Learn about, categories and traits about generations, the importance of people, employee centred goals and managing and leading Gen Y's

1. WELCOME
TRAINING PROGRAM ORGANIZED BY
MANAGING GENERATION Y

2. MODULE 1
Categories Characteristics & Traits Of
Generations

3. COMMON WORKPLACE CONFLICTS
• He is not committed to his job
• She does not listen to my ideas
• He has a poor work ethics
• He does not follow direction

4. CATEGORIES OF GENERATIONS
• Veterans, born before 1945
• a.k.a. World War II generation.

5. CATEGORIES OF GENERATIONS
• Baby boomers (born 1945-1964)
• Grew up in a time of much more prosperity

6. CATEGORIES OF GENERATIONS
• Generation X (born 1965-1980)
• Raised on technology, with everything from
televisions and microwaves to videocassette
recorders and personal computers becoming
more commonplace early in their lifetime.

7. CATEGORIES OF GENERATIONS
• Generation Y (born 1981-2000)
• Are just now starting their working lives and
beginning to emerge with yet another unique
generational personality.

8. CHARACTERISTICS
baby boomers
• Idealistic
• Competitive
• Question Authority

9. TRAITS
baby boomers
• Motivated by $, title, recognition, promotion
• Willing to work long hours as long as they see
they will get ahead, earn $ and/or bonus
• On Work-Life Balance: “Work matters most” -
Career Advancement mentality: Prove yourself
with long hours; pay your dues

10. CHARACTERISTICS
Gen X
• Resourceful
• Self-reliant
• Highly adaptive to change & technology

11. TRAITS
Gen X
• Members of this generation have grown up
and are comfortable with ever-evolving
technologies.
• They are also rated highly on their ability to
learn quickly and embrace diversity.
• Tend to work well in situations where
conditions are not well-defined or are
constantly changing

12. CHARACTERISTICS
Gen Y
• It’s all about me
• Globally concerned
• Realistic
• Cyber-savvy

13. TRAITS
Gen Y
• Like multi-tasking, e.g., listening to music,
while texting , & talking
• Easily bored short attention spans - expect
Gen-Y’s to have many job changes
• Personal fulfilment is their motivator
• Workplace flexibility should suit my needs
• People who are used to getting their way
instantly may not be able to handle even small
rejections

14. WHY SHOULD WE CARE?
• We know these differences impact our
employees and the effectiveness and
productivity of our businesses

15. WHY SHOULD WE CARE?
• A great labour shortage is beginning to
occur…We need to be able to attract and
retain the best and brightest of all four
generations in order to remain competitive

16. ANNUAL GALLUP POLL FINDS EMPLOYEE
ENGAGEMENT NEARING ALL TIME LOWS
TRANSLATION:
• Emotionally disconnected from their
workplaces
• Less likely to be productive.

17. MODULE 2
The Importance Of People

18. THE IMPORTANCE OF PEOPLE
• The workforce… the people who are the
company.
• And when it comes to people, research has
shown, time and again, that employees who
are engaged significantly outperform work
groups that are not engaged

19. THREE KEY DRIVERS IMPACT
EMPLOYEE ENGAGEMENT
1. Relationship with immediate supervisor
2. Belief in senior leadership
3. Pride in working for the company

20. HOW TO WORK WITH GEN Y’S?
share your experience
• Be a role model
• Set clear expectations
• Show them respect
• Challenge them – help them learn
• Be flexible
• Develop social /work relationships
• Have some fun at work

21. MODULE 3
Employee Centred Goals

22. PERSON-CENTERED SUPERIORS
Good Listener
• Less focused on imposing own will than on
hearing what other person is saying

23. PERSON-CENTERED SUPERIORS
Perceptive
• Able to understand subtle issues people are
dealing with, as well as what motivates and
what doesn’t motivate.

24. PERSON-CENTERED SUPERIORS
Open Communicator
• Approachable, candid, easy to talk to,
available when needed

25. PERSON-CENTERED SUPERIORS
Calm Demeanour
• Not excitable, able to remain cool under
stress, I.e., opposite of hot tempered.

26. PERSON-CENTERED SUPERIORS
Genuinely Concerned
• Care about people well-being and can be
trusted to keep their word.

27. MODULE 4
Managing & Leading Gen Y’s

28. MANAGING & LEADING GEN Y’s
What motivates Gen Y’s?
“Am I continuing to learn & grow?"

29. MANAGING & LEADING GEN Y’s
Gen Y’s learn and grow through:-
• Social collaboration

30. MANAGING & LEADING GEN Y’s
Gen Y’s learn and grow through:-
• On going feedback

31. MANAGING & LEADING GEN Y’s
Gen Y’s learn and grow through:-
• Public recognition

32. WHAT CAN YOU DO FOR GEN Y’S
• Traditional performance reviews don't help
them motivate or learn
• Get rid of the Performance Review
• It destroys morale, kills teamwork

33. WHAT CAN YOU DO FOR GEN Y’S
• Employees want frequent on going coaching.
• The performance review should be replaced
by on going contact with Managers who know
the work and who can become coaches.

34. WHAT CAN YOU DO FOR GEN Y’S
• Praise from Managers and Leadership
attention are more effective motivation than
financial incentives
• It motivates and amplifies learning

35. IN SUMMARY
• Gen Y’s are growing up quickly and account for
almost half of the workforce today
• They want recognition more than money
• Time for change
• They are here to stay

36. THANK YOU