Conversations with the Oregon Trail and the Silent Generation
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Generations 2.0: Rebooting Generations in the Workplace
Generations 2.0: Rebooting Generations in the Workplace Generations 2.0: Rebooting Generations in the Workplace Mountain States Employers Council Evan Abbott Guess When? “Pupils entering school cannot write well. Their thoughts are immature, they are miserably expressed, and they do not know how to spell.” Guess Who? “The children now love luxury. They have bad manners, contempt for authority. They show disrespect for elders and love chatter in place of exercise. Children are now tyrants, not the servants of their households. They no longer rise when elders enter the room. They contradict their parents and tyrannize their teachers.” 1 Generations 2.0: Rebooting Generations in the Workplace Overview The Next Generations 1.0 Generations 2.0 Applications Workforce • Generations • Work Ethic and • Labor Market • Workplace Construct Commitment • Baby Boomers, • Work practices • Key Concepts • Communication Xers & & Technology Millennials Gen 1.0: What Do You Know? Silent Baby Generation Boomers Generation Millennials X Generational Peer group = a group whose members share a common historical location and have similar experiences Generation Born Raised Silent 1923-1946 30s, 40s, 50s Baby Boomers 1946-1963 50s, 60s, 70s Generation X 1963-1980 70s, 80s, 90s Millennials 1980-2000 90s - today 2 Generations 2.0: Rebooting Generations in the Workplace Adversity Family Influences Diversity Organizations Economy Technology Gen 2.0 FACT Silent Baby Generation Boomers or Generation Millennials X FICTION 3 Generations 2.0: Rebooting Generations in the Workplace Values Attitudes Beliefs Experiences Expectations Behaviors Communication & Technology Silent Generation X Baby Boomers Millennials Work Ethic Silent Baby Boomers Generation X Millenials 4 Generations 2.0: Rebooting Generations in the Workplace What’s Next? Silent Baby Generation Boomers Generation Millennials X The Next Workforce: Boomers No Longer in their “Prime” Move of the Median Here to stay . -
Murphy, Andrew D. Title
1 Author: Murphy, Andrew D. Title: Strategic Brand Dismemberment for Successful Reincarnation: Disseminating Cohesive Brand Ideas Through Systematic Dispersal Across Media Channels with Transmedia Storytelling The accompanying research report is submitted to the University of Wisconsin-Stout, Graduate School in partial completion of the requirements for the Graduate Degree/ Major: MFA in Design Research Advisor: Julie Peterson, Dr. Submission Term/Year: Fall 2018 Number of Pages: 103 Style Manual Used: American Psychological Association, 6th edition I have adhered to the Graduate School Research Guide and have proofread my work. I understand that this creative thesis project must be officially approved by the Graduate School. Additionally, by signing and submitting this form, I (the author(s) or copyright owner) grant the University of Wisconsin-Stout the non-exclusive right to reproduce, translate, and/or distribute this submission (including abstract) worldwide in print and electronic format and in any medium, including but not limited to audio or video. If my research includes proprietary information, an agreement has been made between myself, the company, and the University to submit a thesis that meets course-specific learning outcomes and CAN be published. There will be no exceptions to this permission. I attest that the creative thesis project is my original work (that any copyrightable materials have been used with the permission of the original authors), and as such, it is automatically protected by the laws, rules, and regulations of the U.S. Copyright Office. My project chair has approved the content and quality of this paper. STUDENT: NAME: Andrew Murphy DATE: 12/10/2018 ADVISOR: NAME: Dr. -
Perceptions of Millennials at the Workplace
Iulian Boldea, Dumitru-Mircea Buda, Cornel Sigmirean (Editors) MEDIATING GLOBALIZATION: Identities in Dialogue Arhipelag XXI Press, 2018 PERCEPTIONS OF MILLENNIALS AT THE WORKPLACE Fabiola Popa Lecturer, PhD, Politehnica Unversity of Bucharest Abstract: Almost for the first time in history, the work environment witnesses the existence of three generations that need to collaborate in order see a project through to the end, a context which comes with its own challenges and advantages. Millennials are the youngest employees to enter the labour market and they bring along specific characteristics that are likely to shape the workplace. The present article looks into the generation of Millennials and their relationship with the concept of “work” and it tackles questions such as: What kind of personality traits do they bring to the office? What kind of workplace do they seek? What work values do they have? What motivates them? What kind of leaders and what kind of followers do they make? How are they perceived by older managers and co-workers? Keywords: Millennials, Baby Boomers, generational cohorts I. Introduction The age difference between the employees who share the same workplace can impact on the work environment and therefore on the organizational goals quite considerably, given that each generation is bound to bring different work styles, mindsets, and values to the table. Generational theory posits that individuals who are born in a generation or belong to the same generational cohort are likely to develop similar worldviews and hold similar beliefs, given that they have lived in the same social, economic, and historical circumstances which have shaped them in a certain way. -
How Do Millennials, Xennials and Gen X Manage to Work from Home?
