Generational and Skills Disruption and Shifts by The Talent Pool

In collaboration with Calgary Region Immigrant Employment Council

GENERATIONAL SKILLS DISRUPTION & SHIFTS A trend analysis of the shifts in skills set of five generations in the labour market and the impact of evolving technologies on the workforce

March 31, 2017 Author: Talent Pool Researcher: Tolulope Babalola

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TABLE OF CONTENTS INTRODUCTION EXECUTIVE SUMMARY PART 1 - DEFINITION OF KEY CONCEPTS AND RELATED LITERATURE REVIEW ▪ What is a Generation? ▪ Generational Theory ▪ The Five Generations ▪ Importance of Skills in the Development of the Workplace ▪ Hard and Soft Skills ▪ What is Technology? ▪ The Importance and Uses of Technology in the Workplace ▪ Technology, Generations and the Economic Environment PART 2 - GENERATIONAL SKILLS, COMPETENCIES AND BEHAVIOURAL PATTERNS IN THE WORKFORCE ▪ Traits of the Traditionalists ▪ Traits of the Baby Boomers ▪ Traits of the Generation X ▪ Traits of the Generation Y ▪ Traits of the Generation Z ▪ Skills Transitioning - Generational Similarities and Differences PART 3 -TECHNOLOGICAL EVOLUTION AND THE FIVE GENERATIONS ▪ Traditionalists and Technology ▪ Thriving Baby Boomers ▪ Generation X and Technology ▪ Worldly Millennials ▪ Generation Z and Technology ▪ Generational Differences in the Use of Technology PART 4 - MANAGING TODAY’S MULTI-GENERATIONAL WORKFORCE AND THE FUTURE ▪ Demographic Projection of the Multi-Generational Workforce by 2020 ▪ Current Generational Demography-Canada ▪ Canada and the 5 Generations at Work ▪ Challenges of Generational Diversity in Today’s Workplace ▪ Recommended HR Initiatives for Eliminating Generational issues CONCLUSION

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INTRODUCTION The Talent Pool is the resource and information hub for Western Canada’s employers looking to access the best and brightest talent in under-employed and hidden pools of talent. Our mission is to link the business community to information, resources and connections. The Talent Pool has been working on collaborative studies with Calgary Region Immigrant Employment Council (CRIEC). In its work, CRIEC seeks to effectively and efficiently connect Talent (international talent) with Champions (company, organization or individual that hires, mentors, and retains Talent) through strategies designed to lead to successful employment outcomes. This is achieved through initiatives and strategies, including mentoring and connecting programs, career path planning sessions and competency (cultural and skill) workshops for both Talent and Champions. This study is the third collaborative work between Talent Pool and CRIEC. Its focus is intended to explore the various skills sets our workplace as required over the years and identify those that going to be needed to face the rapid technological shifts we are facing. It’s the first time in history that our workforce includes workers from five different generations. While this can be celebrated for its welcome diversity, it can pose challenges for organizations both engaging employees as well as collaborating with other colleagues.1 Our extraordinary workforce population has prompted a need to examine a trend analysis of the shifts in hard and soft skills of five generations in the workforce. The five generations discussed in this document includes: Traditionalists, Baby Boomers, Generation X, Generation Y and Generation Z. Technology has a significant impact on skills development within and across generations and also to a large extend defines the business needs within organizations. This report also addresses the evolution of technology, its impact on the five generations as it relates to generational visibility and innovativeness as well as generational contributions to economic advancement, organizational efficiency and effectiveness. This report concludes with a description of the current skills set of today’s multi-generational workforce and the challenges of managing five generations. Simultaneously, as the emerging Generation Z prepares for its debut into the workforce, emerging technologies signal future trends in skills set for the labour market and our economies. The intent of this resource is to provide information on the impact of the diversity of generations within the labour market and how critical it becomes to address skills requirements and shortages that continue to persist in a number of industry sectors across Alberta and Western Canada. 1

Diversified Services, “The 5 Generations in the Workplace”, February 19, 2016 http://www.ddiversified.com/2016/02/19/the-5generations-in-the-workplace/

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EXECUTIVE SUMMARY CRIEC and Talent Pool have been conducting studies into areas of acute relevance that impact, or may impact, industry sectors, and talent, given the rapid changes in today’s world. Generational analysis has a long and distinguished place in social science. Even though this is not an exact science, there are as many differences in attitudes, values, behaviors, and lifestyles within a generation as there are between generations. The first section of the report provides a brief description of key concepts, a literature review of applicable generational theories, and explanations on relationships between two or more concepts relative to the topic. The Five Generations discussed includes: ▪ ▪ ▪ ▪ ▪

The Traditional Generation—also known as Veterans, the Silent Generation and the Greatest Generation—comprises employees and retirees born between 1922 and 1943. Baby Boomers who were born between 1946 and 1964. Generation X is the name given to the generation born between 1965 and 1984. Generation Y also known as Millennials, born between the late 1970s and late 1990s. Last but not the least, Generation Z born approximately between the years of 2000 to the present.

According to the book, Generations, by Strauss and Howe, the dates of the generation will range from” 2004 to 2025”.2 The other concepts and relationships discussed in this section include: ▪ ▪ ▪

The importance of skills in the development of the workplace, Workplace skills, and Technology. The impact of technology in the workplace has resulted in improvements in the efficiency and effectiveness of organizations. It is important to note that each of the five generations has approached technology, and life, quite differently.

The second section of the report focuses on skills, values, attitudes and behavioural patterns across the five generations. It details the traits of each generation. It also highlights the hard skills (Technical skills) and soft skills (Transferable) skills in relations to the distinctive characteristics, work ethics, predominant skills and value systems of each generation and the shared fundamental values. The similarities include use of communications skills, value of acquisition of new skills as an ingredient for success, value of change in technology and embraced acquisition of technological skills that keep evolving and have become necessary to be 2 Rocketswag.com, Generation Z

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able to survive and be competitive in today’s workplace. It also highlights the commonalities between the generations, such as Traditionalists and Gen Y employees tend to value security and stability, Traditionalists and Boomers resist change however both crave training and development, Gen X and Gen Y employees place a high value on workplace flexibility and worklife balance. Boomers and Gen Z are the most comfortable with diversity and alternate styles. Gen Y and Z are technologically adept and committed to socially responsible policies. All generations value friendship, respect, trust, structure, reliability, loyalty, recognition, and opportunities to learn and grow. An important discussion highlights the generational differences in the workplace accounted for by workers’ values shifting as they age. Workers often find that the generational styles cause conflicts when it comes to communicating and completing tasks. According to Baxter, “People of all generations are good at adapting, whether it is by choice or necessity, especially when it impacts their livelihood.3 A multigenerational office can provide added advantage to success of the organization where the strengths of each generation can thrive. Balance is achieved by understanding and supporting actively communications methods that suit the diverse generational workforce. The third section describes the technological evolution that has taken place across the five generations and how it has influenced the behavior patterns, values and strengths in skillset of the generations at work. Generations also differ in the way they use technology, the questions they ask and the choices they make. Time holds a very different meaning for each and they navigate the web in different ways. These differences in technology usage have influenced learning styles and relationships. The younger generations’ X, Y and Z are more computer savvy. However, since relationship issues may depend on the level of technological literacy, many people from the older generation are now trying to establish professional and social relationships online and Boomers are also gravitating towards online relationship building services after a lifetime of face-to-face relationships. It appears that there is just as much as technology usage gap as there is a generation gap. However, it is interesting that the comfort and level of dependency on technology is present in all generations albeit in varying degrees. The fourth section of the report describes the demographic population of the five generations in Canada as of 2015 and the projections of estimated world demographic generational population by 2020. The training of leaders and managers and the creation of a permanent generationallysensitive workplace culture is now imperative in Canadian business. Effective HR initiatives can address conflicts in the workplace resulting from generational differences, such as:

3 Generations at Work-Research-Herman Miller,2010

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▪

Developing “inclusive” communication programs that focus on strategic communication and working styles,

▪

Considering values of different generations in understanding work styles,

▪

Promoting a respectful, open and inclusive environment by encouraging employees to share their perceptions in sessions and facilitating a dialogue,

▪

Training employees to develop strong interpersonal relationship skills,

▪

Finding creative ways of recruiting and retaining multi-generational talent so that organizations can benefit from the contributions that each generation makes to the success of the organization in reaching its goals and objectives.

In summary, most individuals are able to identify the skills needed to thrive in the workplace and “adapt” to changes, when needed, especially during challenging economic times when there is a need to find a way of maintaining harmony and co-exist successfully in the work environment.

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PART 1 - DEFINITION OF KEY CONCEPTS AND SUPPORTING LITERATURE REVIEW What is a Generation? A generation is "all of the people born and living at about the same time, regarded collectively." 4 It can also be described as, "The average period, generally considered to be about thirty years, during which children are born and grow up, become adults, and begin to have children of their own.5 "The word generation as a cohort in social science signifies the entire body of individuals born and living at about the same time, most of who are approximately the same age and have similar ideas, problems, and attitudes.6 Social generations are cohorts of people who were born in the same date range and share similar cultural experiences.7 Defining a generation can be challenging, as the term can have several different meanings. In general, a generation is a group of individuals who are about the same age and have experienced, most often as children or young adults, specific historical events, such as an economic crisis, an economic boom, a war, or significant political changes. These events may influence their views of the world.8 In the field of demography, however, the definition of a generation does not depend on social, economic or political factors; instead, it is based exclusively on the year(s) in which a group of individuals is born.9 Generations can vary greatly in size depending on the number of births that occurred during a given period. The size of a generation can have a significant impact on the life course of individuals who belong to it, as well as on those who belong to other generations. Moreover, the size of a generation can affect a country's economy and society as a whole.10 Several trends promoted the idea of generations as a society divided into different categories of people based on age. These trends were all related to the processes of modernization, industrialization, or westernization. 11 Auguste Comte, the first philosopher to make a serious attempt to systematically study generations, suggested that social change is determined by generational change and in particular conflict between successive generations. As the members of a given generation age, their "instinct of social conservation" becomes stronger, which

http://searchrender.com/reviews/what-is-generation.com http://searchrender.com/reviews/what-is-generation.com 6 http://searchrender.com/reviews/what-is-generation.com 7 http://searchrender.com/reviews/what-is-generation.com 8 http://www12.statcan.gc.ca/census-recensement/2011/as-sa/98-311-x/98-311-x2011003_2-eng.cfm 9 http://www12.statcan.gc.ca/census-recensement/2011/as-sa/98-311-x/98-311-x2011003_2-eng.cfm 10 http://www12.statcan.gc.ca/census-recensement/2011/as-sa/98-311-x/98-311-x2011003_2-eng.cfm 11 https://en.wikipedia.org/wiki/Generation 5

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inevitably and necessarily brings them into conflict with the "normal attribute of youth"— innovation.12

Select Generational Theories Sociologist Karl Mannheim was an important figure in the study of generations. He defined a generation as a group of individuals of similar ages whose members have experienced a noteworthy historical event within a set period of time.13 According to Mannheim, social consciousness and perspective of youth reaching maturity in a particular time and place (what he termed "generational location") is significantly influenced by the major historical events of that era (thus becoming a "generation in actuality").14 A key point, however, is that this major historical event has to occur, and has to involve the individuals in their young age (thus shaping their lives, as later experiences will tend to receive meaning from those early experiences); a mere chronological contemporaneity is not enough to produce a common generational consciousness.15 Mannheim in fact stressed that not every generation will develop an original and distinctive consciousness. Whether a generation succeeds in developing a distinctive consciousness is significantly dependent on the pace of social change ("tempo of change").16 Mannheim notes also that social change can occur gradually, without the need for major historical events, but those events are more likely to occur in times of accelerated social and cultural change. He emphasized that the rapidity of social change in youth was crucial to the formation of generations, and that not every generation would come to see itself as distinct. In periods of rapid social change a generation would be much more likely to develop a cohesive character. 17 According to Gilleard and Higgs, Mannheim identified three commonalities that a generation shares: ▪ ▪ ▪

Shared temporal location – generational site or birth cohort Shared historical location – generation as actuality or exposure to a common era Shared sociocultural location – generational consciousness or "entelechy"18

