Office Soon | free documents download

Corporate Training Christine Nivens 214-733-3139

Corporate Training Christine Nivens 214-733-3139 Generations at Work Generations at Work by Christine Nivens 2 Christine Nivens - Vitae CHRISTINE NIVENS is a graduate of the Dispute Resolutions at SMU and has fifteen years business expertise. She specializes in group training and one-on-one coaching on conflict resolution, management, negotiation, workplace disputes, parenting, and communication skills. She has completed a Masters degree in Clinical Psychology at SMU in Dallas and is currently gaining experience as an LPC intern while counseling children of all ages and adults. She currently has experience leading anger, conflict, and stress management groups in a mental health organization. Generations at Work by Christine Nivens 3 Introduction Workplace dynamics are changing at an incredible pace today. How do we cope with the changing styles of communication, attitudes about work, and management styles that collide in the hallways and board rooms of America? This course will provide some of the insights and solutions for understanding and embracing the Generations at Work. Generations at Work by Christine Nivens 4 Summary of Course The Workplace and Ability to Embrace Change About The Generations The Veterans The Baby Boomers The Generation Xers The Generation Nexters Managing the Generations Generations at Work by Christine Nivens 5 Who am I? Vetran, Boomer, Xer, or Nexter What generation is this instructor? Discussion for later Generations at Work by Christine Nivens 6 What Generation are You? The Veterans The Baby Boomers The Generation Xers The Generation Nexters The Generation Jones Generations at Work by Christine Nivens 7 GENERATIONS AT WORK Ron Lemke, Claire Raines, and Bob Filipczak Managing the Clash of Vetrans, Boomers, Xers, and Nexters in Your Workplace Introduction Today, as America is once again, if not the dominant global economic force, there is more cautions, worry and attitude in the halls of American commerce To paraphrase Charles Dickens, 000We are living, organizationally and individually, in a best of times and yet a worst of times.00/font> No job is safe Acquisition Consolidation Rapid directional change Game of musical chairs The fewer the better concept Generations at Work by Christine Nivens 8 Introduction 00/i> In this environment there is a growing sense of individual and generational enmity 00S00versus 00HEM00 and 00very man, woman and child for him/herself00/font> Today00 workplace can be a positive, productive and compatible home for old, not so old and young worker00 alike Management must be aware and enlightened Management must be proactive Design systems directed towards prevention of generation issues Generations at Work by Christine Nivens 9 The Generations The Veterans Statistics How Generations Differ Events, People, Culture Values Personality Work Profile Management Style Key Principles Key Facts The Boomers Statistics How Generations Differ Events, People, Culture Values Personality Work Profile Management Style Key Principles Key Facts The Xers Statistics How Generations Differ Events, People, Culture Values Personality Work Profile Management Style Key Principles Key Facts The Nexters Statistics How Generations Differ Events, People, Culture Values Personality Work Profile Management Style Key Principles Key Facts Generations at Work by Christine Nivens 10 Generation Exercise My Generation is The Veterans The Baby Boomers The Generation Xers The Generation Nexters The Generation Jones Myths about: The Veterans The Baby Boomers The Generation Xers The Generation Nexters Generations at Work by Christine Nivens 11 Add Outline Here00/i> Generations at Work by Christine Nivens 12 Who are YOU? Boomer, Jonser, or Xer As a kid, which show did you watch on Saturday mornings? Kukla, Fran and Ollie or Howdy Doody Jonny Quest or Archie Jabberjaws or the Great Grape Ape As a kid, which show did you watch at night? Quiz show or Jack Benny Family Affair, Gentle Ben, or Mary Tyler Moore The Waltons, Happy Days, or Moonlighting Which video game did you play? What video game? Pong and Space Invaders Donkey Kong As a kid, which TV duo did you watch? Ozzie and Harriet Sony and Cher Donny and Marie Which song do you identify with? 00nockin on Heaven00 Door00/b> 00 Still Haven00 Found What I00 Looking For00/b> 00t00 the End of the World as We Know It ..00/b> Which time saver food burst on the scene during your formative years? TV dinners Hamburger Helper Microwave popcorn Which ensenble would you most likely have worn to high school Long hair, bell-bottoms, and a headband Mutton chop sideburns, painter00 pants, and a POW bracelet Khaki pants, a Tommy Hilfiger shirt, and Armani cologne Which slogan do you identify with? Make love not war No Nukes Whatever Which public health problem was in all the newspapers when you hit young adulthood? Herpes Toxic Shock Syndrome Aids Which gathering were you old enough to attend? Woodstock Live Aid Lollapooza Generations at Work by Christine Nivens 13 Generation Jones Age 35 to 44 Bill Gates Born between 1954 and 1965 Instead of dream-come-true, as their careers were starting: Double digit inflation Lines at gas station Stock market crash Baby Boomers Forgotten Siblings 00 was fairly anti-boomer; I did not relate to that at