technology and the Government...... 21

Preferred Technology Among Generations...... 21

Section 5: Conclusion ...... 23

References ...... 24

Appendix A...... 27

iii

Abstract

Succession Planning Preparation for Future Generations

Dana Kelsey

Master of Public Administration, Public Sector Management and Leadership

The private, public and non-profit sectors are concerned about the future due to older generations retiring at an accelerated rate. The problem for the workforce is to replace several employees in leadership positions and not having a succession plan in place to combat the vacancies before they occur. This study discusses how understanding all generation’s characteristics can help add to succession plans by knowing how to adjust recruitment, training, and skill building to prepare existing employees and new hires to promote into leadership roles. This study is also discussed in the context of Los Angeles County, the largest public sector in Southern California as an example to show how their succession plan is changing to target younger generations to fill their vacancies by studying generational traits. The millennials are singled out since this is the largest generation to take the place of the baby boomers. Surveys were given to a small group of millennials to answer questions about work behavior, training, loyalty, and work schedule. The data gathered can provide Los Angeles County departments insight on how millennials think and feel, which may help update current succession plans.

Section 1: Introduction

Many private, public and non-profit sectors have alarmingly high rates of retirement taking place amongst the largest generation (Baby Boomers). The focus of this analysis is Los

Angeles County who is pro-active in updating succession planning to fill managerial and supervisory positions. The concern is not having enough employees to pass this vast knowledge; therefore, recruitment is now taking place. The employees retiring are primarily the two oldest generations (Traditionalist born 1922 - 1943 and Baby Boomers born 1943 - 1960), and there are not enough X generations born 1960 – 1980 to take over plus the older X generations will be retiring soon. There are more Millennials born 1980 – 2000 than the X generation. Most job inquiries are from the younger generations. The County will replace many of these retirees with these younger age groups (Kalty, (2017).

It takes time to train and for the trainee to grasp and apply the information given to them by retirees who are the subject matter experts. Instead, the trainees may learn a portion of the job's functions and grasp the rest on their own through a trial and error process. Training entails the duties of the position, the history of why as well as applying government rules and policies that may go along with the job functions.

The County has never in history had so many generations working all at once; at the same time, which can be a problem due to many age differences in diverse backgrounds and behaviors.

It is pertinent the County seeks experts to assists with how to bridge the age gap to keep all departments functioning efficiently and effectively.

Technology is a big part of the government and highlighted in the County's Mission

Statement. L.A. County is continuously upgrading many computer systems and need employees to adapt to these upgrades. New technology or programs is also posing some problems in the

1 workplace for older generations because there is a fine line on how employers address this issue without suffering an age discrimination grievance or lawsuit. Training is taking place throughout the year to make sure all employees are familiar with new computers systems so the employee can continue to do their jobs.

Older generations that may or may not be in a manager or supervisory positions, sometimes feel they are being forced to retire so the County can hire younger generations.

Employees over the age of 40 are now reporting to supervisors that are 20 years younger, which can lower morale or pose additional problems on the job.

The County also must deal with the retirement plans that are changing every five years and offers employees to retire sooner than later. Revised plans may cause future employees to retire earlier or merely leave the job for a better retirement package elsewhere. In the future, the

County may alter or write new policies to accommodate and keep the new employees who may feel the current policies are archaic.

Managers have their work cut out to address the vacancies due to retirement and to build a solid succession plan while keeping the following questions in mind: What are the characteristics of generations working together and its possible effects on the job? What are the challenges the employer faces with so many generations working together? How does technology factor into the picture as a whole? What will Los Angeles County’s future look like with younger generations in the workplace? To address the vacancies in the workforce, understanding the behaviors all generations, especially the millennials, will help managers create a unique succession plan to fill the vacancies between now and within the years to come.

Section 2: Literature Review

Succession planning identifies new leaders to replace existing leaders who will leave or retire from the workforce. Succession planning invests in existing employees and new hires who appear to be capable and worthy of training to promote into leadership roles. Perlman, (2010), suggests local and state governments address these vacancies in a “creative and cost-effective way” (p.48). To ensure hiring managers in public and private sectors make the right choices in choosing the future hierarchy, an understanding of all generation’s behavior should be studied to proceed with the best succession plan possible. Succession planning will be discussed in general, as well as Los Angeles County’s public sector that has a succession plan in place. Los

Angeles County’s goal is to enhance the current succession plan by studying all generational traits, primarily the millennials to better train existing employees while targeting to hire new employees especially the millennials to replace the retirees.

Characteristics of the Six Generations

There are six generations currently living. The first time in history five generations are working in Los Angeles County. Los Angeles County is the most popular county in the nation and the largest employer (108,093 employees) in Southern California. L.A. County is known to have employees for several years due to its promising careers, in thirty-six different diverse departments, which have great medical and retirement benefits. Currently, the five generations in Los Angeles County from oldest to youngest, Traditionalists, Baby Boomers, Generation X,

Millennials, and Cuspers (Department of Human Resources, www.hr.lacounty.gov).