Authors William Strauss and Neil Howe developed the Strauss-Howe generational theory outlining what they saw as a pattern of generations repeating throughout American history. This theory became quite influential with the public and reignited an interest in the sociology of

https://en.wikipedia.org/wiki/Generation

13https://en.wikipedia.org/wiki/Theory_of_generations 14

https://en.wikipedia.org/wiki/Theory_of_generations https://en.wikipedia.org/wiki/Theory_of_generations 16 https://en.wikipedia.org/wiki/Theory_of_generations 17 https://en.wikipedia.org/wiki/Generation 18 https://en.wikipedia.org/wiki/Generation 15

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generations. This led to the creation of an industry of consulting, publishing, and marketing in the field.19 Generational analysis has a long and distinguished place in social science. Even though this is not an exact science, there are as many differences in attitudes, values, behaviors, and lifestyles within a generation as there are between generations. This reality does not diminish the value of generational analysis but merely adds to its richness and complexity."20 It is not where the birth cohort boundaries are drawn that is important, but how individuals and societies interpret the boundaries and how divisions may shape processes and outcomes. However, the practice of categorizing age cohorts is useful to researchers for the purpose of constructing boundaries in their work.21

The Five Generations Commonly accepted descriptions and expectations from each generation:

Traditionalists The Traditional Generation—also known as Veterans, the Silent Generation and the Greatest Generation—comprises employees and retirees born between 1922 and 1943 who are continuing to lead and/or contribute to organizations or are re-entering the workforce.22 This group not only survived the Great Depression of the 1930s but was instrumental in shaping the economic and military power. Patriotism, teamwork, “doing more with less” and a taskorientation very much define this generation. Rules of conduct, respect for authority and following directions are all very important touch points for this generation. Employees of the Traditional Generation are the keepers of the organization’s past and founding goals and beliefs. They are the organization’s historians; they set the tone for culture and strategic direction of the business.23 The Traditional Generation reflects the first true innovators. They are responsible for developing today’s space program, creating vaccines for many diseases including polio, tuberculosis, tetanus

https://en.wikipedia.org/wiki/Generation https://en.wikipedia.org/wiki/Generation 21 https://en.wikipedia.org/wiki/Generation 22 http://www.valueoptions.com/spotlight_YIW/traditional.htm 23 http://www.valueoptions.com/spotlight_YIW/traditional.htm 20

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and whooping cough and laying the foundation for today’s technological environment. They moved families from farms and cities to a new kind of community—suburbia.24 They believe in the traditional work practices and the hierarchy style of management. For them, respect and status is earned through years of experience and they feel their experience warrants them both. This generation is hard-working and very loyal to their company. Traditionalists work to achieve a “job well done.” Many of these workers are waiting a little longer for retirement because of their past experiences with economic instability. Traditionalists are the perfect mentors for new employees, due to their experiences and wealth of knowledge. 25

Baby Boomers Baby boomers are all those born between 1946 and 1964. All races, religions, and ethnic groups participated in the boom. The baby boom legacy was a population bulge destined to leave its imprint.26 Though there is no definitive answer as to what caused the baby boom, there are some economic, social and psychological factors that may have combined to create this surge in births between 1946 and 1964.27 Some historians have put forth the idea that the baby boom was directly related to the end of World War II in 1945, where there was an overall optimistic period of affluence. For example, many women previously employed to help create and supply the material goods necessary for the military were no longer needed. This opened up the opportunity for many of these women to leave the workforce, stay home and start a family. Just like the Traditionalists, this generation is hard-working and very loyal. However, ‘workaholic’ was first coined for this generation. Boomers are very competitive, often sacrificing home life for their career goals. They associate work and status with self-worth. Just like Traditionalists, respect comes from tenure and status. With strong work ethic, face-to-face communication skills, and work experience, professionals of this generation can be excellent role models for younger generations.28

http://www.valueoptions.com/spotlight_YIW/traditional.htm http://www.ddiversified.com/2016/02/19/the-5-generations-in-the-workplace/ 26 http://www.encyclopedia.com/social-sciences-and-law/sociology-and-social-reform/sociology-general-terms-andconcepts/baby-boom 27 http://study.com/academy/lesson/what-are-baby-boomers-definition-age-characteristics.html 28 http://www.ddiversified.com/2016/02/19/the-5-generations-in-the-workplace/ 25

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Generation X Generation X is the name given to the generation born between 1965 and 1984. Generation X follows the Baby Boom generation and precedes Generation Y or the millennial generation.29 It has also been described as a generation consisting of those people whose "teen years touched the 1980s", born after baby boomers.30 This generation is sometimes also known as "Baby Busters". In Europe, the generation is often known as Generation E, or simply known as the Nineties Generation. In Iran, they are called the Burnt Generation. In some Latin American countries, the name "Crisis Generation" is sometimes used due to the recurring financial crisis in the region during those years. 31 Technology-wise the 'creation' and spreading of the internet rendered face-to-face communication secondary, books beside the point, near-infinite knowledge on hand 24/7 and tech-related jobs a hot commodity. In jobs, they embrace risk and prefer free agency to loyal corporatism.32 Sometimes criticized as "slackers", they nevertheless were widely credited with a new growth of entrepreneurship and the resulting dot-com boom.33 Generation Xers are often considered to be non-ideological politically; the generation has given birth to some extremely persuasive and decidedly ideological conservative, libertarian and liberal political thinkers and writers. Nonetheless, even ideological Generation Xers still appear to clash as much with prior generations and their ideologies and institutions, as they do with each other ideologically.34 The first to challenge the status quo, this generation edged away from the general attributes seen from previous generations. While they have a steady work ethic, they are not loyal to any company. In their eyes, company loyalty is earned, not expected. Gen X is much more technology literate than previous generations as they were a part of its development. They have a great rapport with management, but donâ&#x20AC;&#x2122;t agree with the office hierarchy tactic. Respect is earned through performance, not experience or status. Gen Xers expect their company to be charitable, eco-friendly, and offer volunteer work during office hours. They appreciate training opportunities and enjoy monetary rewards, based on their individual performance. Gen Xers are very independent, but work well with others and even encourage others to think independently.35 29

http://www.investopedia.com/terms/g/generation-x-genx.asp http://generationx.yaia.com/definition.html 31 http://generationx.yaia.com/definition.html 32 http://generationx.yaia.com/definition.html 33 http://generationx.yaia.com/definition.html 34 http://www.ddiversified.com/2016/02/19/the-5-generations-in-the-workplace/ 35 http://www.ddiversified.com/2016/02/19/the-5-generations-in-the-workplace/ 30

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Generation Y Generation Y, also known as Millennials, was born between the late 1970s and late 1990s. Millennials have just recently surpassed Generation X as the largest generation in the workplace.36 This generation is defined by the Internet and an increasingly global and connected world. They are optimistic, social and have high expectations for themselves and others. This generation is the most educated and tech savvy of all generational groups.37 Similar to Gen X, this generation is not impressed by job status or titles and believes respect should be earned through performance. They are also not loyal. If better opportunities present themselves, they will seek out another job. Millennials are more likely to accept a job that fits their lifestyle over one that pays more. Their work/life balance is centered on the idea that employment is “a means to an end.” Millennials experienced the development of modern technology at a young age and are very techy and adaptable individuals.38 Millennials’ use of technology clearly sets them apart. One of the defining characteristics of the millennial generation is their affinity with the digital world. They have grown up with broadband, smartphones, laptops and social media being the norm and expect instant access to information. This is the first generation to enter the workplace with a better grasp of a key business tool than more senior workers.39 It’s more than just the way millennials use technology that makes today’s youth different – they behave differently too. Their behaviour is coloured by their experience of the global economic crisis and this generation places much more emphasis on their personal needs than on those of the organisation. Millennials tend to be uncomfortable with rigid corporate structures and turned off by information silos. They expect rapid progression, a varied and interesting career and constant feedback. In other words, millennials want a management style and corporate culture that is markedly different from anything that has gone before – one that meets their needs.

Generation Z Members of Generation Z come right after Generation Y. Due to the brief time span of this generation; they have not lived through enough trials to be able to place a value on their name (‘Generation Z’, 2005).40

http://www.ddiversified.com/2016/02/19/the-5-generations-in-the-workplace/ Understanding Generation Y, What You Need to Know About Millennials, In Collaboration with Buddy Hobart, PricetonOne Unified Solutions for a Talented World 38 http://www.ddiversified.com/2016/02/19/the-5-generations-in-the-workplace/ 39 Millennials at work: Reshaping the workplace http://www.pwc.com/gx/en/managing-tomorrows-people/future-of-work/assets/reshaping-the-workplace.pdf 37

Rocketswag.com, Generation Z

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Members of Gen Z were born approximately between the years of 2000 to the present. According to the book, “Generations”, by Strauss and Howe, the dates of the generation will range from” 2004 to 2025”, and they refer to this generation as the “New Silent” generation (as cited in Generation Z, 2005, para. 2). Their great grandparents primarily belong to the generations noted as the Silent Generation and the Baby Boomers. Generation Z’s member’s parents seem to be divided between Generation X and Generation Y (Generation Z, 2005).41

The future generation of workers, according to Amy Glass, are referred to as Generation Z. They are even more reliant on new technology and in particular communication technologies. There is little knowledge yet of this generation in terms of attitude and characteristics in the workplace given that the eldest of this generation are now coming into their late teens. In the next decade however, we can expect to see this generation joining the workforce.42 ‘The Next Generation of Workers’ written by Lily Guthrie of The Ken Blanchard Companies, Office of the Future, highlights the importance of awareness and understanding of the attitudes of the intergenerational workforce. Companies will need to be collaborative, innovative and agile in their operations and management. There are many reports on the management of a cohort of generations in the workplace, including one from the psychology foundation of Canada which provides effective strategies, training, and education that they believe will bridge the differences between the generations.43

Rocketswag.com, Generation Z https://en.wikipedia.org/wiki/Generations_in_the_workforce 43 https://en.wikipedia.org/wiki/Generations_in_the_workforce 42

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Source: https://www.bing.com/images/search?view=detailV2&ccid=gjvM5cDL&id=5B63D63B2A5129922F3A8AE0DD3207D DE66A01A8&q=the+5+generations&simid=608020366679607709&selectedIndex=16&qpvt=the+5+generations&aja xhist=0

Importance of Skills in the Development of the Workplace Skills and knowledge are motivating forces behind the financial growth and community development of any country. They have become even more important given the increasing pace of globalization and technological changes taking place in the world today.44 Skill building can be viewed as a device to improve the efficacy and contribution of labour to overall production. It is an important ingredient to push the production possibility front line outward and to take growth rate of the economy to a higher route. Skill building could also be seen as an instrument to empower the individual and improve their social acceptance.45

44 45

http://www.faberinfinite.com/services/technology/prizma-a-skill-analysis-tool/ http://www.faberinfinite.com/services/technology/prizma-a-skill-analysis-tool/

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Workplace Skills Workplace skills, often called employability skills, are the basic skills a person must have to succeed in any workplace. They are the core knowledge, skills and attitudes that allow workers to understand instructions, solve problems and get along with coworkers and customers. These skills are necessary for success at all levels of an organization and are transferable from one organization to another.46 They can be grouped into hard and soft skills.

