GENERATION X

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GENERATION X

• LESSONS LEARNED

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OBJECTIVES

• Demonstrate why engagement and retention are
  critical issues and the influence managers have.
• Introduce practical strategies and tips to help
  you make a difference.
• Begin a sustainable, repeatable, and predictable
  talent management effort.

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THE MULTI-GENERATION PICTURE

• SILENT GENERATION Born 19331945
• 52 million (10 of the workforce)
• BABY BOOMERS Born 19461964
• 76 million (45 of the workforce)
• GENERATION X Born 19651976
• 51 million (30 of the workforce)
• MILLENNIALS Born 19771998
• 75 million (15 of the workforce)

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Baby Boomers 1942-1960
Gen X 1960-1980

• Career
• Diplomatic
• Impressed by Authority
• Abundance Mentality
• Team Oriented
• Driven
• Relationship and Results
• Experience
• A Better World
• Seek Validation
• Paycheck
• Live to Work
• Optimistic

Job Blunt Unfazed by Authority Scarcity
Mentality Self Reliant Balanced Task and
Results Merit Survival Indifferent to Approval
Perks Work to Live Skeptical
Perspective on Work Communication Authority Res
ources Reliance Work Ethic Focus Entitlement
Perspective on the Future Approval Benefits Wor
k Philosophy Outlook
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GENERATION X (1965-1976)Declaring Their
Independence

• Learned independence and flexibility early.
  Latch-key kids.
• Not rebels often live at home post-college.
• Loyal to projects, co-workers and good managers
  not to organizations. Not impressed or
  intimidated by authority.
• Im having a life right now! Work to Live
  philosophy.
• See career lattices not ladders. Expect to do
  well financially, build new skills and expertise.
• Value diverse skills and experiences and are
  comfortable with job hopping.
• Want to be evaluated on merit not years of
  experience.
• Need to know their work is valued.

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TIPS ON HOW NOT TO MANAGE GENERATION X

• Chrono-Crunch Shortage of X-time resulting from
  bad planning, inefficiency or lack of respect.
• Dont waste emphasis on face time its an
  outmoded concept (quality vs. quantity)
• No space When managers micro-manage
• Rule of X Anyone you abuse has a powerful
  incentive to undermine your authority.

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TIPS ON HOW NOT TO MANAGE GENERATION X

• Undermining Xers self-confidence is the fastest
  way to kill Xers motivation.
• The best way to demotivate Xers is to make them
  feel that they are not getting the rewards they
  deserve.
• Xers cant afford to work for managers who
  withhold credit.
• With nothing but negative feedback, Xers lose
  confidence in their abilities.
• With regular confirmation that Xers work is not
  paying off, they start looking for other jobs.

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TIPS FOR GENERATION X

• Talk with them about their reputation not just
  tasks, they want honest feedback.
• Allow them to do it their way, dont
  micro-manage. Be available for questions.
• Minimize formality, bureaucracy and rules.
• Acknowledge their ability to work independently
  and leverage their entrepreneurial abilities.
• Help them get the most out of the job by
  discussing what they can learn from it.

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PEOPLE STAYFOR MORE THAN PAY

• Pay is only one retention variable and seldom the
  most important.

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A WORD ABOUT PAY

• Nine out of ten managers think retention is about
  pay.
• If it is non-competitive, unfair, or simply
  insufficient to sustain life it will be a large
  dissatisfier.
• It wont keep people who are unhappy in other key
  areas.

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THE BUCK STOPS HERE

• The manager has more powerand influence than
  anyone else inthe engagement and retention
  equation.

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A FEW FACTS

• The Saratoga Institute conducted interviews with
  20,000 workers who had just left an employer
  80 of the time, the supervisors behavior was
  the main reason people quit.
• 50 of work satisfaction, according to a Saratoga
  survey, is determined by the relationship a
  worker has with his or her immediate boss.

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THREE STRATEGY FOCUS AREAS

• Development Focus
• Supports learning and growth.
• Style Focus
• Inspires loyalty.
• Environment Focus
• Creates a positive work environment.

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ASKSO YOU DONT HAVE TO GUESS

• I need to talk to my employees ifI am to know
  where to focusand how to start.