all. It started to gel with my own perception of who I was when I heard that description.0000David Daniel a psychologist 2000 Big Bucks 00spend $1.4 trillion annually Shopping habits differ from Boomers and Xers 26% of the adult population in America Are Pragmatic 00not idealistic and dreamy like Boomers or cynical like the Xers Practical solutions to solvable problems More concerned about price and saving money No optimism about financial future Sick economy while in job market 00Boomers getting good jobs and buying homes Make their life easier 00 juggling many responsibilities Give them the illusion of control Need to seize the day to work towards accomplishing their dreams Generations at Work by Christine Nivens 14 Different View Points Boomer00 view ME decade Inward focus Unfriendly economy Economic bust Drastic cultural changes Feminism Sexual freedom Xers View Rapid change Uncertainty Social atomization Latch key kids Constant flux Drugs, Aids, Pollution, National debt 00/font> Society out of control Working for a living Generations at Work by Christine Nivens 15 Generation Management Exercise My Generation is _________ Management that works for US: Management that works with: The Veterans The Baby Boomers The Generation Xers The Generation Nexters Generations at Work by Christine Nivens 16 Generation Motivation Exercise My Generation is _________ Motivation that works for US: What motivates: The Veterans The Baby Boomers The Generation Xers The Generation Nexters Generations at Work by Christine Nivens 17 Generation Xer Profile Xer00 Perspective on Management in the Workplace Common Misconceptions Common Management Mistakes Xers Corporate Culture Management Styles That Work Motivation the Xer Way Bringing out the Best Recommendations Generations at Work by Christine Nivens 18 Managing Generation X00rs Common Misconceptions Disloyal X00rs know discontinuity Shocking pace of tech change Organization must reflect X00rs values X00rs want to make an impact Ability to adapt to change easily Are cynics X00rs have a deeper loyalty to give Must be cultivated Think creatively and strategically Able to take risks and work collaboratively Have short attention spans Ability to mult-task and process information like a computer Ask a lot of questions Children of video games and computers Comfortable with E-mail, voice mail, fax, beepers and cell phones Must be challenged with new skills and information X00rs are arrogant Individualism and entrepreneurial style Ability to fend for themselves 00latch key children Youth formed by self-sufficiency Isolation defined post-modern life Swim against demographic current Generations at Work by Christine Nivens 19 Managing Generation X00rs More Common Misconceptions Want to be Micro-managed Are slackers Want to have control Want to have fun working hard Make decisions that affect the bottom line Not want trust or involvement Let me figure out a way to solve the problem Bottom Line Tell me what to do Give me enough information to do my job Let me Create and Problem solve!! Allow x00rs the resources to find solutions to challenging problems, share information and methods of practice w/o dictating unnecessary rules allow x00rs the ability to learn by doing and inspire them to engage your innovative powers in the process then prepare to be impressed with the end-product! Generations at Work by Christine Nivens 20 Managing Generation X00rs Mistakes Made 00. Misuse of Xers time X00rs work long and hard Are strong and ambitious False urgency because of Manager00 failure to plan or inefficiency Would like to produce a quality product but do not get the time to do it Bad Planning causes false urgency Would like to produce a quality product but do not get the time to do it Understaffed projects Controlling Xers time Allow Xers to manage own time Inadequate Instructions Waiting on necessary resources Misuse Xers time Despise working long unproductive hours Quantity versus Quality Working hours even though no work to do Generations at Work by Christine Nivens 21 Managing Generation X00rs Mistakes Made 00. Micro-managing Xers Want independence and creative freedom at work More responsibility and ability to learn new skills Provide goals not tasks Encourage ownership and ability to affect the end-product of the work Demotivate Xers 00/font> Want immediate rewards Lack confirmation and positive feedback Want recognition for hard work Taking credit on projects Create anxiety through lack of feedback (positive) must be accurate, specific, and timely Lack of information Focus on politics not strengths and Weaknesses Unrecognized hard work Generations at Work by Christine Nivens 22 Managing Generation X00rs Xers and Corporate Culture 00. Xers expectations have been lowered Xers step cautiously in the world Xers will not invest their best in managers whom refuse to invest in them Some corporate cultures make Xers uncomfortable Xers look for institutional relationships which provide investment friendly environments Valuable teams to support them Recognition of hard work Ground to build themselves Feel valued and can make a difference Want to work as a team and commit to a mission Able to participate in setting the goals Leadership must be earned Must have input and adequate information to do their job well Xers are usually the ones staying later than others