The generational theory explains the era in which a person is born affects how they perceive the world. The first ten years of life, family, friends, communities, and significant

3 events that occurred in that era have shaped our values (Codrington, 2008). The characteristics of each generation will give us a clear picture of how the generations are different from each other, which determines how they think and behave in the workplace. The primary focus will be on the millennials, so hiring managers know how to gear successions plans to attract this generation. The oldest generation in L.A. County is the Traditionalist, 1922 – 1945, also known as the Silent Generation. You will find this generation of volunteers that serve as board members or commissioners, and some employees still hold County permanent positions with up to 60 years of service. These 70 and 80-year-olds that exist in LA County are very knowledgeable and experienced. This generation has been around to see world events, such as

World War II, The Depression, and The Stock Market crash. The traditionalist is patriotic, appreciates tradition, and has patience, more faithful, and dedicated to their County jobs (Kalty,

2017).

The next generation in the county is the Baby Boomers, 1943 - 1960, also called

Boomers, named to describe the economic boom after World War II and the rise of fertility rates.

The Boomers grew up with Civil Rights, Women’s Rights, assassination of JFK and Martin

Luther King, Jr., the moon landing and the Vietnam War (Ertas, 2016). Boomers witness and fight for the wrongs in society. They watched their parent (the Traditionalist) sacrifices and could be where their strong ethics comes. They are part of a consumer generation and defined success by their job. There were 80 million Boomers, which is a much bigger generation than the traditionalist. The Boomers are primarily upper management personnel in Los Angeles

County and have already started the retirement process. Boomers are known to be competitive, so many compete for jobs and mates. They are hard workers and said to be a tough act to follow.

They are also prosperous and idealist (Kalty, 2017).

Generation X, 1960 – 1980, also called “me first” generation (Kleinhans, Chakradhar,

Muller, & Waddill, 2015, p.9), Gen X, Latch Key-Kids, or the middle child, (half of the size of the Baby Boomers - 45 million Gen X in America) (Kane, 2017). Generation X lived through

“the Cold War, the Watergate scandal and Nixon's resignation” (Ertas, 2016, p.523), and changes in the economic landscape such as the oil embargo or inflation. This generation marks the period of birth decline after the baby boom and witnessed their parent’s layoffs, divorces resulting in single-parent homes, which impacted the future generation called latchkey kids. Generation X is more pessimistic than other generations due to also witnessing many recessions between 1973 –

1995 (oil prices went up drastically), brief recessions in 1981, 1991, and 2001 (9/11 terrorist attacks) (Gokay, 2009, p.1). They are adaptive to change (Kleinhans et al., 2015), independent, resourceful, and self-sufficient. They value freedom and responsibility in the workplace. They dislike being micro-managed and all for hands-off management. Gen X is the first generation to grow up with computers and is comfortable with all technologies at home or in the workplace.

Gen X struggles to balance life and work because they work to live and not live to work. They value work/life balance, and have the work hard, play hard mentality. Generation X are also managers and moving into the higher management position, taking the place of Baby Boomers in

L.A. County, and the older Gen X is retiring soon (Kane, 2017).

Millennial, 1981 – 2000, also known as Generation Y, the largest generation in the workforce of Los Angeles County. More than one-in-three American workers since 2015 are

Millennials (Ages 18 - 34) in 2015. As Boomers retire, the Millennia’s labor force has surpassed the Boomers. In 2012, Gen X was the largest in the workforce compared to the Boomers. The

Millennial has excelled, the Boomers as the nation’s most people living generation, according

5 to the Census Bureau (Fry, 2015). This generation is also the most racially and ethnically diverse group in American History (Rouse & Ross, 2018), one in four millennials is a person of color (Vinick & Abbott, 2015), more liberal and Democratic (Schildkraut & Marotta 2018), and the largest generation in Los Angeles County. Millennials are creative, have higher expectations, questions everything, natives of technology, they have shorter attention spans, and are multi-taskers. Due to their many questions, they expect performance evaluations to be more than once a year to continue to get feedback on their work, to find a way to do things better on the job. The economy was better for this generation growing up, so they are more optimistic, group-oriented with high expectation. On the job the first day, they hit the ground running, ready to contribute to the organization now to start making differences. This generation hasn't seen regular phones, fax machines, or cassette tapes. Millennials seem more protected, taken to school by their parents (Generation X) who lack the trust in the world and sees more danger.

Boomers and Gen X had to walk to school or take the bus. This could categorize the Millennials as being spoiled, where the high expectation trait may come. This generation is thought to be extremely materialistic, does not have much concern for people, and considered to be less altruistic (Ng, Gossett, & Winter, 2016). Whatever they ask for on the job, they expect to get it.

Millennials get the job done and ready to move on to the next thing.

The Cuspers, 1994 – 2004, also known as Generation Z, Boomlets, Gen Zers, iGeneration

(possibly from iPhones), and the plurals (Raphelson, 2014). Cuspers are working as volunteers, temporary employees, and interns in the county. Cuspers exhibit characteristics of two generations, the Millennials, and the Baby Boomers. They are very knowledgeable, focused on personal fulfillment, and highly optimistic because they are on a path to happiness – ready to

6 change the world. Cuspers will change careers in a heartbeat if it continues to lead the road to their satisfaction. They were born immersed in social media and a slew of technological communication. Cuspers are the savviest with technology, highly promiscuous with technology and will use and try all different technologies to entertain themselves. Cuspers are anxious to start working early having witnessed their parents going through financial difficulties during the

Great Recession. One caution the government faces with Cuspers is that they will take any job offered to them since they have witnessed the economic drawbacks. They feel they need that job security and quick advancement. They may have this need to work and get their foot in the door to work their way early to the top. The Cuspers and Millennials will be working together for at least a decade. The Cuspers may appreciate their paychecks, but they also like flexibility. This generation may give the employer problems having to commit to a 9 to 5 job, with rules to follow, which includes adhering to a specific schedule of break times. They may also struggle with communication due to abbreviated texting and tweeting. The good news of Cuspers, they are eager to make a difference in the workforce. They are also self-aware of their flaws and are willing to train and change. Cuspers want to stand out on their own since they have been known to be compared to and act like Baby Boomers (Barrett and Richard, 2017). Cuspers don’t feel the need to have big houses and a fancy car if they have their happiness, freedom, and technology to entertain.