Hard Skills Hard skills are teachable abilities or skill sets that are easy to quantify. Typically, hard skills are learnt in the classroom, through books or other training materials, or on the job.47 Examples of hard skills include: • • • • •

Proficiency in a foreign language A degree or certificate Typing speed Machine operation Computer programming

To be good at hard skills usually takes smarts or IQ. With hard skills, the rules stay the same regardless of which company, circumstances or people you work with.48

Soft Skills Soft skills are a combination of interpersonal people skills, social skills, communication skills, character traits, attitudes, career attributes, social intelligence and emotional intelligence quotients among others that enable people to effectively navigate their environment, work well with others, perform well, and achieve their goals with complementing hard skills. The Collins English Dictionary defines the term "soft skills" as “desirable qualities for certain forms of employment that do not depend on acquired knowledge: they include common sense, the ability to deal with people, and a positive flexible attitude.” Soft skills, are also known as "people skills" or "interpersonal skills," that relate to the way people relate to and interact with others.49

http://www.ehow.com/info_7786830_definition-workplace-skills.html https://www.thebalance.com/hard-skills-vs-soft-skills-2063780 48 Lei Han, Hard skills vs. Soft skills-Difference and Importance, June 2011 47

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Examples of soft skills include: • • • • •

• • • • •

Communication Flexibility Leadership Motivation Patience

Persuasion Problem Solving Abilities Teamwork Time Management Work Ethic

To be good at soft skills usually takes emotional intelligence or EQ. These skills change depending on the company culture and people you work with. Most soft skills have to be learned on the job by trial and error.50

What is Technology? Technology refers to methods, systems, and devices which are the result of scientific knowledge being used for practical purposes.51 It includes the use of materials, tools, techniques, and sources of power to make life easier or more pleasant and work more productive. Whereas science is concerned with how and why things happen, technology focuses on making things happen.”52 The types of technology include information technology, medical technology, assistive technology, instructional technology, productivity technology and teaching technology, according to the National Assistive Technology Research Institute.53

Importance and Uses of Technology in the Workplace Technology in the workplace allows businesses to expand quickly and efficiently. Business technology such as video conferencing, social networks and virtual office technology has removed workplace boundaries that previously limited business expansion. With business technology, companies can target a wider customer base and grow to higher levels.54

Lei Han, Hard skills vs. Soft skills-Difference and Importance, June 2011 https://www.collinsdictionary.com/dictionary/english/technology 52 http://www.cantechletter.com/2013/01/what-is-technology0103/ 53 https://www.reference.com/technology/different-types-technology-5b3b344b2decb737 54 http://smallbusiness.chron.com/importance-technology-workplace-10607.html 51

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Communication

Information technology is important because it improves communication in the workplace between workers, with customers, business partners and other stakeholders. Information technology has evolved over the years resulting in improvements in communication methods and enabling information to be passed through multiple channels almost instantly.55

Human Capital

Technology in the workplace has improved the efficiency of screening, recruiting and hiring potential candidates given the development of businesses utilizing the Internet to spread the word about the organization and advertise job openings. Hiring managers can target candidates by using digital advertising technology that tracks the websites they visit. Technology like personality assessments and screening tools allow businesses to determine whether a potential candidate is an appropriate fit for the organization.56

Efficiency

Assistive technology used in the workplace has helped to save time by speeding up the work flow process. Digital filing systems save space, paper and printing costs. The use of computer systems, allow corrections to be made instantly. Resources like electronic files and access to information technology are available with the click of a button.57

Mobility

Technology in the workplace has practically eliminated space and time. The development of video conferencing technology has allowed businesses on any part of the globe interact with one another. Technology has reduced travel costs because businesses can set up virtual meetings and distribute data without the need to be in the same room. Technology has allowed businesses to establish a global presence at a fraction of the cost.58

Technology, Economic Environment and Workplace Generations According to Larry D. Rosen in his article Understanding the Technological Generation Gap, 2004,” We are living in a time of incredible technological changes. Technologies that took dozens of years to become main stream now emerge within 3 to 5 years. Radio took 38 years to reach an audience of 50,000,000. Television took 13 years. The personal computer took 16 years. The Internet took a mere 5 years!”59 According to Alvin Toffler in his groundbreaking book “The Third Wave”, as of the mid-1970’s we had lived through three waves of technological innovation. The Agricultural Era lasted 3,000 years. The Industrial Wave lasted 300 years. The Computer Era rose and fell in 30 years.60 55

http://smallbusiness.chron.com/importance-technology-workplace-10607.html http://smallbusiness.chron.com/importance-technology-workplace-10607.html 57 http://smallbusiness.chron.com/importance-technology-workplace-10607.html 58 http://smallbusiness.chron.com/importance-technology-workplace-10607.html 59 http://smallbusiness.chron.com/importance-technology-workplace-10607.html 60 http://smallbusiness.chron.com/importance-technology-workplace-10607.html 56

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Extrapolating and updating Tofflerâ&#x20AC;&#x2122;s view of the world of technology, there have been several changes in technology with each one breaking faster than the one before. The changes are so rapid that we can barely get ahead of technology.61 Each of the five generations has approached technology and life quite differently. To understand the differences, is important to note how each generation approaches life and change. They differ in the way they use technology, the questions they ask, their values and the choices they make. The generations also differ in learning styles. Relationship issues may depend on the level of technological literacy. 62

These differences impact directly the bank of individual skills each generational contributor brings to the workplace and therefore has implications when managing, mentoring and promoting.

61 62

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PART 2 - GENERATIONAL SKILLS, COMPETENCIES AND BEHAVIOURAL PATTERNS Traits of the Traditionalists Traditionalists value old-time morals, safety, security, and consistency. They have more respect for brick-and-mortar educational institutions and traditional lecture formats than online, webbased education and training. This generation favors conventional business models in the legal workplace and a top-down chain of command. Work ethic and reliability are important to them.63 In the workplace, traditionalists are loyal to their employers. They are submissive because they were taught to respect authority. Traditionalists will avoid causing trouble and are good team players. They are the least likely to initiate conflict at work and tend to be good team players. Generally, they do not ruffle feathers in the workplace and like to feel needed.64 There is also a tendency to resist change. They are the least likely to change jobs (jump from one job to another) because they value stability, safety, security, consistency and commitment.65 They like to be recognized for their hard work. Recognition is one of the key characteristics of this group. Traditionalists also see work as a team effort and avoid conflict.66 This generation often has great one-on-one interpersonal skills because they are more accustomed to dealing with people eye-to-eye. They have honed their abilities to use this to their advantages.67 They relied on human interaction and valued their relationship with others. Traditionalists possess more experience, a stronger work ethic, and strong customer relations skills.68

The silent generation brought the strong work ethics of their parents into the factories of industrialized society. They grew up during lean times, including the Great Depression and World War II. They consider work a privilege and it shows as they are considered the wealthiest generation. Traditionalists believe you earn your own way through hard work. This generation 63

https://www.thebalance.com/workplace-characteristics-silent-generation-2164692 https://www.thebalance.com/workplace-characteristics-silent-generation-2164692 65 http://www.texasfivestarrealty.com/Generation_Gaps_Traditionalist.asp#.WOcRG4WcGM8 66 https://www.thebalance.com/workplace-characteristics-silent-generation-2164692 67 https://www.thebalance.com/workplace-characteristics-silent-generation-2164692 68 https://www.thebalance.com/workplace-characteristics-silent-generation-2164692 64

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believes that promotions and advancement should be the result of tenure and proven productivity that has stood the test of time.69 This generation is also technically challenged and often struggle to learn new technology. They also prefer lecture style training over web-based such as online studies and webinars. The Traditionalist generation had very little exposure and need for computers and other devices taken for granted today (e.g., PCs, laptops, tablets, smart phones, etc.).70 However, this generation brings a host of advantages that only experience can instill. While these workers may not use Twitter or carry a BlackBerry, they do bring with them many years of experience and developed skills. They have survived previous economic instability, have learned to work with a range of personalities, and many have even developed specialty areas that can only be learned through hands-on training.71 They become excellent mentors and instructors.

Traits of the Baby Boomers Baby Boomers are considered extremely hardworking and motivated by position, perks and prestige. Boomers relish long work weeks and define themselves by professional accomplishments. Many of the working Boomers seem to have a strong work ethic and feel that others should have this ethic as well. (Kane, 2010).72 Boomers are confident, independent, and self-reliant and feel that they can change the world. They are not afraid to question authority or to challenge the status quo and not afraid of confrontation and will not hesitate to challenge established practices. The Boomers are achievement-oriented, dedicated, career focused, and enjoy exciting projects to make differences. Being competitive within the workplace helps them to improve their personal skills.73 Most Boomers are clever and resourceful and have the desire to win. They feel that a hierarchal structure should be followed thus causing a problem in adjusting to a flexible work environment.74 Baby boomers bring with them years of varied employment and life experience and skills, all of which can bring value to any business. But what may be their most valuable asset is emotional maturity and intelligence, which plays a key factor in supporting successful communications and personal interactions.75 69

https://www.thebalance.com/workplace-characteristics-silent-generation-2164692 Cathleen Beetel, Manager, Outsourced Recruiting Services, Employers Wise to Find Value in Silent Generation Workers 71 Cathleen Beetel, Manager, Outsourced Recruiting Services, Employers Wise to Find Value in Silent Generation Workers 72 Kane, S. (2010). Baby Boomers. Retrieved from http://legalcareers.about.com/od/practicetips/a/Babyboomers.htm 73 Kane, S. (2010). Baby Boomers. Retrieved from http://legalcareers.about.com/od/practicetips/a/Babyboomers.htm 74 Kane, S. (2010). Baby Boomers. Retrieved from http://legalcareers.about.com/od/practicetips/a/Babyboomers.htm 75 https://www.go2hr.ca/sites/default/files/legacy/pdf/go2hr-Baby-Boomer-Tool-Kit.pdf 70

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Boomers are loyal to an organization and will do what is needed to make the company successful. Boomers are customer oriented and have the ability to work as an individual or with teams. Boomers have many individuals within the workforce and have the reputation of getting the job done.76 The Baby Boomers enjoy the interaction with customers and other people. They determine which way to effectively complete tasks and set forth the extra effort to ensure the task is complete and are loyal to the company and will stay for security of retirement. They possess a high level of effective communication, problem-solving and interpersonal skills. Baby Boomers were also listed as being able to communicate with employees and being able to express ideas freely and able to assist the company in daily routines.77 Many Baby Boomers have a high level of commitment and loyalty to their chosen job and organization, positively impacting turnover and potentially reducing recruitment and training costs. As a generation they generally require less supervision and are motivated to perform at a high level.78 Loss of this skilled labor will dramatically impact the workforce. Many Boomers will be retiring in the near future causing a worker shortage that is expected to continue for some time. Companies need to prepare for a mass exodus of experience that they are going to have to replace from a much smaller pool of talent. The shortage will come with a very different set of values and expectations (Lancaster & Stillman, 2002).79

Traits of Generation X Xers were exposed and had the opportunity to interact with other cultures which gave them the chance to see individuals in a way that Boomers missed. Along with being included in a diverse atmosphere, Xers were considered highly educated and better educated than the Boomers. (Kane,2010).80 According to Raines, â&#x20AC;&#x153;They have different definitions for leadership and loyalty and incentive rewards. Work is not the number one most important thing in their lives. Anything that makes work less corporate resonates well with a generation that feels betrayed by corporate interestâ&#x20AC;? (as cited in Hays, 1999, p. 1).81 Xers are typically self-reliant and entrepreneurial in spirit, which would give a HR professional a problem in that members of this generation would rather work for themselves than for someone else (Hays, 1999).82 76

https://www.go2hr.ca/sites/default/files/legacy/pdf/go2hr-Baby-Boomer-Tool-Kit.pdf https://www.go2hr.ca/sites/default/files/legacy/pdf/go2hr-Baby-Boomer-Tool-Kit.pdf 78 https://www.go2hr.ca/sites/default/files/legacy/pdf/go2hr-Baby-Boomer-Tool-Kit.pdf 79 Generations in the Workplace: Similarities and Differences. Jeffery G. Harber East Tennessee State University, 5-2011 80 Kane, S. (2010). Baby Boomers. Retrieved from http://legalcareers.about.com/od/practicetips/a/Babyboomers.htm 81 Generations in the Workplace: Similarities and Differences. Jeffery G. Harber East Tennessee State University, 5-2011 82 Generations in the Workplace: Similarities and Differences. Jeffery G. Harber East Tennessee State University, 5-2011 77

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Andrea Healey of the American Compensation Association (ACA) defines the characteristics of Generation X to include being more inclusive by embracing diversity, having a drive for success through entrepreneurship and believing in self-reliance.83 They prefer managers to keep their distance and let them complete the project. Give instructions for the project and let the employee complete the task (Kane, 2010). 84 Xers grew up with the interaction of technology and within an economy that changed from manufacturing to a service industry. Changes occurred within the corporate world due to the use of computers, PDAs, cell phones, Internet, e-mail, laptops, Blackberries, and other technological devices (Kane, 2010).85 Xers grew up with parents who spent many hours within the working environment. Seeing their parents dedicate their lives to one employer, caused Xers to be less committed to one employer and caused them to be willing to change jobs in order to get ahead. The change includes being tolerant of alternative lifestyles and being willing to learn and accomplish tasks on their own merits (Kane, 2010).86 Xers were born in an age of instant; instant meals, instant cash from an ATM, instant news from CNN or from the Web. Changing jobs may be necessary in order to stay competitive and to help build their skills and abilities (Lancaster & Stillman, 2002).87 Xers is the generation that has the initial contact with incorporating technology within the work place thus enabling them to instruct employees on the use of technology in the workplace.88 Xers have a style that is laid back and will provide customer service but also have the ability to use technology to provide demonstrations for the customers or to repair mistakes in customer billing. Whereas the older generations have the personal touch, Xers can provide personal attention with the customers but often will let the customer shop for themselves.89