No set time schedules Mistreatment 00expendable resources BAD Management Building Diversity??? Generations at Work by Christine Nivens 23 Managing Generation X00rs Management styles that work 00/font> Building Authority by learning the details of the Xers work responsibilities Been out in the field and provide valuable information and support Focus on fixing the problem Work was evenly divided and getting done Listens to input Implement Xers ideas and include their work in the final product Receiving credit 00Xers treated liked valued sources of skills and knowledge Go to bat for them Admit weaknesses and share strengths Work as a team Make team meetings fun Have team activities w/o work to develop a team spirit COMMON MISSION + STAR X = STAR X + STAR X = X TEAM SPIRIT Generations at Work by Christine Nivens 24 Motivation the Xer Way Have power and responsibility Go to bat for the individual Xer will feel safe going to bat for their manager Out on a limb to achieve creative results Raised in society which atomized the individual which few supports Must address their personal comfort needs Fun budgets, pizza or dessert parties, health club memberships, pats on the back, power meetings, office lunches Art galleries, hair salons, post office 00/font> Invest in the Xer Must have access to information and allow their input in the process to add value Generations at Work by Christine Nivens 25 Motivation the Xer Way 00 will do better is I am able to do it my way00/font> Let the Xer seek you out Give the Xers space Set clear deadlines for expected results and provide the information and resources needed for the Xer to achieve results at their pace Xer manage own time and set own schedule so that Xer is more willing to devote more time at work 00 whole lot better working for yourself than working for someone else00/font> Manager trust in their competence 00Xers are not afraid of making a mistake Allow the Xer to define the problem Generations at Work by Christine Nivens 26 Bringing Out the Best in Xers Xers will dominate the workplace of the future and become the managers of tomorrow Adaptability to change and comfort level with technology will allow them to be perfectly suited to managing the workplace Xers produce a lot of what managers are selling today and add great value to the bottom line Building corporate cultures that value the Xer00 unique style of communication and learning Best managers are actively involved in building Xers careers and provide them with opportunities to lead and build self-worth 00hen I am happy and feel valued, I work a lot harder00/font> 00ood management forsters long-term thinking00/font> Max Productivity = Information + Chance to Learn Trust, Trust, Trust your people Generations at Work by Christine Nivens 27 Recommendations to Managers Summary of recommendations: Abandon the myths Recognize the Xers generation expectations Distinguish between arrogance and independence Support Xers quest for self-based career security Spend the time up front that allows you to delegate Build corporate cultures that value the individual Provide individuals with the opportunity to excel Give Xers the psychological space to thrive Focus on the Results not Process Give individuals responsibility for the end-result Set clear deadlines for tangible end-products or results Provide Xers with as much information as you can Keep open lines of communication and be available Treat individuals questions as opportunities to teach Outline and clearly define goals Let Xers manage as much of their time as possible Make work a proving ground for Xes creativity Build constant feedback loops Make feedback accurate, specific and timely Celebrate Xers successes Generations at Work by Christine Nivens 28 The Human Factor by Gerard M Blair When you are struggling with a deadline or dealing with delicate decisions, the last thing you want to deal with is "people". When the fight is really on and the battle is undecided, you want your team to act co-operatively, quickly, rationally; you do not want a disgruntled employee bitching about life, you do not want a worker who avoids work, you do not want your key engineer being tired all day because the baby cries all night. But this is what happens, and as a manager you have to deal with it. Few "people problems" can be solved quickly, some are totally beyond your control and can only be contained; but you do have influence over many factors which affect your people and so it is your responsibility to ensure that your influence is a positive one. You can only underestimate the impact which you personally have upon the habits and effectiveness of your group. As the leader of a team, you have the authority to sanction, encourage or restrict most aspects of their working day, and this places you in a position of power - and responsibility. This article looks briefly at your behavior and at what motivates people, because by understanding these you can adapt yourself and the work environment so that your team and the company are both enriched. Since human psychology is a vast and complex subject, we do not even pretend to explain it. Instead, the article then outlines a simple model of behavior and a systematic approach to analyzing how you can exert your influence to help your team to work. Generations at Work by Christine Nivens 29 The Human