2/11/2015

4 in the Workplace

“4 Generations in the Workplace” Greg Rose, MD, PhD CEO of Rays/EmCare Radiology

The following is an informational session to raise awareness of the various generations in the workplace. It is not meant to apply in any and all situations and leadership discretion can and should be used based on the specific needs of the situation and in compliance with all federal, state and local laws. Page 1

Why should you care how the other generations think? Ever notice how some people can communicate: • Get what you want from them. • Only with their own ? • Feel better about giving them what they want. • Only with older or younger generations? • Not stressed out all the time because they aren’t like you. • With all generations? • Attract new people to the company who don’t want to be you. • With no one ? • Use these new people to do what they do well to improve relations with others of their generation you serve. • Which one are you?

• Which do you want to be?

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Can’t we all just get along? 6 Living Generations

Greatest Generation Traditionalist Baby Boomer Born: 1900 – 1924 Born: 1924 – 1946 Born: 1946 – 1964 Ages: 90 - 114 Ages: 68 - 90 Ages: 50 - 68

(Rays’ Annual Olympiad) Generation Y Born: 1964 - 1982 Born: 1982 - 2000 Born: 2000 - 2014 Ages: 32 - 50 Ages: 14 - 32 Ages: 0 - 14

20th Century Birth Rate 20th Century Birth Rate

Traditionalist Baby Boomer Generation X Generation Y Generation Z

20th Century Birth Rate – Age vs. Year Who’s in the workplace now?

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Out of the 4 workplace

3 Generation Z Traditionalist Baby Boomer Generation X Generation Y 2 Will be in the 1 In the workplace workplace

Traditionalist Baby Boomer Generation X Generation Y Generation Z

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Who’s in the workplace now?

Traditionalist Baby Boomer Generation X Generation Y

practical, patience, pay big picture, fresh informal, fun, self reliant, hopeful, gratification, social, dues, conform, team, indir. prospective, leaning street smarts, generally + personal life, affirmation, comm.+/- towards one company, attitude but skeptical, generally like trusted 1 company, respect salary, title, promotion, changing careers, authority, networked, want to authority, dedication, recognition impatient, goal orientated be confident, sacrifice, duty then driven, long hours, – not hours in office, multi- morality, many careers and pleasure, direct leadership, gratitude from work, tasking, global, self- jobs simultaneously , seniority, experience, protesters, reliance, flexible hours, ambitious, done at 5 but 24/7 rules, feedback when optimism, team, meetings, just a job, techno-literal, plugged in, diversity, heroic needed, consensual, collegial life balance, load with work spirit, technological savvy, self worth, job well done, leadership, dislike but not how to do it, hate lack of skills for dealing with assertive, community, conflict, personal growth, micromanagement but like difficult people, multitasking, right/wrong like feedback, health, to ask questions. need flexibility, daily + wellness, “me” generation reinforcement, save the world

Strauss-Howe Generational Theory

Traditionalist

Baby Boomer

Generation X

Generation Y

Strauss-Howe Generational Theory Strauss-Howe Generational Theory

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Traditionalist Traditionalist

Baby Boomer Baby Boomer

Generation X Generation X

Generation Y Generation Y

Traditionalist Traditionalist

Baby Boomer Baby Boomer

Generation X Generation X

Generation Y Generation Y

Traditionalist Traditionalist

Baby Boomer Baby Boomer

Generation X Generation X

Generation Y Generation Y

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General Traits and Characteristics General Traits and Characteristics Traditionalists Traditionalists • Influenced by the Military; likes structure; respects history Demotivators: • Practical, patient, value the traditional family unit, elders, and others in the • Change generation • Challenging authority • Dedicated, respectful of rules • Taking risks • Likes specific direction; loyal to company • Losing focus at work • Motivated more by feeling wanted then money • Casual work attire • Prefers newspaper, documents, phone and fax • Texting, on line chats, etc. • Self directed; prefers individual projects; likes to mentor others • Inconsistent application of rules • Hard working but looking to wind down; PT • Seniority respected (put in the time) and expected

General Traits and Characteristics General Traits and Characteristics Baby Boomers • Most influential people today Demotivators: • Optimistic; self aware • Lack of team interactions and discussions • Salary, title, promotion, driven to achieve professional success • One way leadership • Ability to mentor others • Not being listened to • Can be set in their ways • Clock watchers (those that only work 9 to 5) • Live to work • Negative feedback • Flexible employer schedules • Missed deadlines • Prefers documents, email, phone, and web • Lack of accountability • Likes to work in team environment with meetings; consensual and collegial

