Engaging the Multigenerational Workforce

Engaging the Multigenerational Workforce Susan Murphy, MBA, PhD Senior Consultant Claire Raines Associates Kathy Greco, LMSW, CEAP Director, Health & Performance Initiatives ValueOptions

Agenda • The Business Case • Overview of the Generations • Workplace Implications • Best Practices • Generational Perspectives on the EAP and Typical Issues • Discussion SummitQuestions@valueoptions.com

The Business Case • Competition for talent • More generations working side by side • Productivity and business results linked to work environment • Customers from all generations SummitQuestions@valueoptions.com

Primary Aspects of Diversity Adapted from Workforce America! by Marilyn Loden & Judy Rosener SummitQuestions@valueoptions.com

Generations • 2007 & 2011 WWII Generation (Traditional Generation) born before 1940 67 plus 3% 5 million in 2011 71 plus 1% 2 million Baby Boom Generation(Post WWII Boom in Births: 1946-1964) born 1940-1960 47-67 37% 55 million in 2011 51-71 29% 46 million Generation X born 1960-1980 27-47 45% 68 million in 2011 31-51 44% 69 million Millennial Generation (Generation Y) born 1980-2000 7-27 15% 22 million in 2011 11-31 26% 40 million SummitQuestions@valueoptions.com

Questions for Organizations • What is the generational composition of your current workforce? • What will the generational composition of your workforce be in 5 years? • What is the generational composition of your customer base? • What will the generational composition of your customer base be in 5 years? SummitQuestions@valueoptions.com

Our Perspective and Values …are shaped by the world around us during our formative years. SummitQuestions@valueoptions.com

WWII Generation SummitQuestions@valueoptions.com

Baby Boom Generation SummitQuestions@valueoptions.com

Generation X SummitQuestions@valueoptions.com

Millennial Generation SummitQuestions@valueoptions.com

How Parenting Differed WWII Baby Boomer Discipline Dr. Spock Schedules Throw away schedule Conformity Love & nurture, Strict obedience pamper & cherish “Spare the rod, spoil the child” Stay-at-home moms Generation X Millenial Parenting by proxy Parental advocacy Working moms Put children first Latchkey children Soccer moms Soaring divorce rates Supervision Autonomy & independence Strictness on drugs, drinking, driving SummitQuestions@valueoptions.com

Benefits of the Multigenerational Team • Can attract/retain talented people of all ages, more inclusive • More flexible • Can gain/maintain greater market share because reflect multigenerational market • Decisions are stronger, more broad-based with multiple perspectives • More innovative and creative • Can meet needs of diverse public and can relate more effectively SummitQuestions@valueoptions.com

Root Causes of Conflict • Work ethic • Technology • Relationships • Outlook SummitQuestions@valueoptions.com

Root Causes of Conflict (cont.) • Perspective • View of authority • Leadership SummitQuestions@valueoptions.com

The Titanium Rule Do unto others, keeping their preferences in mind. SummitQuestions@valueoptions.com

Communication • WWII Generation • Logical, linear, conservative • Baby Boom Generation • Personable, information = reward • Generation X • Direct, straightforward, results-oriented • Millennial Generation • Positive, motivational, personal goal-oriented SummitQuestions@valueoptions.com

Turn-offs • WWII Generation • Profanity, slang, poor grammar, disrespect • Baby Boom Generation • Brusqueness, one-upmanship • Generation X • Using time poorly, corporate-speak • Millennial Generation • Cynicism, sarcasm, condescension SummitQuestions@valueoptions.com

Motivation for WWII Generation • WORDS that motivate: • “Your experience is respected here.” • REWARDS that motivate: • Tangible symbols of loyalty, commitment and service • MANAGEMENT ACTIONS that motivate: • Managers connect their actions to overall good of organization SummitQuestions@valueoptions.com

Motivation for Baby Boomers • WORDS that motivate: • “We need you. You can make a difference.” • REWARDS that motivate: • Personal appreciation, promotion, recognition, status symbols • MANAGEMENT ACTIONS that motivate: • Managers get them involved and show them how to make a difference SummitQuestions@valueoptions.com

Motivation for Generation X • WORDS that motivate: • “Do it your way.” “There is life beyond work.” • REWARDS that motivate: • Free time, upgraded resources, opportunities for development, bottom-line results, certifications to add to resume • MANAGEMENT ACTIONS that motivate: • Managers give them choices and let them work autonomously SummitQuestions@valueoptions.com

Motivation for Millennials • WORDS that motivate: • “We respect you here.” “What are your goals?” • REWARDS that motivate: • Awards, certificates, tangible evidence of credibility • MANAGEMENT ACTIONS that motivate: • Managers connect actions to their personal and career goals SummitQuestions@valueoptions.com

Is Your Workplace Gen-Friendly? • There’s not just one type of successful person here. • On teams, we include a variety of perspectives. • We treat employees as customers. • We sometimes joke about our different perspectives. • We talk openly about what we want from our jobs. • We base policies on what customers/employees want. SummitQuestions@valueoptions.com