Factor by Gerard M Blair Behavior Consider your behavior. Consider the effect you would have if every morning after coffee you walked over to Jimmy's desk and told him what he was doing wrong. Would Jimmy feel pleased at your attention? Would he look forward to these little chats and prepare simple questions to clarify aspects of his work? Or would he develop a Pavlovian hatred for coffee and be busy elsewhere whenever you pass by? Of course you would never be so destructive - provided you thought about it. And you must; for many seemingly simple habits can have a huge impact upon your rapport with your team. Take another example: suppose (as a good supportive manager) you often give public praise for independence and initiative displayed by your team, and suppose (as a busy manager) you respond brusquely to questions and interruptions; think about it, what will happen? Probably your team will leave you alone. They will not raise problems (you will be left in the dark), they will not question your instructions (ambiguities will remain), they will struggle on bravely (and feel unsupported). Your simple behavior may result in a quagmire of errors, miss-directed activity and utter frustration. So if you do want to hear about problems, tell the team so and react positively when you hear of problems in-time rather than too-late. Motivation When thinking about motivation it is important to take the long-term view. What you need is a sustainable approach to maintain enthusiasm and commitment from your team. This is not easy; but it is essential to your effectiveness. Classic work on motivation was undertaken by F. Herzberg in the 1950's when he formulated the "Motivation-Hygiene" theory. Herzberg identified several factors, such as salary levels, working conditions and company policy, which demotivated (by being poor) rather that motivated (by being good). For example, once a fair level of pay is established, money ceases to be a significant motivator for long term performance. Herzberg called these the "Hygiene" factors to apply the analogy that if the washrooms are kept clean, no one cares if they are scrubbed even harder. The point is that you can not enhance your team's performance through these Hygiene factors - which is fortunate since few team leaders have creative control over company organization or remuneration packages. What you can influence is the local environment and particularly the way in which you interact with your team. The positive motivators identified by Herzberg are: achievement, recognition, the work itself, responsibility, and advancement. These are what your team needs; loads-o-money is nice but not nearly as good as being valued and trusted. Generations at Work by Christine Nivens 30 The Human Factor by Gerard M Blair Achievement As the manager, you set the targets - and in selecting these targets, you have a dramatic effect upon your team's sense of achievement. If you make them too hard, the team will feel failure; if too easy, the team feels little. Ideally, you should provide a series of targets which are easily recognized as stages towards the ultimate completion of the task. Thus progress is punctuated and celebrated with small but marked achievements. If you stretch your staff, they know you know they can meet that challenge. Recognition Recognition is about feeling appreciated. It is knowing that what you do is seen and noted, and preferably by the whole team as well as by you, the manager. In opposite terms, if people do something well and then feel it is ignored - they will not bother to do it so well next time (because "no one cares"). The feedback you give your team about their work is fundamental to their motivation. They should know what they do well (be positive), what needs improving (be constructive) and what is expected of them in the future (something to aim at). And while this is common sense, ask yourself how many on your team know these things, right now? Perhaps more importantly, for which of your team could you write these down now (try it)? Your staff need to know where they stand, and how they are performing against your (reasonable) expectations. You can achieve this through a structured review system, but such systems often become banal formalities with little or no communication. The best time to give feedback is when the event occurs. Since it can impact greatly, the feedback should be honest, simple, and always constructive. If in doubt, follow the simple formula of: highlight something good point out what needs improving suggest how to improve You must always look for something positive to say, if only to offer some recognition of the effort which has been put into the work. When talking about improvements, be specific: this is what is wrong, this is what I want/need, this is how you should work towards it. Never say anything as unhelpful or uninformative as "do better" or "shape up" - if you cannot be specific and say how, then keep quiet. While your team will soon realize that this IS a formula, they will still enjoy the benefits of the information (and training). You must not stint in praising good work. If you do not acknowledge it, it may not be repeated simply because no one knew you approved. Generations at Work by Christine Nivens 31 The Human Factor by Gerard M Blair The work itself The work itself should be