Journal of Open Innovation: Technology, Market, and Complexity Article Sensitive Men and Hardy Women: How Do Millennials, Xennials and Gen X Manage to Work from Home? Agota Giedre˙ Raišiene˙ 1,*, Violeta Rapuano 1 and Kristina Varkuleviˇciut¯ e˙ 1,2 1 Institute of Leadership and Strategic Management, Faculty of Public Governance, Mykolas Romeris University, LT-08303 Vilnius, Lithuania; [email protected] (V.R.); [email protected] (K.V.) 2 Telia Company, LT-08105 Vilnius, Lithuania * Correspondence: [email protected] Abstract: Despite the huge number of studies on telework in 2020, the influence of socio-demographic characteristics of workers on their attitudes towards telework continues to raise questions. Re- searchers agree on some aspects, such as younger individuals being better at absorbing new tech- nologies. However, given that not only those who wanted to but also those who were obliged to switched to teleworking, it appears that younger people may not be as effective at working remotely as previously thought. The relevance of our study is based on the contradictory findings of research conducted during the pandemic. With this article, we contribute to the accumulation of knowledge about the change that takes place in telework. The paper aims to examine the relationship between socio-demographic indicators and the evaluation of telework. Our study confirms that the gender and age of employees are important factors in an employee’s attitude to telecommuting. Mostly, the attitudes vary in terms of gender. At least in the case of Lithuania where the research was conducted, Millennial men, unlike other generations and significantly more than Millennial women, see personal career development problems working remotely. -
Millennials Are the Least Wealthy, but Most Optimistic, Generation
OPPORTUNITY AND OWNE RSHIP INITIATIVE Millennials Are the Least Wealthy, but Most Optimistic, Generation Emma Kalish April 2016 Millennials are optimistic about the future, but should they be? Between 1983 and 2010, average net worth per US household increased $250,000; over the same period, that average net worth for adults ages 20–28 increased only $1,700 (Steuerle et al. 2013). Many households today are wealthier than their parents were at the same age; will this pattern continue for today’s younger generations? Some 53 percent of families across generations report that they are better off financially than their parents. Millennials, however, are less likely than both the silent generation (now ages 69 and older) and baby boomers (now ages 50–68) to think they are better off than their parents (figure 1). One explanation for this pattern may be that younger generations are no longer successively wealthier than prior generations. Households headed by people who were 47 or older in 2010 had between 76 and 149 percent more wealth than households headed by people of the same age in 1983. In contrast, households headed by people ages 20–28 had only 5 percent more wealth than households headed by 20- to 28-year-olds in 1983, and households headed by people ages 29–37 had 21 percent less wealth than households headed by 29- to 37-year-olds in 1983 (Steuerle et al. 2013). Of course, the young have many more years to live and, while millennials may have reason to be less optimistic about their futures than prior generations, only 25 percent of them believe they will be worse off than their parents. -
The Interaction Between Multigenerational Advisors
THE ADVISING WORKPLACE: GENERATIONAL DIFFERENCES AND CHALLENGES Margaret (Peg) J. Steele [email protected] Virginia N. Gordon [email protected] The Ohio State University NACADA 2004 SESSION’S PURPOSE To examine how generational differences influence our communication patterns, attitudes, and behaviors in the advising workplace. We will: • Provide an overview of the characteristics of different generations now working as academic advisors and how our histories, experiences, and values influence how we interact. • Discuss how advisors can use this knowledge to work together more effectively and how to incorporate generational preferences