Traits of Generation Y (Millennials) Millennials, or generation Y, like the Xers, grew up with technology by using cell phones, laptops, Blackberryâ&#x20AC;&#x2122;s, and other technologies. Millennials are plugged in 24 hours per day and 7 days per week. Using this technology creates a feeling that the Millennials would rather communicate by use of e-mail or texting to face-to-face meetings. Millennials

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also prefer to use webinars and online technology over traditional lecture presentations (Kane, 2010).90 Millennials do not have the desire for the fast track within the corporate world. They would rather trade high pay for fewer hours at the office. The fewer hours can be considered as flexible hours that would create a better work or life balance. Past generations were different from the Millennials because they valued time at the office and felt that time was needed to complete jobs to support the operations of the company.91 Millennials value family life and will sacrifice monetary values for this interconnection with the family. By the values taught to them from their families, they are ambitious and achievementoriented. Millennials have high expectations of employers; they enjoy challenges and are not afraid to question authority (Kane, 2010).92 Even though they question what seems out of place, Millennials are considered a caring generation by placing the greater good ahead of individual rewards (Greenberg & Weber, 2008).93 Within Generation Yâ&#x20AC;&#x2122;s time period, women were moving into areas such as sports that were once dominated by males. Young women also outnumber younger men in the nationâ&#x20AC;&#x2122;s colleges and are included within the first high-tech graduates. This acceleration was enhanced by their surroundings of computers, the Internet, cell phones, ATMs, and advancements such as laser surgery (Mitchell, 1998).94 The Millennials are unlike any other youth generation in living memory by being more numerous, more affluent, more educated, and more ethnically diverse.95 Millennials are beginning to manifest a wide array of social habits that includes teamwork, achievement, modesty, and good social conduct (Howe & Strauss, 2000).96 Millennials like to participate in team sports, play groups, and other group activities. They value team activities and promote the value of participation from others. Millennials want to be included in group activities that will involve them in projects and one-on-one interaction with other team members. Millennials generally crave attention, value feedback, value praise, and accept guidance from an experienced mentor (Kane, 2010).97 90

Generations in the Workplace: Similarities and Differences. Jeffery G. Harber East Tennessee State University, 5-2011 Generations in the Workplace: Similarities and Differences. Jeffery G. Harber East Tennessee State University, 5-2011 92 Generations in the Workplace: Similarities and Differences. Jeffery G. Harber East Tennessee State University, 5-2011 93 Generations in the Workplace: Similarities and Differences. Jeffery G. Harber East Tennessee State University, 5-2011 94 Generations in the Workplace: Similarities and Differences. Jeffery G. Harber East Tennessee State University, 5-2011 95 Generations in the Workplace: Similarities and Differences. Jeffery G. Harber East Tennessee State University, 5-2011 96 Generations in the Workplace: Similarities and Differences. Jeffery G. Harber East Tennessee State University, 5-2011 97 Generations in the Workplace: Similarities and Differences. Jeffery G. Harber East Tennessee State University, 5-2011 91

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Millennials are supportive of parental supervision and believe that lack of discipline is a major contributor to social problems within this country. Many teenagers feel that it is “cool to be smart” and in order to prepare for the future, they look forward in attending school (Howe & Strauss, 2000).98

Traits of Generation Z Unlike the other generations, members of Generation Z are not good listeners and lack interpersonal skills. Communication with others generally consists of use of the World Wide Web. Due to the interest in new technology, members of Generation Z can generally be found at locations that offer the advantage of being hooked up to the Web (Generation Z Behaviour Change, 2007).99 Generation Z member’s interpersonal skills are different from the other generations as they are set apart and are the newest generation. Interpersonal skills are awkward for this generation. They lack the interpersonal skills that are needed to communicate and relate to individuals (Generation Z Characteristics, 2007).100 Generation Z is also known as the “silent” generation due to technology ruling the world thus giving them the name of the “silent, the iGeneration, generation quiet, and the next generation” (Generation Z Characteristics, 2007, para. 1).101 They take the Internet for granted and consider web sites such as Orkut, Google, and Face Book as their community. Within this community of cyber space, a person can have many acquaintances without personally meeting anyone. By being considered the quiet generation, members of this generation do not have personal meetings with their friends that may lead to relationships. They consider living around others as an invasion of their space (Generation Z Characteristics, 2007).102 The up and coming generation of workers, Generation Z is slowly stepping in as the fifth generation in today’s workforce. While it is still too soon to make generalizations about the work ethic and expectations of this generation, Generation Z may be more different than Millennials than we realize.103 They both come from a time where technology and social media was in the picture. However, Gen Z took a hold technology at a much younger age. For this reason, Gen Z may be more technology literate than any other generation.104 While both Millennials and Gen Zers share personal information online, Gen Z has placed social media at the center of their communication channels, rather than face-to-face

Generations in the Workplace: Similarities and Differences. Jeffery G. Harber East Tennessee State University, 5-2011 Rocketswag.com, Generation Z Behaviour Change, 2007 100 Rocketswag.com, Generation Z Characteristics, 2007 101 Rocketswag.com, Generation Z Characteristics, 2007 102 Rocketswag.com, Generation Z Characteristics, 2007 103 http://www.ddiversified.com/2016/02/19/the-5-generations-in-the-workplace/ 104 http://www.ddiversified.com/2016/02/19/the-5-generations-in-the-workplace/ 99

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communication.105 Gen Zers will appreciate more virtual work collaborations than Millennials. While Millennials have displayed a love for ambiguity and choice in work style and workplace, Gen Zers will require more structure and predictability in the workplace.106

SKILLS TRANSITIONING The generational skills shifts and disruptions are examined through an analysis of the differences and similarities between the generations at work. In the workforce, there are hard skills (technical skills) and soft skills (non-technical) skills. A wide range of nontechnical skills including self-awareness to people skills to problem solving to teamwork- even though less tangible and harder to define and measure, are absolutely critical and impact the success or failure of any individual in the workplace.107 The soft skills matter a lot. The cliché is that people get hired for their hard skills but fired because of their soft skills. When employees have significant gaps in their soft skills there are significant consequences. The old-fashioned basics of professionalism, critical thinking and followership are out of fashion so they are rarely spoken of nowadays. Generations of employees will not become more alike with age. The different generations carry their “generation personalities” with them. If hard times hits, the generations are likely to entrench themselves deeply into the attitudes and behaviors that have been ingrained in them. (Lancaster & Stillman, 2002).108 The Traditionalists are in positions of leadership and some are re-entering the workforce after a first retirement. Today’s Boomers do not want to be seen as old or obsolete. Sometimes the younger generation views them as being outmoded or lagging behind. While generational differences do exist, conflicts do not need to exist between the age groups. The untapped potential exists for different generations to appreciate one another’s strengths, communicate effectively, and work together collegially (Lewis & Walker, 2010).109 A trend is heading toward more adult education. One reason is the need to train for a new career as an old career may be displaced or if boomers grow bored with it. Another reason for additional education is to promote the need of healthy, energetic people to keep active during retirement (Cetron & Daview, 2005).110

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Higher order needs such as friendship, respect, trust, recognition, and opportunities to learn and grow are examples of psychological and growth needs that people value regardless of their generation.111 What may seem rebellious in one generation, may not be the same in another. New York Times writer Virginia Heffernan suggested that “each generation has the tendency to accentuate its own distinctive experiences, not thinking that others before or others who follow may have similar experiences, but in different social contexts” (Lewis & Walker, 2010, pp. 2-3).112 Employers are seeking ways to motivate multiple generations at work and implement effective cross-generation innovative management approaches to retain and engage professionals with their careers. With workers leaving the workforce, for everyone inexperienced worker entering, boomers are a valuable resource for developing newer generation talent (Lewis & Walker, 2010).113 According to Marston, “The four generations all have different work ethics and value systems. That doesn’t mean the younger generations don’t work hard. They just work in different ways” (as cited in Nayyar,2007, para. 6).114 Workers are finding that their styles are causing conflicts when it comes to communicating and completing tasks. Managers who are able to accommodate, rather than overlook the different styles, will find the different generations working side-by-side (Wagner, 2007).115 Martie Kemodle, a partner with LeaderFuelNow, stated, “Everyone brings something really important to the work place” (as cited in Wagner, 2007, p. 29).116 It takes a team. Managers should not separate the generations at the workplace. A multigenerational office can provide a host of opportunities if the strengths of each generation are allowed to flourish (Wagner, 2007).117 A 7-year study by the Center for Creative Leadership for individuals born between the years of 1926 and 1986, a book written by Jennifer J. Deal suggests that “boomers have fundamental qualities in common with younger generations.118 The study finds that: Basic values are shared in common among the boomer and newer generations. Conflicts can occur but are due largely to differences in behavior.119 Individuals in all generations want respect.120 All generations feel that trust is important and that it must be earned. People need to show that they know what they are talking about (credibility), do what they say they will do (reliability), and

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Generations in the Workplace: Similarities and Differences. Jeffery G. Harber East Tennessee State University, 5-2011 Generations in the Workplace: Similarities and Differences. Jeffery G. Harber East Tennessee State University, 5-2011 113 Generations in the Workplace: Similarities and Differences. Jeffery G. Harber East Tennessee State University, 5-2011 114 Generations in the Workplace: Similarities and Differences. Jeffery G. Harber East Tennessee State University, 5-2011 115 Generations in the Workplace: Similarities and Differences. Jeffery G. Harber East Tennessee State University, 5-2011 116 Generations in the Workplace: Similarities and Differences. Jeffery G. Harber East Tennessee State University, 5-2011 117 Generations in the Workplace: Similarities and Differences. Jeffery G. Harber East Tennessee State University, 5-2011 118 Generations in the Workplace: Similarities and Differences. Jeffery G. Harber East Tennessee State University, 5-2011 119 Generations in the Workplace: Similarities and Differences. Jeffery G. Harber East Tennessee State University, 5-2011 120 Generations in the Workplace: Similarities and Differences. Jeffery G. Harber East Tennessee State University, 5-2011 112

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keep the other person’s interests at heart (sincerity). Loyalty to an individual or an organization is important but depends on the context”, (as cited in Lewis & Walker, 2010, p. 6).121 Boomers want to maintain their clout, while younger individuals want to increase theirs. Older persons in authority tend to make decisions and expect younger individuals to follow them. According to a Talent2, a recruitment firm in Australia, a “survey shows that 35 % believe that the Boomers have the strongest work ethic, which is followed by Xers at 16 %.122 Some studies suggest that the generational differences in the workplace are accounted for by workers’ values shifting as they age. Such generational differences sometimes may cause clashes in the workplace, especially among workers on teams. “People of all generations are good at adapting, whether it’s by choice or necessity, especially when it impacts their livelihood,” says Baxter. “While members of one generation may have personal or professional traits that are different from those of other generations, they often leave them at the door when they enter the office environment.”123 That’s one reason, for example, why Boomers learn to become adept with technology and Millennials learn to model the balanced, reasoned approach to problem solving that they see their more experienced colleagues take.124 Such a need to adapt is especially pressing during challenging economic times, when there’s even greater incentive than usual for people to work together harmoniously. “An economic downturn can change people’s perspectives and expectations about work and opportunity,” says Linda Atha, A+D Representative at Herman Miller.125 “Many who previously felt secure in their jobs or were confident they could jump from job to job and city to city may have to stay put or accept whatever job they can get, even if it doesn’t align with their long-term career goals. People learn to work with others who have different work styles all the time—and generational differences are often just variations of style.” 126 According to Jennifer J. Deal (2007), a Research Scientist for the Center for Creative Leadership, she found that all generations are similar in the following areas:127 Value Structure – the values that matter most, i.e. family, integrity, honesty, trustworthiness. Wanting Respect – even with slightly different definitions, we all still want to be heard and valued for our contribution. 121

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Trustworthy Leaders – without trust, relationships falter, communication stops, and productivity is lost. Nobody Likes Change – the stereotype says that Millennials love change, her research showed the opposite, no one generation is more or less comfortable than the others. Loyalty – not a function of age, but a function of position in the organization, the higher you are the more time you work. We All Want to Learn – people want to do a good job and are willing to acquire new skills to do so. Everyone Likes Feedback – we want to know how we are doing comparatively Deal said that, “The so-called generation gap is, in large part, the result of miscommunication and misunderstanding, fueled by common insecurities and the desire for clout.”128 So, if we put hubris aside and strive for common ground by understanding communications methods, we’ll have a much better chance of building valuable relationships that impact the triple bottom line. The following are guidelines for communicating with the Traditionalists, Baby Boomers, Gen X, Millennials and Gen Z: Communicating to a Traditionalist Traditionalists respect authority, in communicating put duty before fun, and strictly adhere to rules, they tend to lead with a command-and-control style. They are directive and prefer to be communicated formally and in writing. They take satisfaction in doing a job well, so make sure that you share with them how much you respect their experience. When it comes to providing feedback, no news is good news, so only approach them with something that is paramount to their performance. Communicating to a Baby Boomer Baby Boomers are known to be workaholics, desire high quality in their products and services, and are not afraid to question authority. They want to be collegial leaders, so working with them, as a team member is relevant and valuable. Communicate in person, but try to avoid meetings, one-to-one will be the best method. Relaying the message that their contribution is needed, reward them with money, and give them a meaningful title. They work to live, so converse with them about their work more than you do about their home lives.