interesting and challenging. Interesting because this makes your staff actually engage their attention; challenging because this maintains the interest and provides a sense of personal achievement when the job is done. But few managers have only interesting, challenging work to distribute: there is always the boring and mundane to be done. This is a management problem for you to solve. You must actually consider how interesting are the tasks you assign and how to deal with the boring ones. Here are two suggestions. Firstly, make sure that everyone (including yourself) has a share of the interesting and of the dull. This is helped by the fact that what is dull to some might be new and fascinating to others - so match tasks to people, and possibly share the worst tasks around. For instance, taking minutes in meetings is dull on a weekly basis but quite interesting/educational once every six weeks (and also heightens a sense of responsibility). Secondly, if the task is dull perhaps the method can be changed - by the person given the task. This turns dull into challenging, adds responsibility, and might even improve the efficiency of the team. Responsibility Of all of Herzberg's positive motivators, responsibility is the most lasting. One reason is that gaining responsibility is itself seen as an advancement which gives rise to a sense of achievement and can also improve the work itself: a multiple motivation! Assigning responsibility is a difficult judgment since if the person is not confident and capable enough, you will be held responsible for the resulting failure. Indeed, delegating responsibility deserves another article in itself (see the article on Delegation). Advancement There are two types of advancement: the long-term issues of promotion, salary rises, job prospects; and the short-term issues (which you control) of increased responsibility, the acquisition of new skills, broader experience. Your team members will be looking for the former, you have to provide the latter and convince them that these are necessary (and possibly sufficient) steps for the eventual advancement they seek. As a manager, you must design the work assignment so that each member of the team feels: "I'm learning, I'm getting on". Generations at Work by Christine Nivens 32 The Human Factor by Gerard M Blair The underlying philosophy of BM is that you should concentrate upon specific, tangible actions over which you have influence. For instance "Alex is lazy" should be transformed into "Alex is normally late with his weekly report and achieves less than Alice does in any one week". Thus we have a starting point and something which can be measured. No generalities; only specific, observable behaviors. Before proceeding, it is worth checking that the problem is real - some "problems" are more appearance than substance, some are not worth you time and effort. So, stage 1 is to monitor the identified problem to check that it is real and to seek simple explanations. For instance Alex might still be helping someone with his old job. Stage 2 is often missed - ask Alex for his solution. This sort of interview can be quite difficult because you run the danger of making personal criticism. Now you may feel that Alex deserves criticism, but does it actually help? Your objective is to get Alex to work well, not to indulge in personal tyranny. If you make it personal, Alex will be defensive. He will either deny the problem, blame someone else, blame the weather, tell you that he knows best or some combination of the above. If, on the other hand, you present the situation in terms of the specific events, you can focus upon Alex's own view of the problem (why is this happening?) and Alex's own solution (what can Alex do about it - can you help?). Stage 2 will sometimes be sufficient. If Alex had not realized there was a problem, he might act quickly to solve it. If he had thought his behavior would pass unnoticed, he now knows differently. By giving Alex the responsibility for solving his own problem, you can actually motivate him beyond the specific problem: he may suggest on improved reporting system, or a short training course to deal with a technical short-coming. Finally, the demonstration alone that you are interested in Alex's work may be enough to make him improve. Never assume that you know better, always ask first - then if no solution is forthcoming, proceed to ... Stage 3 is the analysis stage and is based upon a simple model of behavior: every action is preceded by a trigger, and is followed by a consequence or payoff. Thus baby is hungry (trigger), baby wails (action), baby gets fed (payoff); or the report is due today (trigger), Alex goes for coffee break "to think about it" (action), Alex has a relaxing afternoon (payoff). Sometimes, good behavior is blocked by negative payoffs. For instance, if every time Clive informs his boss Diane about a schedule change (action), Diane vents her annoyance on Clive (payoff), then Clive will be less inclined to approach Diane with information in the future. One of the problems with communication in Ancient Greece was that the bearer of bad news was often executed. Once you have analyzed the problem, stage 4 is to find a solution. With most people-problems at work, you will find that the "bad" behavior is reinforced by a payoff which that person finds