Gen-Friendly (cont.) • We have a minimum of bureaucracy and red tape. • People who work here have the big picture along with specific goals and measures—and feel free to find their own best way of reaching them. • We expect the best from everyone. • We focus on retention every day. SummitQuestions@valueoptions.com

12 Best Practices Companies that are most successful at recruiting and retaining across generations… Study generational composition; use the information in many HR strategies. Train about generations in a variety of formats. Match workforce to customer base. Include all generations on boards and councils. SummitQuestions@valueoptions.com

12 Best Practices (cont.) Companies that are most successful at recruiting and retaining across generations… • Support continuing education. • Reward managers for retention. • Reward performance and productivity. • Offer horizontal movement. SummitQuestions@valueoptions.com

12 Best Practices (cont.) Companies that are most successful at recruiting and retaining across generations… • Plan for succession. • Offer mentoring programs. • Offer flexible scheduling. 12. Offer a wide variety of benefits. SummitQuestions@valueoptions.com

Questions? SummitQuestions@valueoptions.com

SummitQuestions@valueoptions.com

Analysis • Developed profile in terms of: • demographic characteristics • lifestyle characteristics • communication preferences • Identified patterns of substance abuse and related problems • Projected needs/behaviors in light of historic EAP and behavioral health care utilization patterns SummitQuestions@valueoptions.com

Engage • Developed CD using multigenerational approach • Highlighted the unique issues and needs concerning each generational group, including pertinent workplace issues: • mental health issues • alcohol and substance abuse • financial • family (child care, elder care, etc.) • Provided information and tools to help employers address these issues: • articles • posters/brochures • sample timelines SummitQuestions@valueoptions.com

The Gen Y Perspective of the EAP • Predisposed to seek treatment only in crisis • Seek the services of the EAP less often than the general employee population • Of the Gen Y workers seeking assistance from the EAP, more tend to be female • Male employees more likely to receive services related to substance abuse SummitQuestions@valueoptions.com

Financial issues Debt management Savings Loans and credit Legal issues Traffic violations Drunk driving Criminal issues (such as assault) Child custody and support Marital/family issues Communication Financial dependence Effective communication Healthy relationships Cohabitation Medical issues Pregnancy Routine, preventive medical care Accidents Mental health issues Depression Anxiety Appearance of long-term, chronic disorders, such as bipolar disorder and thought disorders (e.g., schizophrenia) Substance abuse issues Binge drinking Experimentation with illicit drugs Typical EAP ProblemsGen Y Members Experience SummitQuestions@valueoptions.com

The Gen X Perspective of the EAP • EAPs help employees balance work and life. • Gen X employees look to what the EAP can do for them. • Skill development and wellness seminars, work/life programs and workplace programs designed for flexibility will draw the attention of Gen X employees. SummitQuestions@valueoptions.com

Typical EAP ProblemsGen X Members Experience • Medical issues • Pregnancy • Smoking-related health issues • Mental health issues • Depression • Anxiety • Eating disorders • Substance abuse issues • Marijuana • Alcohol • Financial issues • One-income families with children • Savings • Legal issues • Divorce • Child custody and support • Marital/family issues • Career vs. marriage and family • Parenting roles • Relationships SummitQuestions@valueoptions.com

The Baby Boomer Perspective of the EAP • Have driven the development of EAP services over the last 20 years • Broad-brush programs providing assistance with work stress, family issues, assessment for depression and anxiety, as well as grief and loss issues • Legal, financial and work/life services have been incorporated into many EAP services with the aim of assisting employees on a variety of aging-related topics SummitQuestions@valueoptions.com

Typical EAP ProblemsBaby Boom Members Experience • Financial issues • Savings and debt management • Retirement planning • Legal issues • Estate planning, wills and trusts • Long-term care • Issues of aging relatives • Marital/family issues • Child and elder care • Marital/family relationships • Medical issues • Lifestyle issues • Chronic illness • Mental health issues • Depression • Anxiety • Self-esteem • Substance abuse issues • Disease • Prescription drug issues SummitQuestions@valueoptions.com

The Traditional Generation Perspective of the EAP • Occupational alcoholism program • May not be aware of or be comfortable pursuing the broad spectrum of employee assistance services now available • Less likely to seek the services of the EAP • Likely to feel obliged to handle any personal concerns alone SummitQuestions@valueoptions.com

Typical EAP Problems Traditional Generation Members Experience • Medical issues • Chronic disease • Diseases of aging • Mental health issues • Depression • Substance abuse issues • Disease • Financial issues • Retirement • Long-term care • Managing income and expenses • Legal issues • Estate planning, wills and trusts • Health care proxy and living wills • Marital/family issues • Marital/family relationships SummitQuestions@valueoptions.com

Approach • Target interventions to specific human capital risks • Manage risks using resources efficiently • Offer employers solutions to engage the workforce • Build an environment that fosters employee resiliency SummitQuestions@valueoptions.com

Expected Outcomes • Increased knowledge of needs and preferences of generational populations • Increased awareness of EAP services among targeted population • Increased EAP utilization among targeted population: • Self-referred • Management referred • Reduced prevalence of alcohol misuse and abuse among targeted population SummitQuestions@valueoptions.com

Discussion SummitQuestions@valueoptions.com

Engaging the Multigenerational Workforce