The workforce is a paradox due to the older and younger generations working together

(Berman, Bowman, West & Van Wart, 2016), which is challenging for management having to deal with two different backgrounds and mindsets. Baby Boomers were the dominate generation for years, but now there are more Millennials that work in Los Angeles County and continues to be hired. Baby Boomers, hard workers, loyal to their job, but many struggles with technology

7 due to the constant upgrades to eventually become paperless, cost-effective, and more efficient.

Millennials are independent, and very comfortable with technology, but not loyal to their employer due to constant career and sector changes. Millennials value a balance between work and their personal life. We have read there are pros and cons in all generation as far as what they can contribute to the job. LA County managers can use this information to upgrade their department’s succession plan. County departments should continue to revisit their succession plan, revise, consider the culture of the department, the generational traits, and tailor the plan to their department’s mission, values and vision. Also, support is needed from managers, human resources personnel and employees taking ownership to adhere and develop their skills and training.

Succession Planning Dilemmas

Unlike Los Angeles County, many governments do not have succession plans in place, and some are facing severe consequences by hiring employees that have already left county services and contracted back into the same position, which violates state statutes. Unfortunately, in 2015, succession planning was considered high risk for many departments. The goal now is to prepare and to have improved morale, lower turnover, and reduction in hiring cost. "Succession planning starts when an employee walks in the door," says Gary O'Bannon, HR director in

Kansas City. Succession planning must address from the beginning, or you could eventually face losing valuable employee development time and the ability to retain potential future leaders

(Barrett & Greene, 2017).

Succession Planning and Technology

As part of LA County’s succession plan, technology plays a significant role to attract the younger generations. Technology is a significant plus for the workforce, especially for public servants catering to the public. The government can offer faster, efficient, and effective service to citizens, thanks to technology. A paradox is the older generation has the County experience versus the younger generations having less experience but enters the workforce with higher education and the ease of using technology, which is ever growing and changing. Even though the technology is beneficial in attracting the younger generations, the problem happening now is

“general knowledge and education can’t replace the institutional knowledge and experience that will be lost as senior employees retire” (Fredericksen, 2010, p.51).

Succession Planning and Ethics

According to Lynch & Lynch, (2019), “government agencies should think about the consciousness of an individual when recruiting new hires, for their consciousness effects how they see and act in the world” (p.10). Depending on the culture of the organization and how the new hire thinks will reflect what type of person or worker they will be. Millennials are not concerned about anyone and expect materialistic rewards or higher pay, which shows many are known to be less altruistic and more egotistic (Ng et al., 2016) Possibly surveys of current

County working millennials can be taken as well as during interviews, management can determine if the new hire is an altruistic or an egocentric thinker. Altruistic thinkers believe it is their responsibility to work for the good of the public. The egocentric thinker will be more about what is best for themselves (lack of loyalty cuspers and millennials is known for). Most people are both altruistic and egocentric and may think like one or the other in certain situations is circumstances. Lynch and Lynch, (2019), mentions government officials and public

9 administrators should be more altruistic (selfless) since their jobs are to assist the public. Some

Millennials appear to be selfless when it comes to wanting to make a big difference in the world or to better an organization. They can also be selfish and not loyal to an organization due to the desires of quick promoting and constantly moving from one department to another until they are satisfied with their pay.

Succession Planning and LA County’s Possible Future

Los Angeles County may have to find ways to attract younger generations to work for the county and to keep the interest of these generations not to leave. The existing county policies and rules may be ancient for the newer generations and may need to change to keep and accommodate the expectations and lifestyles of these younger generations. County’s future may consist of changing the work schedule from the rigid 40 hours a week, to fewer hours or more extended hours and fewer days in the week and implement telecommuting (working from home).

Many County departments already have four days a week (4/40 schedule), where the office closes on Fridays. In several districts, employees are off every other Monday or Friday (9/80 schedules). Some County departments already telecommute in place for very few employees.

Remember the younger generations values work, life balance and will do anything that doesn’t interfere with their freedom and happiness to live, work, play (Walden, 2017). The County needs to make changes to increase more flexibility to appeal to the future working generations.

Younger generations desires are different than the older generations, they are looking for “a more casual work environment” (Henstra & McGowan, 2016, p.492). Studies show 64% of millennials would prefer to work from home, and 66% desire to change the standard work hours.

Non-millennial also welcomes this flexibility in work schedule and telecommuting (Knapp,

2017). Even the definition of success is different between the older and younger generations.