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Communicating to Generation X Gen X wants structure and direction and are often skeptical of the status quo. Because they view everyone as being the same, feel free to challenge them, and communicate directly. Having a conversation immediately after an event is more relevant than waiting too long. They like hearing feedback, so give it freely, but also remember that autonomy is important to them, so inspect what you expect. To fire up small talk, feel free to talk about both personal and professional lives. Communicating to Millennials (Gen Y) Gen Y is always wondering about what is next. Their entrepreneurial, goals oriented, and feel comfortable with multitasking, so feel free to create participative conversations. We all know that Y’ers like to communicate electronically, so send SMS messages, e-mails, and social media wall posts. They want their work to be meaningful, so provide feedback continually and put them on teams with other bright and creative people. With a minimum of four generations in your office, you can be sure you’ll encounter plenty of miscommunications and misunderstandings. As a leader, it is your job to wade through the distraction, improve your verbal and non-verbal communication skills, and focus on validating the other person’s experience in that moment. Validation helps to stop the fight before it begins and takes the defensiveness out of the equation. That builds trust. Stephen R. Covey once said, “Trust is the glue of life. It’s the most essential ingredient in effective communication. It’s the foundational principle that holds all relationships together.” Communicating to Gen Z Members of the Facebook generation use texting and social networking as a means of communication. They have onscreen keyboards which are a lot easier to use than tapping letters on a numeric keypad. But sending texts from your phone may be the only way to get a response from Gen Zers.129 They are on Facebook, often 24/7. They love instant messages and love to facetime in real time, and share photos and videos. Whatever you do, you can’t force the Facebook generation to do things the old fashioned way. Oh, you can try, but they’ll resist; it’s much, much easier to meet them in their comfort zone. 130 When you do communicate with them, realize that it is a different experience. Just as communicating via email has a different protocol and grammar than communicating via written letter, communicating via text messages and Facebook is different still.131 The Facebook generation communicates in short messages, nothing longer than a sentence or two. They are not used to proper grammar or punctuation, so resist the urge to correct

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misspellings and such. It also helps if you learn the lingo, in terms of acronyms, abbreviations, and shorthand expressions. (Do u c?)132 Due to the immediacy of todayâ&#x20AC;&#x2122;s technology, when a Generation Zer sends you a message, he/she expects an immediate response. This generation is used to instant gratification; they cannot wait for a leisurely email reply, let alone the interminable wait for postal mail. When they send a text, they expect a response within a minute or so. Anything longer and they will feel you are ignoring them. It is a bit of a burden for those of us who actually like to think before typing, but it is what the younger generation demands.133 How will Generation Z adapt if and when they enter the traditional workforce. Most companies rely on email for internal and external communication, and frown on the use of social networking during work hours. The Facebook generation will have to grudgingly learn to check their inboxes and write memos with more than one sentence and real punctuation, or the workplace will have to evolve to the shorter, more immediate means of communicating that the younger staff favors.134 Source: http://www.wmfc.org/uploads/GenerationalDifferencesChart.pdf info@mccrindle.com.au; Generation Z and the workforce 10/23/2012,Dianne Cherry, Institute of Emerging issues

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Birth Years

1900-1945

BABY BOOMERS 1946-1964

GEN X 1965-1984

Significant Events and Influences

WWII, Korean War, Great Depression, Rise of Corporations, Space Age

Civil Rights, Vietnam War, Sexual Revolution, Cold War/Russia, Space Travel

Watergate, Energy Crisis, Dual Income families and single parents, First Generation of Latchkey Kids, Y2K Activism, Corp. Downsizing, End of Cold War

Core Values

Adhere to rules Conformers/Conformity Dedication/Sacrifice Discipline Hard Work Law and Order Loyalty Patriotism Patience Respect for authority Responsibility

Equal rights Equal opportunities Involvement Optimism Personal Gratification Personal Growth Question Everything Team Oriented Transformational Trust no one over 30 Youth Work Want to “make a difference”

Balance Diversity Entrepreneurial Fun Highly Educated High job expectations Independent Informality Lack of organizational loyalty Pragmatism Seek life balance Self-reliance Skepticism/Cynical Suspicious of Boomer values Think Globally Techno literacy

Work Ethics

Dedicated Pay your dues Work hard Respect Authority Hard work Age=seniority Company first Training happens on the job Newly developed skills benefit the company, not the individual

Driven Workaholic-60 hr. work weeks Work long hours to establish selfworth and identity and fulfillment Work ethic = worth ethic Quality

Balance Work smarter & with greater output Not work longer hours. Eliminate the task Self-reliant Want structure & direction Skeptical Amassed skills will lead to next job, the More they know the better. Work ethic is important, but not as much as skills

Workplace View on Skill Building

Skills are an ingredient to success but they are not as important as Work ethic and “face time”.

GEN Y 1977-1994 1981-2000 Digital Media, child focused world, terrorist attacks, AIDS, 9/11

Achievement Avid consumers Civic Duty Confidence Diversity Extreme fun Fun! High morals Highly tolerant Hotly competitive Like personal attention Self-confident Social ability Members of global community Most educated generation Extremely techno savvy Optimism Realism Street smarts Ambitious What’s next? Multitasking Tenacity Entrepreneurial

Training is important and new skills will ease stressful situations. Motivated by learning / want to see immediate results

GEN Z 2000-2025 Crisis Period Terrorism Global Recession Climate Change Slow economic recovery Global Pop culture Borderless Virtual reality Appreciate Social Connection, Structure, Order and Predictability Diversity Independent Tech savvy Change makers

Transparency Self-Reliant Flexibility Personal Freedom Entrepreneurial

Motivated by self-study On-line Training

Source: http://www.wmfc.org/uploads/GenerationalDifferencesChart.pdf, info@mccrindle.com.au - Generation Z and the workforce 10/23/2012, Dianne Cherry, Institute of Emerging issues

Technology Type Communications Media Communication

Career Development

Training and Development

TRADITIONALISTS Adapted Rotary phones One-on-one, Write a memo Discrete Formal and Logical Show respect for their age/experience (address as Mr., Sir, Mrs.) Use good grammar and manners (no profanity) Deliver messages based on the history/traditions of the company and how they can fit Use formal language Don’t waste their time Use inclusive language (we, us) Focus-words not body language Slow to warm up Memo Like hand-written notes, less email and more personal interaction Not really an option for the Traditionalists. Just taught to keep their nose to the grindstone. The ultimate goal was simply to move up within the organization, but realized this happened only to a few Training should contribute to the organization’s goals

BABY BOOMERS Acquired Touch-tone phones Call me anytime Diplomatic In person Speak open – direct style Use body language to communicate Present Options (flexibility) Use E-Comm’s/face-to-face Answer questions thoroughly and expect to be pressed for details Avoid manipulative/controlling language Like the personal touch from managers Get consensus-include them or they may get offended Establish a friendly rapport OK to use first names Learn what is important to them Emphasize the company’s vision and mission and how they can fit in Focus on developing their careers through opportunities within one organization or at least one industry. Moved up based on seniority, not always based on skill and expertise.

Training is a contribution to the organization’s goals, but is also a path to promotion and additional compensation.

GEN X Assimilated Cell phones Call me only at work Blunt/Direct Immediate Use straight talk, present facts Use email as #1 tool Learn their language & speak it Use informal communication style Talk in short sound bytes Share info immediately & often Has the potential to bridge the generation gap b/w youngest and Oldest workers. Don’t mico-manage Use direct, straightforward approach Avoid buzz words and company jargon Tie your message to “results” Emphasize “WIIFM” in terms of training and skills to build their resume

GEN Y Integral Internet, picture phones, email

Take a pro-active approach to career development through more degrees and experiences both within the organization and without. This is often seen as being dis-loyal to the company, but Gen Xers see it as being loyal to themselves Training enhances their versatility in the marketplace and investment in their future. Not necessarily loyal to the company who trained them.

Millennials will enter the work force with more experiences than any generation before them. They will continue to seek this through requests for more experiences and opportunities. If they don’t get it at their work, they will seek it elsewhere.

Ambitious Entrepreneur generation Value practical career choices

Willing and eager to take risks; don’t mind making mistakes-they consider this a learning opportunity.

On-line virtual classroom Willing and eager to take risks; don’t mind making mistakes-they consider this a learning opportunity.

Polite Use positive, respectful, motivational, electronic communication style. (Cell phones, email, IM, texts) these are “fun” Communicate in person if the message is very important Use email and voice mail as #1 tools Don’t talk down-they will resent it Show respect through language and they will respect you Use action Use action verbs Use language to portray visual pictures Be humorous-show you are human Be careful about the words you use and the way you say it (they are not good at personal communication because of technical ways of communicating) Be positive Determine your goals and aspirations and tie message to them Prefer to learn in networks, teams using multimedia while being entertained and excited

GEN Z Integral Tablet, Smart phone, visual social media Communication through world-wide web Social media is the center of communication channel Short abbreviated messages Instant messaging and feedback Use of social network platforms-Google, face book Use of webcams, blogs, tweeting and e-mail

Source: http://www.wmfc.org/uploads/GenerationalDifferencesChart.pdf, info@mccrindle.com.au - Generation Z and the workforce 10/23/2012, Dianne Cherry, Institute of Emerging issues

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Work Assets

Work Liabilities

TRADITIONALIST Bring value to the workplace with their experience, knowledge Consistent Disciplined Dependable Detail Oriented Hardworking Loyalty Stable Thorough Use their institutional experience and intuitive wisdom to face changes in the workplace

BABY BOOMERS Anxious to please Challenges the status quo Can creatively break down the big picture into assignments. Good at seeing the big picture Good team players Mission oriented Politically Savvy-gifted in political correctness Service oriented Will go the extra mile Works hard

Don’t adapt well to change Don’t deal well w/ ambiguity Hierarchical Typically take a top down approach modeled by the military chain of command Avoid Conflict Right or wrong

Expect everyone to be workaholics Dislike conflict Don’t like change Challenge Authority of Traditionalists Judgmental if disagree Not good with finances Peer loyalty “Process before results” Self-centered

GEN X Adapt well to change Consumer mentality Direct communicators Don’t mind direction but resent intrusive supervision. Eager to Learn, Very Determined Good task managers Good short term problem skills Highly educated Multitaskers Not intimidated by authority Thrive on flexibility Technologically savvy Will do a good job if given the right tools Value “information” Want feedback Built “portable” resume Cynical; skeptical Dislike Authority Dislike rigid work requirements Impatient Lack people skills No long term outlook Respect Competence Mistrusts Institutions Rejects rules Don’t understand the optimism of Boomers and Gen Y

GEN Y Consumer mentality Collaboration Goal oriented Highly educated Multitask Fast Optimistic Positive attitude Technical; savvy Tenacious

GEN Z Creative Smart Open to Change Experts at on-line collaboration

Distaste for menial work (they are brain smart) Inexperienced Need supervision Need structure Lack discipline High expectations Lack of skills for dealing with difficult people Impatient Lack of experience Respond poorly to those who act in an authoritarian manner and/or who expect to be respected due to higher rank alone.

