1、generation gap:closing the gap in the workplaceagenda8:30-8:458:45-9:009:00-9:309:30-10:0010:00-10:1510:15-10:4510:45-11:1511:15-11:4511:45-12:0012:00-1:001:00-1:151:15-1:451:45-2:152:15-2:302:30-3:003:00-3:303:30-4:154:15-4:30session one: introduction and course overviewicebreaker: this is me!sessi

2、on two: history in briefsession three: finding common groundbreaksession four: silents, boomers, xers, ys, and millennialssession five: recruiting that bridges the gapsession six: pre-assignment reviewmorning wrap-uplunchenergizer: thinking capssession seven: solutionssession eight: the value of pla

3、nningbreaksession nine: holding on for the good timessession ten: developing targeted retention strategiessession eleven: what we really wantworkshop wrap-upsession one: course overview develop our understanding of where the generation gap issue surfaces, and the impact it has on the modern workforc

4、e. understand and apply language that is specific to each generation currently in the workplace. explore organization strategies that overcome gap issues. evaluate the need and effectiveness of recruiting, retention, and succession plans in context of the generation gap. kingsley davis first wrote a

5、bout the generation gap (in a business sense) in 1940. there is a perception that one generation is vastly different from the other in terms of values, attitudes, and lifestyle; that cross-generationally, we do not have things in common. when we step back and really examine the situation however, al

6、though the conditions do exist, they are actually not that common. session two: history in brief what we see are the ways that previous generations have great influence on younger generations despite also having differences, and the ongoing idea that each generation cannot possibly meet the needs of

7、 the other. we need to view the gap as something that is far shallower and less confrontational. there are currently four, and sometimes even five generations, working in one place. session two: history in brief silent generation (sometimes called radio babies), born 1930-1945. baby boomers, born 19

8、46-1964 in the us, to 1966 in canada, to 1971 in the united kingdom. generation x, born 1965-1976. generation y, born 1977-1985. millennials, born 1986 and later.session two: history in brief by 2010, the us will be short 10 million workers. about 80% of people in the workforce dont want to go to wo

9、rk at the beginning of their workweek. 97% of people would change occupations if they became financially independent. session two: history in brief session two: history in brief individuals across all generations have very similar values. the place where conflict arises is in how the values are expr

10、essed. authentic teams go through the stages of forming, storming, norming, and performing. what are the markers of an authentic team?session three: finding common ground is this essay really written about generation ys and millennials or should the labels be changed? if the labels should be changed

11、, what labels would you put in their place? if the labels should not be changed, explain why or why not.session three: finding common groundsilent generation born 1930-1945 grew up with news coming in the form of newspapers and radio aftermath of world war i and the stock market crash of the 1920s b

12、elonged to the era that brought jazz music alive. drawn into world war ii worked at mostly manual jobs, raised families, went to church, and celebrated life as part of a mostly nuclear family session four: silents, boomers, xers, ys, and millennials baby boomers born 1946-1966 born in the celebrator

13、y period post-world war ii period of economic growth and technological advancement part of (or observed) the korean conflict, the vietnam war, and the cold war technology advanced at a rapid pace family and associated supports such as church were central to the makeup of society availability of the

14、birth control pill had a huge impactsession four: silents, boomers, xers, ys, and millennials generation xers born 1965-1976 fully embraced the technological age in some cases, raised by tv saw many of their own and their friends parents laid off from work as businesses downsized, reorganized, and r

15、e-engineered people started to look to college and university as a normal extension of school, rather than as something reserved only for the very wealthy session four: silents, boomers, xers, ys, and millennials generation yers born 1977-1985 launched the phenomena of the latchkey kid dedicate cons

16、iderable time to home-based computer and internet activities culture of computer based games individual ownership of telephones (particularly cell phones) find it difficult to imagine life that is not fully supported by technologysession four: silents, boomers, xers, ys, and millennials millennials

17、born 1986 and later named as such because they are entering the workforce at or around the turn of the millennium plenty in common with generation y in terms of being raised with technology, the internet, and the proliferation of mass communication added concerns about their personal safety and secu

18、rity proliferation of violence has profound impactsession four: silents, boomers, xers, ys, and millennials in what way does understanding the major influences described in this session impact the people who make up your current workplace? are there incidents that you can add to the categories above

19、 that will add to your understanding of each generation? in what way does knowing these things impact the way you design the workplace in terms of recruiting, hiring, and retaining employees?session four: silents, boomers, xers, ys, and millennials session five: recruiting that bridges the gap as ba

20、by boomers age, they will be a drain on employee benefit plans. millennials do not appear to want or need to pay for benefit plans. all generations are becoming more and more aware of issues surrounding nutrition, activity, and lifestyle. benefits are not on the minds of most young people when they

21、only have themselves to look after. what millennials do appreciate, however, is a different approach to benefit plans. what we have in common is the expressed need for cafeteria-style benefits, but for different reasons depending on a persons age. give two reasons that employers need to consider ben

22、efit plans for each of the generations currently in the workplace. session five: recruiting that bridges the gap answer key the silent generation baby boomers generation x generation y baby boomerssession six: pre-assignment review have you ever found yourself saying, or overheard, the following com

23、ments:these young kids refuse to dress properly for work.our young employees dont have any loyalty to this place.these guys from the ol guard wont be able to keep up with us once we figure out whats happening around here. when i was a new employee, iwhen i get to be the manager, i session six: pre-a

24、ssignment review in terms of what we know about generalizations, what can you say about these comments? based on what we know already, how are workplaces set up to manage workplace generational issues? can you cite some real examples of workplaces that do not seem to have generation gap issues? why

25、do you suppose that is?session six: pre-assignment review silents and boomers will appreciate job ads that outline:value of their experience and expertise.a detailed job description.traditional recruiting methods, like classified ads, outplacement firms, or recruiting companies.session seven: soluti

26、onsgeneration xers, ys, and millennials will appreciate: short, snappy writing. emphasis on fast-paced, individual contributions, work-life balance, opportunities for growth. technological recruiting methods like internet job boards, company web sites, and networking.session seven: solutions same po

27、ints apply to different ways of categorizing. we must ensure that just as we understand the impact of generation on the workplace, we also understand the impact of personality.session seven: solutions we must be a part of a learning organization. succession planning does not exist in a vacuum. succe

28、ssion planning requires the development of reliable data gathering. succession planning requires senior level support. you must continually assess your results. you do not have to do it all at once.session eight: the value of planning coaching and mentoring can be effectively used to prepare future

29、leaders can be an important aspect of succession planning good coaches actually take the time and make the effort to learn how to coach available with specialties in certain areas works across generationssession eight: the value of planning not everyone wants to retire at 60 or 65. members of this g

30、eneration do not wish to be put out to pasture. there are some company programs that can put a long serving member of this generation in a distinct disadvantage if they stay in your workplace. it is very important to ensure that these problems are addressed. session nine: holding on for the good times evaluate the ages of your workforce. develop attraction and retention strategies. look at processes to determine whether you are as effective as you can be. communicate. assess skill development issues. be active in your retent