into our workplace and training programs. NACADA 2004 FOUR GENERATIONS IN THE ADVISING WORKPLACE • TRADITIONALISTS – 1934-1945 (59-70 yrs. old) • BABY BOOMERS – 1946–1964 (58-40 yrs. old) • GENERATION X – 1965-1980 (39-24) • MILLENNIALS – 1981-2000 (23-4) Lancaster & Stillman, 2002 NACADA 2004 CUSPER, THE FRIENDLY GHOST A “cusper” is a person positioned between two generations. Types of Cuspers: • Traditionalist/Baby Boomer (born 1940- 1945) • Baby Boomer/Generation Xer (born 1960- 1965 • Generation Xer/Millennial (born 1975-1980) “Because Cuspers stand in the gap between the two sides, they become naturals at mediating, translating and mentoring.” Lancaster & Stillman, 2002 NACADA 2004 QUALIFIER!! The generational descriptions used in this presentation are from the literature and are only intended to be general guidelines. “A generational identity is a state of mind shaped by many events and influences.” Only you can define into what generation you fit. Lancaster & Stillman, 2002 NACADA 2004 NACADA ADVISING ADMINISTRATORS WORKPLACE SURVEY • Respondents: 69% Boomers (58-40 yrs. old) 24% Gen Xers (39-24 yrs. -
The Silent Generation
The Silent Generation By Sean Bock and Fletcher Wilson Definition ● This generation started in the mid 1920s, and ended in the 1940s. It was characterized by their immense focus on work rather than activism. While there were civil rights leaders, the members of the silent generation were largely focused on the economy and work. Population ● In December, 2015 there was approximately 28.32 million people born in the silent generation that were still alive ● Today they’re from 72-92 years of age Historical Events ● The Great Depression ○ The immense hardships this generation grew up in created a hardworking group who were very motivated to succeed ● World War Two ○ This immense violence made the veterans of the war focused on family life, which resulted in the creation of a very large families, and the massive Baby Boomer generation Political Views ● In the 2012 election most people in the silent generation were conservatives and leaned right ● They don’t have much trust in the government ● There is a slight difference, but more of the silent generation believe immigration is a problem. ● Out of the 5 generations, they believe the least in same sex marriage. Work Force ● This generation grew up in the Great Depression and the recover from it, making them a very hard working labor force ● The current median household income for the Silent Generation is $40,378 ● However the work force size is beginning to decrease as this generation is retiring ● Child labor Marriage ● Over half the population in the Silent Generation were/are married Women in the work force ● This generation has the lowest level of female employment, around 88% ● During this time period women were not generally supposed to maintain jobs, although some did during World War Two, when the male workforce was diminished in size ● This number is currently higher now than when they were younger, as retirement becomes more common Entertainment ● There were many movies that inspired them (ex. -
Creating a Workplace That Works for Everyone Practical/Legal Solutions for Attracting and Retaining Inclusive Workforces
CREATING A WORKPLACE THAT WORKS FOR EVERYONE PRACTICAL/LEGAL SOLUTIONS FOR ATTRACTING AND RETAINING INCLUSIVE WORKFORCES Chris Gantt-Sorenson Perry MacLennan 2019 State SHRM Conference | September 26, 2019 OVERVIEW • Workplace Flexibility • Generational Differences • Marijuana 2 WHY WORKPLACE FLEXIBILITY? • Retaining skilled workers or highly trained workers that are difficult to replace. Economy at full employment – tough to find skilled employees. Millennials like to change jobs and move around. • Recruit a more diverse and inclusive workforce – important particularly to working mothers. • Recruit from a broader variety of talent rather than just those that are able to work your company’s set hours. • Rigid work culture encourages homogeneous workforce • Building loyalty and morale with grateful workforce 3 WHAT FLEXIBILITY? • Different workers need different schedules – Women/ Working parents – Disabled – Employees nearing retirement – succession and reduced schedule – Young Professionals – flex-time or compressed schedule 4 FLEXIBILITY ALREADY LEGALLY REQUIRED IN THESE INSTANCES… • FMLA – Reduced Schedule / Alternative Position – Leave • ADA – Reasonable accommodation could be Flex time, Time away, Alternative employment position • Worker’s Compensation – Light Duty / Alternative employment • Pregnancy / Nursing Mother – Lactation/ Nursing Mother – Numerous Accommodations • So why not make it available to everyone and reduce administrative efforts? 