General Traits and Characteristics General Traits and Characteristics Gen X’ers Gen X’ers • Skeptical (prove it), inpatient, informal, fun Demotivators: • Values integrity and honesty; not hype • Minimal interaction with leader • Latch key kids, security, freedom • Lack of accountability • Tech savvy; Prefers email, web, FB, instant messaging • Disorganization • Results oriented; entrepreneurial; driven • Micromanagement • Appreciates regular, 2-way communication • Lack of technology • Flexible schedules • Corporate politics • Cautious, save, works to live, to do lists • Will change jobs/careers for variety and money • Challenges authority; respect earned • Have fun at work; work/life balance

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General Traits and Characteristics General Traits and Characteristics Gen Y’s Gen Y’s • Instant gratification, hopeful, likes to have options Demotivators: • Merged families • Micromanagement • Tech savvy; Prefers phone, email, FB, Twitter, instant messaging, text, web, YouTube, and Skype • Being expected to conform to old styles • Green initiatives, community outreach, diversity & volunteerism vs. money • Corporate speak about financials • Authentic; Practice what you preach; Wants to know the Vision; Non • Sterility, lifelessness Hierarchical • Theory, data and statistics • Intensive training; mentorships; social time at work including open • Out of date practices or rules lunches • Rigid work schedules • Many career/job changes • Results oriented vs. time clock oriented (not 9 to 5) • Frequent communication; open forums • Loyal to people vs a company

Tips

• You will not “win ‘em all.” • No one wants to be you. • Don’t start with “When I was your age…” • Try to care about what they care about. • Respect them as much as you want them to respect you. • Quickly respond. Answer emails. Look them in the eye. Facial expressions count. • Ask them “What do you think?” It’s a “statement” of respect and confidence. • Give tools, not orders. • Identify what you like or dislike rather than praising or condemning the whole person. • Success is goals, not time. Broaden your definition of work ethic and success. • Rethink the list of what motivates people. • Try to understand, communicate, motivate, monitor, respond, care. • Don’t rush your conversations or show urgency for a person to “hurry up.” • Find ways to unite in your company culture. • Telecommuting 1 day per week. Casual dress. Brainstorming sessions. Activities outside work.

Challenge questions Challenge scenarios

• Why do you work? 1. “How am I doing? (Day 2)” • What is a “work ethic?” 2. “Do I have to show up every day?” • What is a “team player?” 3. “How much 1-on-1 strategy time do I get with you?” • What is your greatest frustration with the younger generation? 4. “Just tell me what you want done. I hate being micromanaged.” • What is your greatest frustration with the older generation? 5. “When’s my promotion?” • What is the best element your generation brings to the company? 6. “I’m ready for my evaluation. (They gave themselves 5/5 on everything.)” • What is your preferred style of feedback? 7. “Why didn’t you hire my son? (phone call from parents)” • What should be in the work environment? • What should NOT be in the work environment? • What do you owe your company? • What makes you valuable at work?

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Q & A Thank you for your time and attention.

Greg Rose, MD, PhD CEO of Rays/EmCare Radiology [email protected] 720.210.9969

Sources Sources • Talent Management Team - Executive Office - United Nations Joint Staff Pension Fund • “Work Ethics In The Workplace: Generation Differences” JUNE 27, 2011 BY BRUCE MAYHEW • “Work Ethics of Different Generations” Developed by Duren and Associates, Inc. • Watson Wyatt Human Capital Index • “Millennial Tension: The Generation-Y Work Ethic and the Spirit of Capitalism” BY YLAJALI HANSEN ⋅ FEBRUARY 26, 2010 • DePaul University Study • “Traditionalists” (aka The ) By Sally Kane • Karp, Hank; Fuller, Connie; Sirias, Danilo. Bridging the Boomer Xer Gap: Creating Authentic Teams for High Performance • New York University Stern School of Business at Work. Palo Alto, Calif.: Davies-Black Publishing, 2002. • International Society for Performance Improvement • Kersten, Denise. “Today’s Generations Face New Communications Gap,”USA Today, November 15, 2002. • Lancaster, Lynne C.; Stillman, David. When Generations Collide: Who They Are, Why They Clash, How to Solve the • World at Work’s Alliance for Work-Life Progress Generational Puzzle at Work. HarperCollins Publishers Inc., 2002. • Sago, Brad. “Uncommon Threads: Mending the at Work,”Executive Update, July 2000. • Sloan Center on Aging & Work at Boston College • Walston, Sandra Ford. Distinguishing Communication Approaches Across Generations, 1999 (online publication), http://www.walstoncourage.com/pages/articles/generation.htm. • Aon Hewitt Survey • Zemke, Ron; Raines, Claire; Filipczak, Bob. Generations at Work: Managing the Clash of Veterans, Boomers, Xers, and Nexters in Your Workplace. New York, N.Y.: American Management Association, 2000. • Healthcare Reform Magazine • MC Fina • BrazenCareerist

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