attractive. There are two solutions: 1) modify the payoff either by blocking it, or by adding another consequence which is negative, or 2) create a positive payoff for the alternative, desired "good" behavior. In the long term, the latter is preferable since it is better for motivation to offer encouragement rather than reprimand; optimally you should implement both. This is where you have to be creative. BM provides a manageable focus and a framework for analysis; you, as manager, must provide the solution. It is best to work on one problem at a time because this simplifies the analysis. Further, by addressing one, other related problems are often affected also. Let us consider "late reporting". Firstly, add a negative consequence to Alex's current behavior. State explicitly that you need the report by 3.30 on Friday (so that you can prepare your weekly schedule update) - and, if this does not happen, summon Alex at four o'clock to demand the report before he leaves for the weekend. This will probably ruin his "hour before the weekend" and he will wish to avoid it. Secondly, if Alex does get the report in by 3.30 make a habit of responding to it on Monday morning: if there is an issue raised, help Alex to solve it; if there is a schedule change, talk it over - but make it clear (say it) that you are only able to do this because you had time on Friday to read over his report. Thus Alex learns that he will receive help and support IF he gets the report in on time. Stage 5 is necessary because such plans do not always work. You must continue to monitor the problem and after a trial period, review your progress. If the plan is working, continue; if the plan has failed, devise a new one; if the plan has worked, look for a new problem to solve. Generations at Work by Christine Nivens 33 Learning Styles of the Generations On-Line Learning Styles Prefer independent, self-paced instruction Prefer to choose from a menu of online 00yber assignments00based on interest and relevance Respond well to collaborative activities ONLY if sufficient structure and guidance are provided Driven more by intrinsic motives Learners want timely and detailed feedback Do better with increased instructor interaction Key Words Traditionalists = LOYAL Baby Boomers = OPTIMISTIC Generation X = SKEPTICISM Millenials = REALISTIC Generations at Work by Christine Nivens 34 Managing the Generations in the Workforce Mapping Career Paths Different destinations Different routes Different speeds Traditionalists: 00uild a legacy00/font> Baby Boomers: 00uild a stellar career00 Generation X: 00uild a portable career00 Millenials: 00areer as Rubik00 cube00/font> Generations at Work by Christine Nivens 35 Managing the Generations Managing the Generations in the Workforce Sections: Recruitment Orientation and Training Feedback Rewards Retention Retirement Recruitment: Who searches the WEB for jobs? Traditionalists 30% Baby Boomers 40% Generation X 27% daily, 60% regularly United States Army Traditionalists: 00ncle Sam Wants You00 Baby Boomers: 00oin the People Who00e Joined the Army00(1973) Generation X: 00e All That You Can Be00(1981) Millenials: 00he Power of One00(2001); 00he00 Not Just My Daughter, She00 My Hero00 Generations at Work by Christine Nivens 36 Managing the Generations What do applicants want? Traditionalists: want to be a part of the company00 future Baby Boomers: want to move up within the company (have huge personal and financial responsibilities) Generation X: want to know exactly what they00l be doing, are they on the right career path Millenials: help them see the future/what role they will play Issues applicants consider00 Work conditions Location Flexible hours Level of technology Family-friendly policies 00ive me 3 good reasons why I should join your staff instead of the one down the street.00 Generations at Work by Christine Nivens 37 Managing the Generations Orientation Traditionalists Tradition has meaning; give history of company Discuss how their role will contribute to the larger picture Visuals should show this generation performing important tasks Baby Boomers Explain the company00 mission Acknowledge their desire to roll up their sleeves and dive in Assimilate them ASAP Generation X It can00 be boring! Use highly visual presentations Need to be convinced from the beginning that they made the right choice Talk straight about the negatives Have their peers present They make their decision whether to stay on long-term within the first six months Millenials Encourage them to look around for what they want to do next within the company Use hands-on and rapid-paced orientation with computer-based instruction Respects authority but not awed by it Sees leadership as a participatory process, will question rules and policies, will ask 00hy00 Generations at Work by Christine Nivens 38 Managing the Generations Training Traditionalists: 00 learned it the hard way, you can, too00 Baby Booomers: 00each 00m too much and they00l leave00 Generation X: 00he more they learn the more they stay00 Millenials: 00ontinuous learning is a way of life00 Setting Lighting, environment, nutrition, furniture Design setting for lowest common denominator Style: more action, less lecture Traditionalists don00 like role playing, playing games, looking stupid Boomers don00 want to look bad in front of the boss, may give 