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Understanding a Multi-Generational Workforce

Understanding a Multi-Generational Workforce. Willow Jacobson School of Government, UNC-CH State Budget and Management’s Annual Conference October 15, 2008. Agenda. Demographic and diversity changes in the workforce Managing an intergenerational workforce

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Understanding a Multi-Generational Workforce

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  1. Understanding a Multi-Generational Workforce Willow Jacobson School of Government, UNC-CH State Budget and Management’s Annual Conference October 15, 2008

  2. Agenda • Demographic and diversity changes in the workforce • Managing an intergenerational workforce • Changing expectations and values at work

  3. The US Population Today

  4. Generations in the US Workforce

  5. NC State Agencies

  6. Juvenile Justice

  7. Governor’s Office

  8. Secretary of State

  9. Auditor

  10. Treasurer

  11. Public Instruction

  12. Justice

  13. Agriculture

  14. Labor

  15. Insurance

  16. OSP

  17. Administration

  18. Transportation

  19. Environment and Natural Resources

  20. Wildlife Resources

  21. Health and Human Services

  22. Correction

  23. Commerce

  24. ESC

  25. Revenue

  26. Crime Control and Public Safety

  27. Controller

  28. ITS

  29. Community College

  30. Board of Elections

  31. UNC Chapel Hill

  32. NC State

  33. Culture Resources

  34. Important toConsider • For every two experienced workers leaving the workforce, one will enter • Matures and Boomers embody the culture of most organizations today • In 2006 everyday 7,918 Boomers turned 60 • One in six workers will be over 55 years in 2008

  35. Exercise

  36. Matures

  37. Matures Formative Events • The Great Depression • Pearl Harbor • WW II • Hiroshima • The New Deal

  38. Matures Values • Duty, honor, dedication, sacrifice • Conformity, unity – “We First” • Hard times then prosperity • Patience • Importance of a job well done • Law and order; respect for authority • Adherence to rules • Age = Seniority

  39. Matures in the Workplace • Are loyal to their employer and expect the same in return • Believe promotions, raises, and recognition should come from job tenure • Measure a work ethic on efficiency

  40. On the Job Assets • Stable and Thorough • Detailed oriented • Loyal and Hard working Liabilities • Challenged by ambiguity and change • Reluctant to buck the system • Uncomfortable with conflict • Reticent when they disagree

  41. Matures in the Market • Faith in the nation’s institutions and the government • Demand quality • Are loyal customers but aren’t afraid to shop around • Follow the rules that have been established • Believe standard options are just fine

  42. Messages that Motivate • “Your experience is respected here” • “It’s valuable to the rest of us to hear what has –and hasn’t—worked in the past” • “Your perseverance is valued and will be rewarded” • Motivated by symbols

  43. Baby Boomers

  44. Baby Boomers Formative Events • The Civil Rights movement • Martin Luther King • John F. Kennedy • Vietnam War • Woodstock • The Cold War • Roe vs. Wade

  45. Baby Boomers Values • Stability • “Workaholic” • Competitive • Balancing family and work • Desire for respect • Success is largely visible • Personal development • Optimistic

  46. Baby Boomers in the Workforce • Evaluate themselves and others based on their work ethic • Work ethic measured in hours worked • Teamwork is critical to success • Relationship building is very important • Expect loyalty

  47. On the Job Assets • Service oriented • Driven • Good at relationship • Team players Liabilities • Not naturally “budget minded” • Uncomfortable with conflict • May put process ahead of result • Overly sensitive to feedback

  48. Baby Boomers in the Market • Are interested in products and services that will allow them to regain control of their time • Believe technology brings with it as many problems as it provides solutions • Want products and services that have been customized for them, the individual • Believe rules should be obeyed unless they are contrary to what they want; then they’re to be broken • Want products and services that will indicate to their peers that they’re successful

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