Weak face-to-face social skills Susceptible to distractions

Source: http://www.wmfc.org/uploads/GenerationalDifferencesChart.pdf, info@mccrindle.com.au - Generation Z and the workforce 10/23/2012, Dianne Cherry, Institute of Emerging issues

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PART 3 - TECHNOLOGICAL EVOLUTION AND THE FIVE GENERATIONS During the last couple of decades, the generations have experienced a huge growth in the development of technology. In between the technological evolution, we have experienced two significant generations: Baby Boomers and Millennials which represents the huge change that the technology had and have on their behaviour and lifestyle.135

Traditionalists and Technology The Silent Generation was raised without what we would call modern technology. Communication was through use of rotary phones, face to face/ one-on-one interaction and memo writing.

Thriving Baby Boomers Baby Boomers formed the first technological generation with computers on the horizon. Communication was touch-tone phones. Baby Boomers grew up to the development of technology, they are classified as digital immigrants.136 Boomers were in their teens to early 30s when the first IBM PCâ&#x20AC;&#x2122;s and Apples appeared. They grew up with pre-cellphone mobile technology, such as radio, television and landline telephones.137 Therefore, they did not have videogames or cellphones in their childhood. When it comes to technology, the Baby Boomers experienced a much different upbringing, compared to those born after them. The main technology breakthrough at that time was the rotary telephone and tube television. Otherwise, entertainment could be found outdoors with other children in the neighborhood, where conversational skills, exercise and life lessons occurred.138 So when the Baby Boomers were first introduced to technology around 1960s, it had little impact on their everyday lives. Hence, technology did not play a pivotal role in that era. They were the postwar Baby Booms, born by parents who had postponed marriage and childbirth during the Great Depression and World War II. 139 In the 1970s technology still had very little impact on the generation, because it was seen as something that only the academics used. During the 1980s, the technology slowly invaded peopleâ&#x20AC;&#x2122;s homes and changed their behavior. People became increasingly concerned about company practice and lack of customer satisfaction. By means of technology, communication 135

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was improved to help customers make more informed decisions and to have better choices. 140 Boomers learned technology after their schooling and prefer face-to-face, process-oriented meetings. Moreover, the time came when Baby Boomers participated eagerly in the consumer economy, using modern credit cards and charged their accounts to buy things like televisions, hifi systems and new cars.141

Gen X and Technology Gen Xers grew up in an era of emerging technology and political and institutional incompetence. Watergate, Three Mile Island, Bhopal, the Iranian hostage crisis, Iran-Contra and the ClintonLewinsky debacles mark the emergence of this generation. Mimeograph machines turned into high-speed copiers, faxes plodded from 30 minutes a page to seconds, and heavy adding machines were replaced with handheld calculators.142 Whereas computers were the size of whole buildings for the Traditional Generation and whole rooms for Baby Boomers, the computer now became a desktop appliance.143 Gen Xers grew up with regular radio broadcasts and television and even the first ever video game, Pong which made them fairly tech-savvy for their time. This may have given them a definite advantage over the generation that preceded them, but there is no way they can compete with the innate tech genius that pumps through the iGen kids.144 Generation X relied on modes of communication like dial-up telephones and the clunky mobiles of the time.145 Cell phones did come into being towards the end of Generation X, but in comparison with today's sleek, power-packed machines, they were akin to basically carrying around a hammer with an antenna in your bag. It has stayed true to the purpose it was made for (calling), unlike the phones we have today which combine pretty much any entertainment and social interactionrelated functions we can think of.146 Gen Xers are results oriented and since they grew up with technology, they prefer electronic communication.

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Worldly Millennials Millennials are also known as the digital natives, because in their time, the technological evolution had reached an establishment.147 Millennials have grown up in a time of rapid change, giving them a set of priorities and expectations sharply different from the Baby Boomers. Because in the 1990s, technology was now everywhere and it began to connect people around the globe.148 Millennials have come of age during a time of technological change, globalization and economic disruption, which has given them a different set of behaviors and experiences than their parents.149 Also, Millennials affinity for technology helps shape how they shop.150 They are used to instant access to price comparisons, product information and peer reviews. The internet and smartphones in an always-on digital world, has given the Millennials a platform to reach the world.151

Gen Z and Technology Generation Z and technology are synonymous. They are the first generation to have complete technology at their disposal and have been using cell phones, iPads, and personal computers, PDAs and the Internet from an extremely young age. 152 While Generation Z is group oriented, skeptical and idealists, they are also very smart as they have access to all the modern technology. They communicate with friends using social networking platforms, and their entire world is connected through modern technology. 153 However, this also means that they spend less time outdoors and more time using technology to fulfill certain aspects of their lives. They have no qualms about putting their photographs on the Net for others to see, and just by clicking the 'Like' button, they can create a fan following like no other.154 With the help of technology, members of Generation Z are chatting and keeping in touch with friends and family all over the world. Previously, this was not possible other than an occasional phone call or spending time with friends during a summer camp. They use webcams a lot to interact and communicate and hence, they have changed the entire perception of face-to-face communication.155

147

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Due to simulated games on several social media platforms, Generation Z has gained business acumen. They know what risks to take and are considered to be practical and calculated. They tend to react fast due to the speed of modern-day technology and this power can cause their online friends to react in a similar manner. 156 Today, both Baby Boomers and Millennials have access to the same technology. However, the behavior towards technology and its usage differs between the two generations. The Boomers, for instance, use the technology to assist them with getting the information they need and increasing their convenience. The technology in the hand of the Millennials is being used more or less for connections. Recognition and self-expression are some of the goals the Millennials wants to achieve through technology.157 Technology is still growing and will have a more important role in peopleâ&#x20AC;&#x2122;s daily lives. Technology in the future is going to shape the newer generations and among 81% of children will have a digital footprint by the time they are only two years old.158 To sum up, technology was less apparent in the age of Baby Boomers, whereas today, technology is everywhere we look. Baby Boomers are distant relatives to technology, since they valued other things in the time of its visibility. Generations will come and go; once it was a world with Baby Boomers, other generations have emerged since then. Technology on the other hand, will always stay and always evolve. It will always evolve in the hands of the current generation, who will pass it on to the next generation and by this, the technological evolution will keep on changing the generationâ&#x20AC;&#x2122;s behavior and lifestyle.159

Generational Differences in the Use of Technology Generations differ in the way they use technology, the questions they ask and the choices they make. They even navigate the web in very different ways. Time holds a very different meaning for each. Xers have little tolerance for time-intensive activities and feel strongly that meetings are a waste of time. They want their boss to give them a job and stand back and let them do their work.160 The Silent Generation is even more enmeshed in their profession if they have not yet retired. Technology is foreign to them and they have had to learn a whole new language and skill late in their careers. They defined themselves by their career and family often took a back seat to work.161

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The Net Generation is going to be interesting. They have been entangled with technology from birth. The average age that they started using a computer is 3 and most sent their first e-mail before they entered kindergarten.162 They live on instant messaging and communicate with friends more on IM than any other way.163 They multi-task constantly with the average teen talking to 3 people at once on IM plus doing several other tasks at the same time. They get bored easily and change jobs and careers often. The generations also differ in learning styles. Boomers are auditory and visual learners while Xers and Net Geners are tactile learners. When Boomers get a new gadget their first step is to read the manual. The younger generations just start hooking up wires and pressing buttons. 164 Relationship issues may depend on the level of technological literacy. Many people are now trying to establish professional and social relationships online and Boomers are also gravitating toward online relationship building services after a lifetime of face-to-face relationships they may have difficulty establishing a relationship online. 165 Anybody who spends time using technology is a potential addict in the making. The statistics show that a surprisingly large percent of kids and adults spend upwards of 5 hours a day using computer technology. This includes games, the web and, of course, e-mail and instant messaging.166 Technology has changed the way we live. It is important to understand and be aware of the vast differences in how each generation approaches it and uses it because it may help understand issues that arise.167 It appears there is just as much of a technology usage gap as there is a generation gap. It has been observed that there is a great difference between how the Baby Boomers, Generation X and Generation Y perceive and use technology.168What is interesting about the findings is that the comfort with and level of dependency on technology was present in all generations, albeit to varying degrees.169 Baby Boomers appear to place more consideration into the usefulness of available technology or online services prior to using them, which may often be mistaken as a dismissal of technology. Granted, Baby Boomers are not nearly as immersed in technology offerings as their Generation Y or even X counterparts, but it is expected that the gap will narrow, at least where mobile internet and smart phone penetration are concerned.170

162 http://www.csudh.edu/psych/tnp45.htm 163

http://www.csudh.edu/psych/tnp45.htm http://www.csudh.edu/psych/tnp45.htm 165 http://www.csudh.edu/psych/tnp45.htm 166 http://www.csudh.edu/psych/tnp45.htm 167 http://www.csudh.edu/psych/tnp45.htm 168 Kimberly Edwards, “How Technology is Used by Different Generations”, August 21,2012 169 Kimberly Edwards, “How Technology is Used by Different Generations”, August 21,2012 170 Kimberly Edwards, “How Technology is Used by Different Generations”, August 21,2012 164

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Some of the older generations have no doubt needed some time to become convinced that technology can actually benefit them, but they are getting there. Those who were children in the sixties experienced a much different upbringing from those born after them. 171 The rotary telephone and tube television were the two mainstays of teen-to-twenty-something life. Other entertainment could be found outdoors with other children in the neighborhood, where conversational skill, exercise and life lessons occurred.172 The Y Generation may appear too many to have missed out on those important physical interactions, seemingly having been born holding a laptop or smart phone. But many say that the important social interactions which shaped the Baby Boomer's childhood are still occurring, just with a much higher degree of technological intervention.173 Generation X may be the balance between the two, as not all from this generation have become fluent in the use of computer, internet or mobile technology, or chosen to make it a part of their daily lives.174

Different Reasons for Usage While all generations as a whole are increasing their dependence on technology, each generation's reasons for using technology the way they do differs greatly.175 Technology in the hands of the younger generation is being used more and more for connections. Self-expression and meaning are just two of the goals that this generation continues to look to technology to help them reach.176 Older generations seem to be looking to technology to assist them with getting the information they need and increasing their convenience. Once again, practicality appears to be a common thread for both Baby Boomers and Generation X members who have chosen to embrace technology.177

171

Kimberly Edwards, “How Technology is Used by Different Generations”, August 21,2012 Kimberly Edwards, “How Technology is Used by Different Generations”, August 21,2012 173 Kimberly Edwards, “How Technology is Used by Different Generations”, August 21,2012 174 Kimberly Edwards, “How Technology is Used by Different Generations”, August 21,2012 175 Kimberly Edwards, “How Technology is Used by Different Generations”, August 21,2012 176 Kimberly Edwards, “How Technology is Used by Different Generations”, August 21,2012 177Kimberly Edwards, “How Technology is Used by Different Generations”, August 21,2012 172

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PART 4 - MANAGING TODAYâ&#x20AC;&#x2122;S MULTIGENERATIONAL WORKFORCE Canadian Generational Demographics According to Statistics Canada, the Canadian generational size in 2015 for four prominent generations (Traditionalists, Baby Boomers, Gen X and Gen Y) is reported as follows: In Canada, the Baby Boomers and Generation Y reported the highest population of 9.5 million respectively and a 27% representation of the Canadian population in 2015. The percentage representation in the labour force was 30% for Baby Boomers and 37% for Generation Y.178 Traditionalists and Generation X constituted 3.9 million and 7.2 million Canadian population representing 11% and 20% of the total Canadian population in 2015. 179 Traditionalists and Generation X had a 1% and 31% representation in the labour force respectively.180 No current Statistical data was available for Generation Z-Canada.