5 SOLUTIONS / IDEAS • Variable work schedules • Part-Time • Telecommuniting/Working -
Workplace Needs and Their Support; Are Millennials Different from Other Generations?
TWENTY FIFTH ANNUAL PACIFIC-RIM REAL ESTATE SOCIETY CONFERENCE MELBOURNE, AUSTRALIA, 14-16 JANUARY 2019 WORKPLACE NEEDS AND THEIR SUPPORT; ARE MILLENNIALS DIFFERENT FROM OTHER GENERATIONS? APPEL-MEULENBROEK, R., VOSTERS, S., KEMPERMAN, A. and ARENTZE, T. Eindhoven University of Technology, the Netherlands ABSTRACT Nowadays, employees are seen as key assets of knowledge organisations who increasingly struggle to attract the best potential talent from a declining workforce. The office environment is considered to be an important way to support the needs of the newest generation – the millennials – and thus attract and retain them. This study therefore aimed to create more evidence-based insights for Corporate Real Estate Managers (CREM) in how to support specific workplace needs of millennials. The three most important workplace needs of millennials were first identified as sociability with colleagues, opportunity to grow and work-life balance, followed by analyses of how the physical workplace is expected to best support them. Next, hypotheses were developed and tested on differences between millennials and other generations on these needs and the perceived workplace support. A survey among 302 Dutch office employees from 3 generations provided the necessary data, which were tested with bivariate correlation and ANOVA analysis. Findings indicate that millennials attach more value to the need for coaching and professional growth and less value to the balance between leisure and work than generation X does. Regarding physical workplace aspects, in total thirteen unique physical workplace aspects were identified as perceived support for workplace needs. Again millennials differed from generation X, as they found accessibility of colleagues and informal work areas/break-out zones more important in support of their need for sociability with colleagues. -
Digital Health: When Primary Care Is Not Always Primary
DIGITAL HEALTH: WHEN PRIMARY CARE IS NOT ALWAYS PRIMARY Healthcare consumers are relying less on primary care physicians (PCPs) and more on digital technology, other clinical professionals and convenience care to manage their health. The younger people are, the less they depend on a PCP, signaling a new future for primary care. A NEW ERA BEGINS Digital health technologies that enable better patient self-management with easier and faster access to physicians are flooding the market. As these technologies evolve, and convenience care options grow, consumers are engaging less regularly with a dedicated PCP, Accenture research shows. For many, especially younger consumers, complete reliance on the knowledge and experience of a single physician will be a healthcare model of the past. PCPs are not becoming obsolete, however, their role in health management and their younger patient relationships are changing. This change runs counter to the common narrative about primary care that says every individual wants and needs a PCP. It also sheds new light on traditional forecasts of PCP shortages, which are based on static utilization and do not reflect generational differences in the demand for primary care. Shattering the status quo People once went to their PCP as the first line of defense against everything that ailed them, from the common cold to chronic disease management. Times are changing. A recent Accenture survey shows that not only is PCP use and dependency lower for younger versus older adults, the younger the person the less likely they are to even have a PCP: Who has a PCP? • 92 percent of silent generation (born 1928 to 1945) • 82 percent of baby boomers (born 1946 to 1964) • 73 percent of Gen Xers (born 1965 to 1980) • 57 percent of millennials (born 1981 to 1997)1 Access, availability, confidence in more health providers and the rise of health management alternatives offer more consumer-friendly choices that contribute to more care when wanted than seeking out a specific primary care physician. -