The Baby Boomers believed success comes from hard work and accumulating beautiful things as a result. Millennials will give up “money for time” (Berson, 2015). The Millennials question if a car or even becoming a homeowner is necessary. They choose to live in the city to go to work by walking, biking or taking public transportation (Walden, 2017) especially with technology always at their fingertips to look up schedules for buses, trains, Uber and Lift rides. The younger generations instead spend their money on other things, technology being one of them. They embrace technology rather than cars (Delbosc & Ralph, 2017). A large percentage of

Millennials value life outside of work more than their careers (Harriston, 2017). They find more value in experiences (i.e., going to concerts, movie outings, enjoying the company of friends and eating out) than seeing value in things. What may be driving these thoughts are shared conversations, smartphone apps and sharing experiences on social media. The bottom line is the younger generations desire is, “The simple pleasures and the bare necessities” (Nelson, 2013, p.1).

Succession Plans to Bridge the Generation Gap

There is no cookie cutter solution to bridge the gaps between the generations. Over the centuries, America has gone from writing to typing and now computers. The Traditionalist and generations before the Traditionalist response to the invention of computers, “Oh my God

Martians landed on the planet” (Kalty, 2017, p.7).

Employers are looking to provide the multigenerational knowledge – sharing until the older generations retire. The goal is to get the knowledgeable employees to start a mentoring process and train the younger generations. There’s a need for collaboration from older and younger generations to come together and address the future operating plans for the government.

The discussion should be had for employees to look at personnel policies and include the older employees of how work experience can be enhanced. The employer should factor in low morale due to older generations not being able to keep up with the technology and the younger generation is not taken seriously enough and somehow come to a happy medium. This will also keep the employer out of trouble in addressing claims of age discrimination. The reality in the public sector, many of the older generations feel they are not valued. The value isn't recognized until the employee is gone. It is more cost efficient to work with all the generations than having to continuously recruit and train replacements. Encouraged productiveness is a win for all stakeholders.

All five generations can teach each other their strengths to encourage harmony in the office. The younger generations can learn from the older generations since the prior generations have been in the department and around longer. A few of these lessons are loyalty (Millennials are known to stay with a company two years – recent studies are now showing five years) and the benefits of employer–employee relationship. Prior generations can alert Millennials about

“workplace procedures, company policies” (p.3) or general knowledge about the County. On the other hand, Millennials can introduce the thought of work-life balance and get rid of the notion of “work to live” (p.3). Millennials can also assist the older generation with technology, which will assist them in working faster (Knapp, 2017).

It is wise for managers to understand the general differences amongst all generations to eliminate the clashes and conflicts in the work atmosphere. The employer must recognize how the generations feel in the workplace and have an understanding where they are coming from.

Some generations may feel threatened, lack of job security or unappreciated. Others may feel judged and managers appear unwilling to consider alternatives. Managers must also realize the

12 different generation has different beliefs as to what is standard in respect for authority, work/life balance, skill-building, workplace relationships, rewards/incentives and role of technology.

Managers and Supervisors should cultivate the generational talent in their office by adapting to different generations, changing beliefs and attitudes about the workplace and accept the differences in the generation to prepare tomorrow's leaders (Kalty, 2017). Managers should also keep in mind when employees work in teams, teams are made of people from “diverse backgrounds and experiences, age and work experience” (Dokadia, Rai & Chawla, 2015, p.84), and different characteristics as mentioned earlier can affect how diverse employees work together. The X and Y generation are “individualistic and independent” (Dokadia et. al., 2015, p.84) and Baby Boomers enjoy working in teams to have power to make decisions. Past studies show Millennials enjoys working in groups, but recent studies show Millennials (younger

Millennials) are not big fans of working in teams because they enjoy the idea of “self- actualization in individual growth” (Dokadia et al., 2015, p.84).

Supervisors and managers should also be mindful of legal issues that pertain to generational diversity such as age discrimination, harassment, retaliation and constructive discharge. The age is a primary factor for lawsuits. There are laws prohibiting age discrimination, harassment, and retaliation such as Age Discrimination in Employment Act and the California Fair Employment & Housing Act. The magic number for age discrimination is the age of 40 for the older generation. On the opposite in end of the age spectrum, younger generations may feel they are discriminated against because they are too young.

It’s also necessary for employers to even understand that generations go through life stages, which also affect the behavior in the workplace. Generations in their 30s and 40s have greater loyalty and stability compared to when they were in there 20s due to their commitments 13 such as children and paying a mortgage. The generations in their 60s are workaholics and start slowing down their careers. Studies have shown what forms different behaviors in a person's values, and attitude is their age (generation) more so than other factors like a person's race. The key in the workforce is for all generations to interact efficiently, and that will take all coming to an understanding of each other (Codrington, 2008).

Throughout the study, the importance of work-life balance for Millennials was a recurring theme. Many of the young adults surveyed felt that life outside of work was more important than their careers and this proved to be the case regardless of gender, marital status, or parental status of the respondents.

Section 3: Methodology

To give LA County’s hiring managers a general ideal of how millennials already working in LA County, think and feel about working with other generations in the public sector, surveys were conducted to help managers attract this generation for long term employment and to update the current succession plan. Managers should keep in mind the younger generation’s desires are different than, the older generations and one trait of the

Millennial is they value work, life balance with no interference.

A qualitative research design was chosen, to conduct a short demographic survey and an Ordinal/Likert scale survey composed of fifteen closed ended questions (Appendix A).