Born Age in 2015 Population in 2015 % of Population % of Labour Force

Traditionalists Before 1946 70 and Older 3.9M 11% 1%

Baby Boomers 1946-1965 50-69 9.5M 27% 30%

Gen X 1966-1980 35-49 7.2M 20% 31%

Gen Y 1981-2000 15-34 9.5M 27% 37%

Source: Statistics Canada Population and Environics Analytics(households)

CANADIAN GENERATION SIZE IN 2015 40 35 30 25 20 15 10 5 0

% of Population % of Labour Force

Source: Statistics Canada Population and Environics Analytics (households)

178

Doug Norris,Millennials:The Newest,Biggest and Most Diverse Target Market, Environics Analytics Doug Norris,Millennials:The Newest,Biggest and Most Diverse Target Market, Environics Analytics 180 Doug Norris,Millennials:The Newest,Biggest and Most Diverse Target Market, Environics Analytics 179

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2015% POPULATION WITH POSTSECONDARY EDUCATION

Traditionalists

Baby Boomers

Gen X

Gen Y

% Male

% Female

Source: Statistics Canada Population and Environics Analytics (households)

In 2015, the Millennials (ages 25-34) reported the highest female percentage population with post-secondary education in Canada with 75% and closely followed by Gen X with 74%. The highest male percentage population with post-secondary education in Canada was Gen X with 68% closely followed by the Millennials (Gen Y) with a percentage of 65%.181 Baby Boomers and Traditionalists reported a female percentage population with post-secondary education in Canada of 56% and 34% respectively; a male and percentage population with postsecondary education in Canada of 59% and 44% respectively.182 The estimated population of the different generations in the workforce by the year 2020 is as follows:

Generations- Estimated % in 2020 Workforce 1%

22%

Traditionalists Baby Boomers

50%

20%

Generation X Generation Y Generation Z

Source: The Generational Workforce of the Future, Posted by Jackie VanBroekhoven, June 18,2012

Challenges of Generational Diversity in Todayâ&#x20AC;&#x2122;s Workplace We are living at a time where our workplaces are the most diverse than we have ever experienced which is why it is more important than ever to focus on building relationships, practicing humility and understanding. It is only then can we be able to see beyond generations, age, race, sex, religion or disability.

181 182

Doug Norris,Millennials:The Newest,Biggest and Most Diverse Target Market, Environics Analytics Doug Norris,Millennials:The Newest,Biggest and Most Diverse Target Market, Environics Analytics

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A core challenge over the next decade will be to attract and retain a skilled work force as the labour market continues to tighten, technology continues to evolve, and fewer foreign students immigrate for job opportunities. This situation is aggravated as companies find themselves managing four generations of workers: Traditionalists, Baby Boomers, Gen X, Gen Y and the fifth one Gen Z, attempting to peacefully co-exist in the same work force. Each group has its own distinct characteristics, values, and attitudes toward work, based on its generationâ&#x20AC;&#x2122;s life experiences. To successfully integrate these diverse generations into the workplace, companies will need to embrace radical changes in recruitment, benefits, and creating a corporate culture that actively demonstrates respect and inclusion for its multigenerational work force. Jeanne Meister, at a Human Resource People & Strategy conference in New York in 2012, emphasized the need to understand each generation more fully to better attract, recruit, and retain multi-generational talent. Not just in terms of actively creating an organizational culture that will be attractive for younger generations, but also in terms of understanding what it will take to keep all five generations engaged and on board in tomorrowâ&#x20AC;&#x2122;s organizations. It will be crucial to fully understand differences between all of the generations in terms of how they think, what they want/value, and what skills gaps exist between them. As we consider the impact of the future generational landscape, we often talk in terms of personality descriptors and other character-based labels, such as confident, entitled, and social. Research indicates that while personal values may differ based on age, culture, and other demographics, personality is partially genetic and is an individual-level phenomenon. Attempts to personify an entire generation based on behaviors from a small sampling are problematic for more than one reason. Characterizing generations based on defining events (i.e., the great depression), expectations (i.e., immediacy vs. delayed gratification), and environmental factors (i.e., technology/ innovation) makes much more sense.183 It should not be surprising that the generation that suffered through the depression might have a different outlook than the generation that put the first man on the moon. Nor should it shock us that the generation that is currently being brought up on the Internet and technology consumes information differently than the generation brought up on books and newspapers.184 It seems there would be more to learn about how these people can work effectively together, rather than focusing solely on the differences or making sweeping statements about how they are similar or distinct.185

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Canada and the 5 Generations at Work With five different generations now living in Canada, the training of leaders and managers and the creation of a permanent generationally-sensitive workplace culture is no longer optional. It is now imperative in Canadian business. You do, after all, spend 40 hours a week and 50 weeks a year under the same roof. So working harmoniously is important, not only for the business, but for all of your communication and relationships, at work and beyond.186 Understanding the different generations can determine an organization’s recruitment strategies (social media versus traditional marketing), engagement levels and enjoyment, management strategies, employee retention and leadership development. 187 Supervisors must be coached and trained to develop a “generational gearbox” that enables them to shift smoothly from dealing with a subordinate from one generation to dealing with one from another generation. The employers, who can effectively lead, manage and juggle the unique values, attitudes, strengths and shortcomings that each generation brings to work each day will win.188 When an organization’s managerial and supervisory personnel — and if possible, all employees — are trained in generational diversity and working together, they are better able to189: ▪ ▪ ▪ ▪ ▪ ▪ ▪

Recruit the best employees from each generation Onboard them smoothly in those critical first few hours, days, and weeks Train them appropriately Manage and lead them effectively Help them to enhance their sense of fulfillment with their work and thus increase their productivity Create a climate of intergenerational understanding, harmony, and teamwork amongst all employees Retain them190

Strategies for Cross-Generational Leadership As these generations continue to interact, companies can no longer assume that high pay, basic medical benefits, and a pension plan will secure the top talent. As more Silents retire, Baby Boomers seek “postretirement careers,” Gen Xers demand challenging but balanced work assignments, and Millennials expect high perks in exchange for loyalty and technological savvy, leaders must find creative ways to recruit and retain talent.191

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Reenergize compensation and benefits Companies must approach compensation, benefits, and incentives to satisfy the needs of each generation’s unique perspectives, attitudes, and values about work.192 For example, as more people retire later in life, many will want more time off as opposed to increased compensation. Younger people may value more flexibility in their careers, like assignments that foster new skill sets they can apply later in their careers. Older workers may want research assignments and paid sabbaticals during which they can engage in learning programs.193 Do not assume that everyone loves your current health plan. Many companies now offer on-site health facilities and nutritionists as part of their benefits packages as well as flexible hours, alternate work schedules, and telecommuting.194 Giving full medical benefits to older workers who decide to move to part-time status, experts say, can be an effective way to hang on to skilled employees, and can be cheaper than bringing in new workers who must be trained. 195

Expand communication strategies Most companies rely too heavily on one strategy for corporate communication. By making the same message available in multiple formats (thus increasing the number of times you communicate a message), you will ensure that you reach all workers. Silents and Baby Boomers may appreciate verbal communication about changes in policy or procedures, while Generation Xers and Millennials may prefer the use of e-mail, instant messages, or corporate broadcasts.196 Employers and managers can provide teachable moments and training early on in what might term “holistic communication” skill development.197

Conduct generational information awareness/sharing sessions A great way to get people to work together across the generations is to provide them with an opportunity to educate each other about each generation’s own history, characteristics, milestone events, culture, language, and norms. Rather than talking at your people, have representatives from each age-based generation put together programming to educate people and facilitate dialogue. 198

192

http://www.amanet.org/training/articles/leading-the-four-generations-at-work.aspx http://www.amanet.org/training/articles/leading-the-four-generations-at-work.aspx 194 http://www.amanet.org/training/articles/leading-the-four-generations-at-work.aspx 195 http://www.amanet.org/training/articles/leading-the-four-generations-at-work.aspx 196 http://www.amanet.org/training/articles/leading-the-four-generations-at-work.aspx 197 Generation Gap: How Technology Has Changed How We Talk About Work,Eric Savitz,Fobes,5/16/2012 198 http://www.amanet.org/training/articles/leading-the-four-generations-at-work.aspx 193

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Make mentoring a constant As the more established and experienced workers head toward retirement, develop strategies to ensure knowledge transfer and capture organizational memory. The more structure you can lend to your mentoring program to create knowledge transfer the better. First determine younger employees’ goals and developmental needs, and then pair them with older, more experienced employees to create cross-organizational dialogue among generations. 199 Consider various mentoring models—one-on-one sessions, group programs, senior leadership discussion panels, and a “speed mentoring” program where employees sit across from company experts to ask questions.200 No matter what method you choose, making mentoring a part of the employment life cycle will ensure that the company’s history and knowledge continues from one generation to the next.201

Train the workforce to develop strong interpersonal skills Training employees to develop strong interpersonal skills helps to foster relationships with each other. A leader’s primary responsibility is to ensure that everyone in the organization understands that “working together” is not negotiable. Create a respectful, open and inclusive environment where workers of all ages and cultural backgrounds can share who they are without fear of being judged, “fixed,” or changed.202

Openness and Collaborative Work Leaders must remain open to new ideas and provide constant feedback, working with managers and staff to shape the company’s strategic vision. They must avoid projecting their own expectations about work and remain open to different perspectives based on generational attitudes.203

Embracing the Use of New Technology One example is the change to having mobile devices at meetings where there used to be nothing but a pencil and legal pad. Millennials see this as an advantage and use the Internet, e-mail and Twitter during meetings to capture notes, find information that may be helpful to the conversation, and more. Gen X’ers, who are not used to this technology, may perceive these actions as rude. Millennials act on what they know and the fact is, they may be better equipped for the meeting.204 199

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Neither generation is replacing the other, and neither is right nor wrong. The technological growth of the world is beyond what any of us expected to see so soon … and innovation and adaptation is key to business success in today’s economy.205 One of the ways to innovate is to embrace what the previous generations can offer and invite what the upcoming generation can provide, all in unison. It is not a competition; it is about recognizing differences and joining them together in the most efficient way. 206 Millennials have strengths as “doers,” and they can multi-task like nobody before them. Gen X’ers can be stronger “thinkers,” which are needed at the highest level of organizations.207 Technology seems to be in a state of constant evolution. Hardware advances like wireless internet, smartphones and tablets have made it easy to work from home. Similarly, software in the form of apps like Moxtra, Whatsapp, Viber, Line and others made it easier to communicate and collaborate. There is no question technology and mobile devices have changed the way we work and communicate. 208 Technology has changed the workplace significantly in the past few years. Remote access means thousands of people can work from a home office instead of commuting. Computers allow businesses to continue working while traveling. We are sure to witness more positive changes in the workplace due to technology.209 Obtaining and sharing knowledge 24/7 is becoming easier and faster and this is accelerating as mobile and Internet devices are becoming more accessible in emerging markets and from more remote locations. Allowing people to work remotely increases the opportunity to utilize people capability without requiring people to move.210 Social media is being a handy tool for bringing the outside world closer. On social media, people are able to ask questions and receive answers in real-time. Individuals set up social media accounts specifically for engaging in discussions outside their personal space. This way they are able to typically come into contact with a wide variety of people. 211 The advantages of social media are ease of access, portability of technology, simplicity, and freedom of speech and expression. Using social platforms and other networking sites can help people reach their career goals more easily, while also educating people who may not know

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much about a particular field. Education and obtaining information can take place informally merely through the fact that people are interested in a subject.212 Social media is entering into the employment sphere. Soon the blog or social page will replace the CV. Students are using social media to improve their educational skills.213 At the very least, sites such as Twitter, Facebook LinkedIn and even MySpace can be used to create discussion educationally, socially and in building professional networks. Lectures in the form of online videos and podcasts are getting common nowadays. In addition, using Skype, Twitter and Facebook as a platform to discuss and share materials in real time.214 Apps, smart phones, and tablets are storming into classrooms around the world. Dropbox is the magic and wonder of cloud computing, individuals on the go can access their files from other devices they have connected to their personal networks. Then comes Documents To Go which is available for nearly all smart phone and PDA platforms, it offers up the full suite of Microsoft Office programs, and saving a file on one device makes changes to all connected ones as well. 215 Moxtra one of the upcoming app enables users to collect any type of digital content, access remote files on desktops, personalize content with voice, and share content publicly on social media or collaborate selectively – all in one app. It provides users the simplicity of having everything organized in one place, which, in this instance comes in the form of a mobile binder. 216 Users collect their essential digital content from wherever: Dropbox, Box, remote desktop, camera roll, or take a photo or video, and add it to their Moxtra Binder. Users can see their content as if on paper with no need to “open” each file–the content is automatically and attractively displayed. Virtually any type of digital content can be added to a Moxtra Binder: photos, videos, notes, web pages, receipts, documents, email attachments, etc.217 Moxtra helps in regular communication from anywhere and anytime of the day on real time. The Moxtra app provides a continuous collaboration experience and is built ground-up for our mobile lifestyle. It enables rich content collaboration by providing teams with mobile workspaces in the form of Binders integrated with rich Chat, Meet & Tools for collecting, expressing, and interacting (iOS, Android, Browser). Moxtra enables users to collect any type of digital content, access remote files on desktops, personalize content with voice, and share content publicly on social media or collaborate selectively – all in one app.218 One key element of the Moxtra Binder is the Moxtra Note. With the Moxtra Note, you or anyone you invite to your binder can quickly create a multi-media presentation using annotations and