The Study of Generations: a Timeless Notion Within a Contemporary Context
CORE Metadata, citation and similar papers at core.ac.uk Provided by CU Scholar Institutional Repository University of Colorado, Boulder CU Scholar Undergraduate Honors Theses Honors Program Spring 2016 The tudS y of Generations: A Timeless Notion within a Contemporary Context Lauren M. Troksa University of Colorado Boulder, [email protected] Follow this and additional works at: http://scholar.colorado.edu/honr_theses Part of the American Popular Culture Commons, Cultural History Commons, Intellectual History Commons, Labor History Commons, Public History Commons, Social History Commons, and the United States History Commons Recommended Citation Troksa, Lauren M., "The tudyS of Generations: A Timeless Notion within a Contemporary Context" (2016). Undergraduate Honors Theses. Paper 1169. This Thesis is brought to you for free and open access by Honors Program at CU Scholar. It has been accepted for inclusion in Undergraduate Honors Theses by an authorized administrator of CU Scholar. For more information, please contact [email protected]. The Study of Generations: A Timeless Notion within a Contemporary Context By Lauren Troksa Department of History at the University of Colorado Boulder Defended: April 4, 2016 Thesis Advisor: Professor Phoebe Young, Dept. of History Defense Committee: Professor Phoebe Young, Dept. of History Professor Mithi Mukherjee, Dept. of History Professor Vanessa Baird, Dept. of Political Science The Study of Generations: A Timeless Notion within a Contemporary Context Author: Lauren Troksa (University of Colorado Boulder, Spring 2016) Abstract: The study of generations has been timeless. Dating as far back as Plato’s time (428 B.C.E) to present-day (2016), scholars of all fields have used generations to study large trends that emerge over time in specific groups of people. -
Xennials: the In-Between Generation Redefining Growing Up
The New Adulthood Xennials: the in-between generation redefining growing up. INTRODUCTION THE NEW ADULTHOOD 2 The New Adulthood The youngest members of generation They grew up with technology, but aren’t necessarily X are just over 40, but don’t call them digital natives. They were disillusioned, but not middle-aged—midlife crisis is the last completely shattered, by the recession. They redefined thing on their minds. Older millennials family life, were the first to backpack the world after are more than 30, and adults in every graduation, and popularized so much of today’s sense—so why are marketers still hipster culture—from fashion, to television, to lumping them in with 18-year-olds just the workplace. out of high school? As this generation of 30-45-year-olds turns its A new generational cohort is particular lens towards adulthood, it’ll redefine emerging, and it’s one to which everything about this stage in its life: from purchasing marketers need to pay attention. habits, to media and financial products, to family Today’s 30-45-year-olds encompass structure. Gen X has more spending power than a startlingly wide range of life any other generation, earning 31% of US income, stages and accomplishments, and but comprising only 25% of the adult population, yet very similar forces and values according to Shullman Research Center. By 2020, have shaped their lives. millennials will control around $1.4 trillion in spending in the United States, Accenture reports. It’s time to view these two groups as one cohort, and to recognize their unique characteristics.