Los Angeles Countywide DHR received volunteers from all thirty-six LA County departments to evaluate millennial employees who are already working for the County. A Human Resource

(HR) manager from each County department sent e-mails to only Millennials in their HR section.

Eighteen departments sent one male, seventeen departments sent one female, and the largest

County department (Sheriff’s) sent seven males and eight female volunteers, which is 50 Los

Angeles County volunteers in total. “Appendix A” was created to show a brief demographic study made up 50 employees males and females, from the Millennial generation, to provide answers to a few questions (Question 1, My gender is male or female, Question 2, How many years of County service do you have? and Question 3, Do you plan to retire from the County?).

In the “Appendix B,” the same 50 employees were also given the survey of the fifteen closed ended questions about work behaviors, training, loyalty, and work schedule. This survey was based on an Ordinal/Likert scale of 1 – 5 (1= Strongly Agree to 5 = Strongly Disagree).

The surveys were voluntary and conducted during work hours in a quiet room provided by the Countywide Department of Human resources. Two managers from DHR checked in all

50 volunteers by viewing County IDs and writing only the department names on a pre-populated sign in sheet. After volunteers were seated, the one-page survey (Appendix A) were distributed to each volunteer, instructions were given, as well as the reason for the surveys. The surveys will become the property of DHR and will remain confidential. The entire process took under 20 minutes. The surveys were conducted during normal lunch hours and all 50 candidates received a free lunch for their participation. All 50 candidates were present, if there were any absences the Millennial chosen could take survey later.

Findings

After gathering and studying the survey data, the results of the Ordinal/Likert scale revealed Millennials, for the most part, have adjusted and worked well with many other generations, primarily the older generations. Millennials accept County's policies but more than likely when they move into higher positions the policy will change. Most Millennials do see LA

County as their future careers to retire from. A higher percentage of Millennials think the money is most important. Perhaps this answer is derived from older Millennials who have a family or more responsibilities (varying traits, as previously mentioned). This qualitative data will help more with LA County’s Succession Planning, which could assist in resolving the initial research problem with replacing the retires with the Millennial generation. We may never know the exact answer to our research problem due to information constantly changing and possibly gathering data from groups that are not big enough. Also, people in the same generation traits may vary due to age (i.e. younger or older millennial).

Section 4: Background

The United States, public sectors, non-profit organizations and private sectors are all facing the challenge of replacing older generations in the workforce such as Traditionalist, Baby

Boomers and soon Generation X. All three generations are getting closer to retirement and many have retired already. Also, for the first time in history, we see several generations working all together at the same time, which can be difficult for managers to manage a diverse group made up of different ages and cultures. The analysis described the characteristics of each generations and why each generation behaves and performs in the workplace due to their different generational traits. It is pertinent; managers understand the generational difference to implement a creative, successful succession plan that is geared for all employees but with emphasis on both the millennials and the boomers who are the two largest generations. Succession planners should study the mind set millennials expectations and the plans for the retirees since they both are the largest generation that will affect our future workforce. Surveys were conducted to get a feel for how millennials feel about working in the public sector with so many older generations, which will determine how to gain this vast generations attention while replacing the older generations.

Parts of the analysis talks about Los Angeles County’s Public Sector and how they are combating this important challenge to fill the future vacancies, which is causing concern all over the United States.

Millennial’s Career Expectations

Millennials are eager to learn and promote quickly on their jobs while enjoying a rewarding life outside of work. Organizations have their work cut out when it comes to hiring and keeping the millennial generation due to the different values, attitudes, and expectations

17 from prior generations (Ng, Schweitzer, & Lyons, 2010). Hiring managers must come up with strategies to keep this generation engaged on the job while employing this vast group of eager learners.

“Millennials "want it all" and "want it now," in terms of good pay and benefits, rapid advancement, work/life balance, interesting and challenging work, while contributing to society” (Ng, et al., 2010, p.282). Millennials come to the workforce with a high education, certain expectations, and negotiations that allows them the work/life balance they desire. This generation expects or feels entitled to receive proper pay for the excellent work they can produce. Due to their natural upbringing of entitlement and being “impatient to succeed” (Ng, et al., 2010, p.282), they expect quick promotions with little effort and will not wait two years like the X generations so they will seek another employer that offers greater opportunities and more money. Millennials work must be meaningful and challenging, so they can grow and contribute to an organization. In interviews, they are known to choose a job or career that will not compromise their lives outside of work. Several millennials prefer a job based on values that match their own. Millennials also called the “we” (Rich, 2017, p.13) generation are known to participate in community service more than prior generations (Rich, 2017). Organizations are now reflecting their mission and values to attract the younger generations. Millennials are used to group projects in school and like the idea of group interactions, and good working relationships with managers, supervisors, and co-workers. In recent studies, millennials have become “group-oriented, problem-solving, and institution builders” (Rich, 2017, p.13).

In another light, Millennials seem to receive a bad rap, yet other studies show Millennials are the most educated in history, and they do care about making a difference in the world.

John Mayer’s song, “Waiting on the World to Change,” is about our youth’s future that are worried about the state of the world and willing to make this change. “Millennials, in a concise way, exhibited through the traits of their particular persona, are deeply concerned about political, economic, and social challenges” (Rouse & Ross, 2018, p.225).