212http://electronicsmaker.com/how-technology-has-changed-the-workplace-and-education 213

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voice-over to personalize pages in the binder. The Moxtra Note can be shared via email, SMS or Facebook. Also, any member of the binder can start a Moxtra Meet, allowing invitees to view pages in the binder from any browser within a real-time web meeting.219 Technology has become such an integral part of society, it is necessary to integrate its use in education in a variety of ways. The use of computer technology has moved beyond computeraided direction to more social/collaborative culture using mobile phones and apps. Technology can be used for communicating with people literally a world apart. They can be used as tools to create instructional materials or as presentation devices to provide information in ways never before possible. The simple fact that students exposed to technology will be more comfortable with it later in life is only one of the many reasons to use it in hopes of preparing for the future.220

Shift From Traditional Rules With the variety of multigenerational employees in today’s workplace, companies can no longer abide by traditional rules of leadership and management. Organizations can achieve real strategic advantage by embracing the diversity among generations to create a flexible work environment that values all people and keeps them productive, regardless of age.221

Strategies for Managing the Multi-Generational Workplace – Canadian Perspective According to Heather Swartz, Partner, Agree Incorporated, in her article “Managing the Benefits and Challenges of the Multi-Generational Workforce” published in October 2011, the increased diversity in Ontario workplaces, the benefits and challenges that diversity presents to organizations, and initiatives to increase awareness and make our workplaces more inclusive have been an important focus of Canadian businesses and their human resource professionals over the past several decades.222 Continuing to refine our definition of diversity in the workplace requires going beyond consideration of the more familiar differences such as race, ethnicity, gender, disability, or culture. It means considering all the features that make people dissimilar, and therefore unique. Defining differences in this broader context assists us in assessing the complex dynamics of today’s workplace, the interplay of individual personalities, and the behaviours and expectations of co-workers and managers.223 A person's background and circumstances influences the way that person approaches their job and inevitably affects their work style, work ethic, and workplace relationships. One of the ways

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we are "different’ is the generation we grew up in.224 During our developmental years, the world events and conditions that we experience shape our overall worldview for both our personal life and our work life. These experiences help to define our values, career goals, motivators, perception of work, and views on work-life balance. In turn, these values, goals, and motivators impact our behaviours and interactions in the workplace.225 In her practice, as a conflict management consultant, Heather explains that the root of conflicts may in some cases, be people struggling with different perceptions and expectations of each other, arising out of generational differences. With three to five generations working alongside each other in most workplaces, a lack of understanding across generations can create value clashes and communication failures that have a detrimental impact on working relationships.226 She recommends the following three strategies to manage the multi-generational workplace: flex management styles, encourage multi-generational teams, and openly discuss generational differences.227

1. Flex Management Styles Since each generation brings its own set of strengths and challenges to the workplace, it is important for managers to manage and motivate by flexing their style. For example, a Baby Boomer (born from 1946 to 1964) expects feedback once a year, with lots of documentation, while a Millennial, Generation Y or Nexter (born from 1981 to 1994), is used to praise and could mistake silence as disapproval. Millennials are confidant, sociable, tech-savvy, and optimistic. At the same time, they may question authority, display a lack of overall professionalism, bore easily, and enter the workforce with high expectations.228 In managing the millennial generation: ▪ ▪

▪ ▪

Expose them to a variety of tasks, switch tasks frequently, let them multi-task and discover new ways of doing things;229 They’ll listen, but they’re used to their voices being heard. Be a mentor or a coach rather than the "boss." Take time to explain things, step back to let them do their best, and return to assess;230 They are group-oriented and inclusive and want to work alongside friends, not just "coworkers." Build a friendly atmosphere and a sense of team;231 They have a lot happening in their life. Allow for their input into the schedule, with advance requests for days off and a structure that allows for switching shifts;232

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▪ ▪

They are more likely to respond to a daily challenge than a long-term goal. Provide structure, clearly state goals and define daily success factors;233 Provide formal and casual feedback regularly, as they expect acknowledgment of their achievements.234

An interesting revelation for these managers was that the generation they struggled to manage and motivate at work was, not surprisingly, the creation of a constellation of factors in society during these employees’ childhood and youth. Some managers, with children who were of the same age, sheepishly acknowledged their contribution to raising individuals who presented challenges to employers and reminded the group of this generation’s strengths.

2. Encourage Multi-Generational Teams According to Heather, structuring the workforce to create cross-generational teams, in order to build relationships and share technical knowledge for tougher projects. This re-distribution of tasks and management attention demonstrated respect for both senior and junior workers.235

3. Get it out in the Open Openly discussing how historical events, developments in technology, and the changing nature of society have created strands of commonality within generations will allow for a development of an awareness of the attributes people make about others and the underlying cause for these labels. At the same time, it dispenses some of the existing stereotypes, and acknowledges the uniqueness of each person.236 Heather states that “it is the courage it takes to talk about difficult and sensitive topics in a respectful way that creates the opportunity for tolerance, insight, acceptance, and respect for our differences”.237 The benefit, of course, is the ability to recognize and maximize the strengths that each individual brings to the workplace.238 Contemplating diversity in the workplace from the perspective of a broader range of individual differences, including the influence of generation, allows co-workers and managers to recognize that each person is unique. Today’s complex workplaces cannot survive, nor can they thrive, without this recognition.239

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CONCLUSION While generational differences do exist, conflicts do not need to exist between the age groups. The untapped potential exists for different generations to appreciate one another’s strengths, communicate effectively, and work together collegially (Lewis & Walker, 2010).240 In the workforce, there are hard skills (technical skills) and soft skills (non-technical) skills. The soft skills may matter the most. Even though less tangible and harder to define and measure, they are absolutely critical and impact the success or failure of any individual in the workplace. The cliché is that people get hired for their hard skills but fired because of their soft skills. When employees have significant gaps in their soft skills there are significant consequences. Mentorship can be a critical element to bridge this gap. Higher order needs such as friendship, respect, trust, recognition, and opportunities to learn and grow are examples of psychological and growth needs that people value regardless of their generation. “People of all generations are good at adapting, whether it’s by choice or necessity, especially when it impacts their livelihood,” says Baxter. “While members of one generation may have personal or professional traits that are different from those of other generations, they often leave them at the door when they enter the office environment.” That’s one reason, for example, why Boomers learn to become adept with technology and Millennials learn to model the balanced, reasoned approach to problem solving that they see their more experienced colleagues take.241 Such a need to adapt is especially pressing during challenging economic times, when there’s even greater incentive than usual for people to work together harmoniously. “An economic downturn can change people’s perspectives and expectations about work and opportunity,” says Linda Atha, A+D Representative at Herman Miller.242 Managers who are able to accommodate, rather than overlook the different styles, will find the different generations working side-by-side.243 Everyone is a contributor in the workplace regardless of their generation. A multigenerational office is an added advantage to an organization where the strengths of each generation are allowed to thrive. What are these strengths? The Traditionalists bring to the workplace years of experience and developed skills. They have survived previous economic instability and have learned to work with a range of personalities hence they have developed specialty areas that can only be learned through hands-on-training. 240

Generations in the Workplace: Similarities and Differences. Jeffery G. Harber East Tennessee State University, 5-2011 Generations at Work-Research-Herman Miller, 2010 242 Generations at Work-Research-Herman Miller, 2010 243 Generations at Work-Research-Herman Miller, 2010 241

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They are loyal, respectful of authority, stubbornly independent; possess excellent work ethics and advances communications and interpersonal skills.244 The most valuable assets of the Baby Boomers is their emotional maturity and intelligence which plays a key factor in supporting successful communication and personal interaction. Baby Boomers also bring with them years of varied employment and life experience and skills all of which can bring value to any business. They are well educated, question authority, have excellent teamwork skills and thrive on adrenaline charged assignments.245 Generation Xers have the ability to use technology, they are willing to learn new things and accomplish tasks on their own merits. They are independent, hard-working and socially responsible.246 Generation Yers are smart, highly educated and ambitious. They are achievement oriented and value team participation and group activities. They are highly socialized, loyal, technologically savvy, and socially responsible and require work-life balance.247 Generation Zers are relatively new in the work place but have already established one valuable skill of being experts at on-line collaboration activities. They are technologically dependent, tolerant of alternative lifestyles, involved in green causes and social activism.248 Some of the similarities in skill set and commonalities shared by the various generations include the following: •

Use of suitable communication skills. Even though each generation has different preferences in their style of communication, each style or approach has its advantages. In addition, enhancement or additional styles of communication has been adopted by other generations.

•

All generations’ value acquisition of new skills as it constitutes an ingredient for success.

•

Each generation recognizes the value of change in technology and embraced the acquisition of technological skills that keep evolving and have become necessary to be able to survive and be competitive in today’s workplace.

Some Commonalities: ▪ ▪

Traditionalists and Gen Y employees tend to value security and stability. Traditionalists and boomers resist change but both crave training and development.249

244

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Gen X and Gen Y employees place a high value on workplace flexibility and work-life balance. Boomers and Gen Z are the most comfortable with diversity and alternate styles. Gen Y and Z are technologically adept and committed to socially responsible policies.250 Tackling Conflicts Resulting from Generational Differences Generational differences that sometimes cause conflicts in the workplace result from miscommunication and misunderstanding which can be prevented diffused through the following HR initiatives: ▪

Develop a communication program that is “inclusive” and focuses on strategic communication styles for different generations represented in the workplace.

▪

Understand the work styles for the different generations-Traditionalists and Baby Boomers do not like to be micro-managed while Gen Yers and Gen Zers crave specific detailed instruction about how things are to be done and are used to hovering authorities. 251

▪

Consider generational values-Each generation is protecting a distinct set of values and conflict may threaten these values. For example, Baby Boomers value teamwork, cooperation and buy-in while Gen Xers prefer a unilateral decision and move on-preferably solo.252

▪

Find a generational appropriate fix- One cannot change people’s experiences, but you can work with the set of workplace attitudes and expectations that bring about great results. For example, if there is a knowledgeable Baby Boomer who is frustrated by the lack of experience of a Gen Yer coupled with his or her sense of entitlement; turn the boomer into a mentor.253

▪

Facilitate Sharing of Generational Perceptions- Encourage employees to share their perceptions. For example- A Traditional may find the lack of formal manners of a Gen Yer offensive while a Gen Yer may feel “dissed” when this older employee fails to respect his or her opinions and input.254

▪

HR Practitioners should find creative ways of recruiting and retaining multi-generational talent and benefit from the contributions that each generation can contribute to the success of the organization in reaching its goals and objectives.

▪

Conduct generational information awareness/sharing sessions to educate people about the five generations and facilitate dialogue.

▪

Adapt your mentoring approach to maximize the communication preferences of each group.

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▪

Promote a respectful, open and inclusive environment.

▪

Train employees to develop strong interpersonal relationship skills to help foster relationships with each other.

▪

Ensure leaders remain open to new ideas and provide a constant feedback.

▪

Encourage employees to learn from each other- Each generation has valuable lessons to teach the next. Traditionalists and boomers have a wealth of knowledge and tricks of the trade that younger workers need to learn. Gen X employees are widely known for their fairness and mediation abilities. Generation Y workers are technological wizards and Gen Z hold clues to future workplace marketing and business trends.255

Most individuals are able to identify the skills needed to survive in the work place and acclimatize to changes when needed especially during challenging economic times when there is a need for people to find a way of maintaining a harmonious work environment.

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Gary Slywchuk, How Five Generations Can Work Together,TroyMedia, September 8,2010

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Talent Pool Contact: 6th Floor, Burns Building 237 8 Ave SE, Calgary, AB T2G 0K8 Phone: (403) 750-0439 info@talentpoolhub.com www.talentpoolhub.com

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