APPROVED FOR 2 CEU's through HRCI
“What most people overlook is that each generation brings its own set of values, beliefs, life experiences, and attitudes to the workplace, and that can be the problem. … Different generations won’t become more alike with age. They will carry their “generational personalities” with them throughout their lives. In fact, when hard times hit, the generations are more likely to entrench themselves even more deeply into the attitudes and behaviors that have been ingrained in them.” So writes Lynne C. Lancaster and David Stillman in “When Generations Collide: Who They Are. Why They Clash. How to Solve the Generational Puzzle at Work.”
Most work environments are currently comprised of three generations: Baby Boomers (born: 1943-1960); Generation X (born: 1961-1981); and the Millennial Generation (born: 1982-2002). While Boomers are characterized as having been at the helm of intense and influential youth rebellion, wanting to have “meaningful” life experiences with a consuming focus on the quest for self, Gen X-ers are thought to have grown up feeling neglected and overlooked, and thus are considered to be cynical and alienated, even “slackers.” Then we add the newest generation to the mix – Millennials – who grew up with all of their activities organized for them, delivered to them, and presided over by adult authority, creating a team-orientation, an inclination towards ultra-achievement, a greater sense of optimism, a disproportionate orientation towards technology, and often unreasonable expectations for themselves and others. The result is a potentially volatile mix of personalities and outlooks, and organizations are finding themselves adjusting to this generational blend in ways that they never have before. By understanding each generation and how their influences affect behavior, businesses can anticipate further change and evolve their workplaces in a way that enhances their competitive position.
This program looks at prevalent research, examining the psychography of each of these prominent generations, with particular attention to how societal influences and educational systems have contributed to the generational characteristics. It will consider the need for organizations to recognize and respond to the issues of the multi-generational workforce as an essential competitive issue, how they can capitalize on the complement of skill sets and outlooks that are brought by the different groups, and mechanisms for developing a work environment where it is viewed and managed as a corporate asset.
This Program Will Help Participants To:
- Expand their understanding of the demographics and psychographics of the different generations.
- Recognize how and why these characteristics relate to the organizational infrastructure, methods of supervision, mechanisms for communication, and more.
- Consider action steps that they can take within the organizations in response to these various issues.
- Develop effective strategies for onboarding, supervision, and retention of new employees of any generation.