00afe00answer rather than honest one Generation X: Ban the overhead! Use potpourri of exercises, games, interactions and activities Millenials: Make it fun, experiential, allow them to come up with their own solutions Generations at Work by Christine Nivens 39 Managing the Generations Substance Connect learning goals to career goals Train employees in skills they will need NEXT as well as those they will need now. Life enrichment courses appeal to all generations: stress management, balance of work and family, financial planning, adoption support, heart-healthy living, etc.) Set ground rules early. Explain your credentials. Remember that age can be misleading. Feedback Traditionalists: 00o news is good news00 Baby Boomers: 00eedback once a year, with lots of documentation00 Generation X: 00orry to interrupt, but how am I doing?00 Millenials: 00eedback whenever I want it at the push of a button00 Needs to travel up the ladder as well as down Generation Xers can be very blunt Millenials have been asked their opinions their whole lives; may mistake silence for disapproval Both Gen X and Millenials need training in how to give feedback that is polite, respectful, non-threatening and non-confrontational. Rewards Traditionalists: satisfaction of a job well done Baby Boomers: money, title, recognition, the corner office Generation X: freedom is the ultimate reward Millenials: work that has meaning for me Generations at Work by Christine Nivens 40 Managing the Generations Retention Traditionalists: Job changing carries a stigma Baby Boomers: Job changing puts you behind Generation X: Job changing is necessary Millenials: Job changing is part of my daily routine Generations at Work by Christine Nivens 41 What Motivates Them? What motivates them? What do they want? Traditionalists (Pre Boomers) Money Public recognition Desire to lead Organizational loyalty Responsibility Accomplishment Control Baby Boomers More money Public recognition Desire for subordinates Loyalty to self Promotion Peer recognition Control Generation X Born 1961-1969 Do well by doing good Meeting organizational goals Recognition from boss Bonuses Stock options Born 1970-1981 Time off Meeting own goals Recognition from boss Skills training Stock options Mentoring Create A Generation Exercise Name of Generation: Identifiable Characteristics Era: Motivators Management Styles Conflict Scenario Describe a Conflict Situation - What You Said - What the Other Person Said 00/font> How would you approach it now00 Generations at Work by Christine Nivens 44 More Motivation Tips00/i> Communicate with your employee. Find out what interests them and what doesn00. Speaking with an employee frequently shows that you care about them in more ways than simply wanting them to keep up with productivity. This will increase an employee00 motivation as well. POINTS TO REMEMBER Keep these points in mind and motivation will have a chance to soar: Employee contribution important Recognition from an employer a must Retaining respect of peers and colleagues Keeping employee informed Stay flexible and make sure the employee can avoid as much red tape as possible Constant check-in with higher-ups only leads to micro managing and lack of motivation Make sure an employee has sufficient resources available to them Create a fun and stimulating work environment Make sure you communicate Keeping these methods of compensation in mind is what it takes to understand what it is that drives your employee to want to do a better job. They must WANT to do a better job or the work they do will never be as excellent as it could be. If you are ever in doubt as to what it is that drives your employee, simply ask, either in a group meeting or one-on-one. In fact, asking an employee what it is that motivates him or her is a good idea right from the start. Then, you can always be sure of what to provide. All in all, make sure that money isn00 the only thing you can offer an employee to increase his or her motivation. If it is, then as soon as the money is better somewhere else, your employee00 motivation will definitely increase00orking for the other company. Generations at Work by Christine Nivens 45 Define Balance What does 00alance00 mean to the generations? Retirement Traditionalists Well-earned reward after a lifetime of service Make up 80% of luxury travel 30% are enrolled in school Started their families early so will not be supporting a lot of dependents 72% plan to continue working in some capacity Phased retirement, job-sharing, telecommuting Baby Boomers Refuses to believe it is getting older; mention of retirement offends them AARP My Generation Intends to/has to work well into retirement years Re-tooling, consulting, home-based Offer training in how to prepare, both financially and emotionally Generation X Saving money at a younger age and faster pace Don00 intend to wait until retirement to enjoy themselves Greatest gift of all is TIME Offer sabbaticals, welcome back employees who left (boomerangers) Generations at Work by Christine Nivens 46 Where to get more information Generations At Work - Managing the Clash of Veterans, Boomers, Xers, and Nexters in Your Workplace Keeping Up With The Jonesers Article in American Way Magazine Managing Generation X

refer page:-------http://www.officesoon.com/doc/36100-corporate-training-christine-nivens-214-733-3139