Boomers and Retirement

The older generations possess the knowledge needed to on to the new hires. Until private and public sectors retirees leave companies and organizations, managers should “take advantage of their intellectual capital by keeping them in the workforce longer” (Perlman, 2010, p.48). The good news, there may be a little more time to continue to prepare succession plans since many seniors want and need the income extended before retiring due to “longer life spans” and

“economic downturn” (p.48). People are retiring later now that life expectancy is closer to age

80. Many people look forward to early retirement if they are not passionate about their jobs.

Those who have better health, routine and purpose may continue to work. People that retire before or at age 65 may have poor health and lower incomes and those that retire after 65 have better health and higher incomes (McDaniel, Wong, & Watt, 2015). Many opt not to retire or

“unretire” (return to work after retiring) due to financial reasons such as a lack of savings, inadequate pensions, assisting or supporting family members financially (McDaniel et al., 2015).

Since 2012, the Succession Planning to The Rescue Retirement in the state and local

Government has an alarmingly accelerated rate and the concerns of not enough leadership with experience to replace the Traditionalist, Boomers and soon Gen X. Los Angeles County’s

Department of Human Resources (DHR) and Chief Executive Office have been proactive with succession planning and leadership development. A “successful succession plan is an absolute

19 must if the organization is to continue to thrive” (Adubato, 2016) and succession planning can be different for any public or private industries (Estepp, 1998). Succession planning will provide

County departments with the proper training for employees to obtain excellent leadership capabilities and allows employees an opportunity to promote. In 2013, an updated strategic plan was included to address succession planning, and L.A. County’s DHR created an analysis of each department’s strengths and weaknesses for the three levels of management and developed an Executive Leadership Program (Mc Donald, 2013).

Baby Boomers are retiring now and within the next few years. The County is preparing to recruit quickly and looking to hire younger generations such as the Millennials. Generation X who are already employed by the County will replace some of the soon to be Traditional and

Boomer retirees, but there are far more Millennial than Generation X. Who is going to train the new employees if there is not enough Generation X and the older generations are retiring every day? The county must act fast to hire, fill the vacancies and have the new employees trained by the employees with years of experience before they retire.

Retirement for the younger generations looks bleak. The Millennials retirement plans aren’t as promising or beneficial as the Traditionalist, Boomers and Gen X. Many government retirement systems have deep fiscal problems, and retirement plans will continue to make amendments, (Risher, 2017).

Technology and the Government

Information technology is the forefront of all business; including the public sector. The goal of the government is to connect with the public, which nowadays through social networks

(Facebook, Twitter, and Texting), E-Commerce the one-stop government’s 311 telephone number not to be confused with the Emergency 911 telephone number both are easy to remember. Technology has assisted public administrators with connecting to the public faster, saving time and money for both the administrators and the people, which is a significant plus,

(Shafritz, Russell, and Borick, 1997).

As technology continues to advance, in the County, the older generations must stay abreast of these systems to function at work whereas the younger generations feel right at home.

The list below is a brief look at how each generation feels about the usage of technology, which is useful managers to know as part of skill building within succession plans.

- Traditionalist hesitant or self-conscious about the use of technology

- Baby Boomers view technology as a tool for success but still feel a little uneasy

- Generation X welcomes technology and its advancements

- Millennials rely on technology to enhance job performance (how will I do my job without

the technology? Not familiar with handwriting or typewriters (“spoiled?”)

- Cuspers had technology capabilities at a very young age and considered the savviest.

Technology is 2nd nature.

Preferred Technology Among Generations

- The most popular device in America for ages 65 and younger is the cell phone. The

younger generations top choice of technology is the cell phones amongst other

technologies such as computers. The younger generations are using cell phones for

everything, including Internet, e-mail, music, games, pictures, and videos. Cell phones

are primarily used for picture taking and texting messages. Generation X and younger

generations next favorite electronic device are tablets. In 2011, the Baby Boomers and

Gen X used desktop computers the most. Millennials are taking the lead in usage and

owning laptops computers compared to using desktop computers, (Zickuhr, 2011).

- The Millennials grew up in the information age and are also known as the “Net

Generation.” This generation is said to be savvier with new uses of technology, but the

older generation tends to dominate Internet use in other areas such as Internet usage to

make purchases, banking and looking up health information. The youngest generation,

Cusper use of the Internet for entertaining, such as online video, games, virtual worlds

and download and listen to music. Jobs are using the younger generation for research

purposes since they are the savviest in technology, (Jones and Fox, 2009)

- The younger generations need to use the Internet wherever they go and not just from our

work. They will go online wherever they are and anxious to have access from other

places as well. The Internet is essential in the lives of professionals who travel often,

students, young adults, and people with a lot of online experiences whenever they feel the

need, (Hardwood and Rainie, 2004).

Section 5: Conclusion

The study of many generations’ characteristics helps to identifying the generations’ behavior and personalities in life and on the job, which is pertinent to know to create a unique succession plan. All generations have something to offer while working together. All sectors must do their due diligence to prepare to fill the many vacancies even though there is limited research on succession planning. Perhaps, these sectors can look to organizations that have started succession plans like private sectors and Los Angeles County’s public sector. Los

Angeles County has a head start due to their succession plan implementations that is constantly changing on an as needed basis. LA Counties succession plan addresses retirement, recruitment, mentoring, legal issues, training, and changing policy. L.A. County is currently trying to educate employees on the different generation so more cohesiveness can exist.

Studying the generations in the County may help with succession planning, but there is no guarantee this knowledge will hire and keep the younger generations. The publics competition is the private sector and offers more money, which attracts the older Millennials and may provide more flexibility. It may be challenging to keep the Millennials for the long haul, especially with archaic policies. The Millennials who become the future managers will change the Civil Service Rules or current procedures. The question is, will they stick around to promote into the managers' positions and improve these policies? A solid succession plan will consist of a more extensive survey with a larger demographic to get more feedback from older and younger

Millennials since they are our future.

Los Angeles County is forecasting a possible change in the County’s existing policies to meet the potential demands and expectations of new generations, and the older generations may favor these new policy changes, which will be a win for all. The new generations will someday

23 be the future policymakers. Los Angeles County recognizes the retiring and recruitment issues and is being proactive to address them. This vital task takes time, but time is of the essence.

REFERENCES

Adubato, S. (2016). Big Shoes to Fill: Effective Succession Planning. In Lessons in Leadership (pp. 140-149). New Brunswick, New Jersey; London: Rutgers University Press. Retrieved from http://www.jstor.org.libproxy.csun.edu/stable/j.ctt1f2qqz2.21

Barrett, Katherine and Green, Richard, 2017, When Employees Quit, the Public Sector Panics; Government, Smart Management, [Online], www.governing.com

Barrett, Katherine, and Green, Richard, 2017, Generation Z Wants A Job. Are you Ready to HireThem? Governing, The State, and Localities, Smart Management [Online] www.governing.com

Berman, Evan M., Bowman, James S., West Jonathan P., & Van Wart, Montgomery R. (2016). Human resource management in public service: Paradoxes, Processes, and Problems, 5th Edition

Berson, S. (2015). Managing Millennials: Bridging this generation gap takes time, talking. ABA Journal, 101(1), 34-34. Retrieved from http://www.jstor.org.libproxy.csun.edu/stable/44653222

Codrington, Graeme, (2008), Detailed Introduction to Generational Theory; TomorrowToday Department of Human Resources Los Angeles County, [Online], www.hr.lacounty.gov

Delbosc, A., & Ralph, K. (2017). A tale of two millennials. Journal of Transport and Land Use, 10(1), 903-910. Retrieved from http://www.jstor.org.libproxy.csun.edu/stable/26211761

Dokadia, A., Rai, S., & Chawla, D. (2015). Multigenerational Differences in Work Attributes & Motivation: An Empirical Study. Indian Journal of Industrial Relations, 51(1), 81-96. Retrieved from http://www.jstor.org.libproxy.csun.edu/stable/43974540

Ertas, N. (2016). Millennials and Volunteering: Sector Differences and Implications for Public Service Motivation Theory. Public Administration Quarterly, 40(3), 517-558. Retrieved from http://www.jstor.org.libproxy.csun.edu/stable/24772881

Estepp, J. (1998). Succession Planning in University-level Technology Programs. The Journal of Technology Studies, 24(2), 48-51. Retrieved from http://www.jstor.org.libproxy.csun.edu/stable/43603886

Fredericksen, E. (2010). When the Music Stops: Succession Is More Than Filling Seats. State & Local Government Review, 42(1), 50-60. Retrieved from http://www.jstor.org.libproxy.csun.edu/stable/41057532

Fry, Richard, (2015). Millennial Surpasses Gen Xers as the Largest Generation in U.S. Labor Force. [Online] Internet and Tech., Pew Research Center. Retrieved from pewinternet.org

Gokay, Bulent, (2009). The 2008 World Economic Crisis: Global Shifts and Fautlines. Retrieved from: https://www.globalresearch.ca

Harrington, B. (2017). “The Millennials”. In PAGANO M. (Ed.), Jobs and the Labor Force of Tomorrow: Migration, Training, Education (pp. 93-114). Urbana, Chicago; springfield: University of Illinois Press. Retrieved from http://www.jstor.org.libproxy.csun.edu/stable/10.5406/j.ctt1v2xtk2.8

Henstra, D. & McGowan, R. (2016). Millennials and Public Service: An Exploratory Analysis of Graduate Student Career Motivations and Expectations. Public Administration Quarterly, 40(3), 490-516. Retrieved from http://www.jstor.org.libproxy.csun.edu/stable/24772880

Kalty, Laura J., (2017), The Future Is Now – Embracing Generational Diversity & Succession Planning. Liebert Cassidy Whitmore. [Workshop] (Los Angeles County Human Resources Consortium Workshop)

Kane, Sally, (2017), The Common Characteristics of Generation X Professionals; The Balance, [Online], www.thebalance.com

Kleinhans, K., Chakradhar, K., Muller, S., & Waddill, P. (2015). Multigenerational perceptions of the academic work environment in higher education in the United States. Higher Education, 70(1), 89-103. Retrieved from http://www.jstor.org.libproxy.csun.edu/stable/43648855

Knapp, S. (2017). Managing Millennials: How to Strengthen Cross-Generational Teams. Hispanic Engineer and Information Technology, 32(2), 18-21. Retrieved from http://www.jstor.org.libproxy.csun.edu/stable/26304291

Lynch, Thomas & Lynch, Cynthia, (2019). Ethics and Professionalism in the Public Service.

McDaniel, S., Wong, L., & Watt, B. (2015). An Aging Workforce and the Future Labour Market in Canada. Canadian Public Policy / Analyse De Politiques, 41(2), 97-108. Retrieved from http://www.jstor.org.libproxy.csun.edu/stable/24365157

Mc Donald, Bruce, (2013), Leadership and Succession Planning: The Roadmap; The HR Report, [Online] www.hr.lacounty.gov

Nelson, Noah, (2013), Why Millennials are Ditching Cars and Redefining Ownership; National Public Radio, Inc. (NPR)

Ng, E., Gossett, C., & Winter, R., (2016). Millennials and Public Service Renewal: Introduction on Millennials and Public Service Motivation (PSM). Public Administration Quarterly, 40(3), 412-428. Retrieved from http://www.jstor.org.libproxy.csun.edu/stable/24772877

Ng, E., Schweitzer, L., & Lyons, S. (2010). New Generation, Great Expectations: A Field Study of the Millennial Generation. Journal of Business and Psychology, 25(2), 281-292. Retrieved from http://www.jstor.org.libproxy.csun.edu/stable/40605786

Perlman, B. (2010). Introduction: New Rules and Approaches for Succession Planning. State & Local Government Review, 42(1), 48-49. Retrieved from http://www.jstor.org.libproxy.csun.edu/stable/41057531 Raphelson, Samantha, (2014), From GIs To GenZ (Or Is It iGen?): How Generations Get Nicknames; National Public Radio, Inc. (NPR)

Rich, A. (2017). Public Service, Power, and the Challenges Facing Millennials. In McCray S. & Brzinski J. (Eds.), Roads Less Traveled and Other Perspectives on Nationally Competitive Scholarships (pp. 11-18). FAYETTEVILLE: University of Arkansas Press. doi:10.2307/j.ctt1qv5rbm.6

Risher, Howard, 2017, Why We Need to Rethink Public Sector Retirement; Governing, The States, and Localities [Online] www.governing.com

Rouse, S., & Ross, A. (2018). A Force in Waiting?: Millennials and Political Engagement. In The Politics of Millennials: Political Beliefs and Policy Preferences of America's Most Diverse Generation (pp. 195-224). Ann Arbor: University of Michigan Press. Retrieved from http://www.jstor.org.libproxy.csun.edu/stable/10.3998/mpub.9526877.14

Rouse, S., & Ross, A. (2018). Millennials - “Waiting on the World to Change” or Grasping Their Political Power? In The Politics of Millennials: Political Beliefs and Policy Preferences of America's Most Diverse Generation (pp. 225-236). Ann Arbor: University of Michigan Press. Retrieved from http://www.jstor.org.libproxy.csun.edu/stable/10.3998/mpub.9526877.15

Schildkraut, Deborah & Marotta, Satia, (2018). Assessing the Political Distinctiveness of White Millennials: How Race and Generation Shape Racial and Political Attitudes in a Changing America. RSF: The Russell Sage Foundation Journal of the Social Sciences, 4(5), 158-187. doi:10.7758/rsf.2018.4.5.08

Shafritz, Russell, Borick, (1997). Introducing Public Administration, the 8th Edition

Vinick, A., & Abbott, R. (2015). How to Design Programs for Millennials. History News, 70(4), 1-8. Retrieved from http://www.jstor.org.libproxy.csun.edu/stable/44605902

Walden, M. (2017). Hot Places and Open Spaces. In North Carolina beyond the Connected Age: The Tar Heel State in 2050 (pp. 13-21). Chapel Hill: University of North Carolina Press. Retrieved from http://www.jstor.org.libproxy.csun.edu/stable/10.5149/9781469635736_walden.5

Workforce and Succession Planning Guidebook, 2010. County of Los Angeles, Department of Human Resources. Retrieved from: employee.hr.lacounty.gov

Appendix A

Please circle or provide an answer to the following questions for this demographic study. 1.) My gender is: Male or Female 2.) How many years of County service do you now have? ______3.) Do you plan to retire from the County? Yes, No or Not Sure

Please answer the following questions below. There are no incorrect answers, so please give honest feedback in this confidential survey. Please read all questions and answer with one of the five corresponding choices on a scale of 1 – 5 (1= Strongly Agree, 2 = Agree, 3 = Neutral (Neither Agree or Disagree), 4= Disagree, and 5 = Strongly Disagree). Do you see the importance of understanding diversities that exists amongst LA County Employees? Do you believe there are conflicts between generations primarily due to age in your department? Should there be more mentoring taking place between older generations who have the County knowledge and younger generations? Do you enjoy working as a team or in a group? Do you believe technology is a problem for certain generations? Has Los Angeles County provided easy to follow instructions in navigating and understanding the new computer system to complete your timecard, and mandatory training? When you started a new position or learned new job functions, where you adequately trained? When you started a new position or learned new job functions, did you train yourself? Do you feel satisfied with LA Counties’ current policies? Do you plan to make Los Angeles County a long-term career? Do you plan or desire to transfer to one or more County departments in your County career in less than a year just to make more money? Do you desire a 4/40, work schedule (i.e., work only 4 days a week and 10 hours a day)? Do you desire a 9/80, work schedule (i.e., work 9 hours a day and off every other Monday or Friday)? Do you desire a 5/40, work schedule (i.e., work 8 hours a day, 5 days a week)? Do you desire to telecommute if your department allows are implements in the future?