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LARGE GROUP BRAINSTORMPeople resemble
their times more than they resemble their
parents - Ancient Proverb

• Current events and headlines
• Economy
• Heroes
• Music
• Movies and television
• Politics
• The nature of business

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CULTURAL MEMORABILIA

• Baby Boomers Gen X
• The Ed Sullivan Show The Brady Bunch
• Quonset Huts Pet Rocks
• Fallout Shelters Platform Shoes
• Poodle Skirts and Pop Beads The Simpsons
• Slinkies and Hula Hoops Dynasty and Dallas
• TV Dinners ET
• The Laugh-In Cabbage Patch Dolls
• The Mod Squad
• The Peace Sign

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GENERATIONAL PERSONALITY

• Generation X
• They are self-reliant and resourceful.
• They are seeking a sense of family.
• They want balance.
• Generation Xers tend to be skeptical.
• They have a nontraditional orientation about time
  and space.
• They like informality and their approach to
  authority is casual.
• They are attracted to the edge.
• They are technologically savvy.

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CORE VALUES

• Generation X
• Diversity
• Thinking globally
• Balance
• Techno Literacy
• Fun
• Informality
• Self reliance
• Pragmatism

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ON THE JOB

• Generation X
• ASSETS LIABILITIES
• Adaptable gt Impatient
• Techno Literate gt Poor People Skills
• Independent gt Inexperienced
• Not intimidated by authority gt Cynical
• Creative

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LEADERSHIP STYLE

• Generation X
• Thrive on change
• Fair, competent, and straightforward
• They dont equate magic with leadership
• Its a job, just a job
• Brutally honest and can be direct to the point of
  tactlessness

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MESSAGES THAT MOTIVATE

• Generation X
• Allow them to build and develop a broad range of
  skills.
• Evaluate on merit not on years of experience.
• Make it easy for them to ask questions.
• Dont wait for formal performance appraisals to
  give feedback or make it a big deal when you tell
  them something.
• We want you to have a life.
• Do it your way. You will not be micro-managed.
  
• We have got the newest hardware and software.
• There are not a lot of rules and bureaucracy
  here.
• We are not very corporate and formal.
• We value common sense and have allot of fun.

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BRINGING OUT THE BEST IN GENERATION X

• Xers are a growing phenomenon
• Dont buy into easy stereotypes
• Gain a deeper understanding of a new profile
• Positive experiences -- Opportunities for
  success -- Xer loyalty
• Information -- The chance to learn -- Xers
  maximum productivity

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Bridging the GapKey Communication Differences

• Generation X
• Results oriented
• Local
• Direct
• Casual

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Communication Strategies

• Get to the point
• Avoid cliché, hype, and hyperbole
• Learn to use technological communication
  effectively
• When assigning projects, sketch out the end
  result, but allow Generation X to figure out how
  to achieve the result
• Be available for questions
• Communicate benefits
• Run interference for them politically
• Abolish the concept of paying dues
• Lighten up

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SUMMARY

• Generation X
• OUTLOOK Skeptical
• WORK ETHIC Balanced
• VIEW OF AUTHORITY Unimpressed
• LEADERSHIP BY Competence
• RELATIONSHIPS Reluctant to commit
• TURNOFFS Cliché, hype

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A MEMO TO MANAGERS OF GENERATION X

• Abandon the slacker myth
• Recognize Xers generational expectations
• Distinguish between arrogance and independence
• Spend the time up front that allows you to
  delegate
• Provide Xers with opportunities to excel
• Give Xers the psychological space to thrive

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A MEMO TO MANAGERS OF GENERATION X

• Focus on results, not process
• Give Xers responsibility for tangible
  end-products
• Set clear deadlines
• Provide Xers with as much information as you can
• Keep lines of communication open
• Treat Xers questions as opportunities to teach

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A MEMO TO MANAGERS OF GENERATION X

• Outline and clearly define goals
• Let Xers manage as much of their time as possible
• Make work a proving ground for Xers creativity
• Build constant feedback loops
• Make feedback accurate, specific and timely
• Celebrate Xers successes

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WHAT WE NEED TO DO?Embrace the ACORN principles

• Accommodate employee differences
• 2. Create workplace choices
• 3. Operate from a sophisticated management style
• 4. Respect competence and initiative
• 5. Nourish retention

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Additional Resources

• Generations At Work Managing the Clash of
  Veterans, Boomers, Xers, and Nexters in Your
  Workplace by Ron Zemke, et al (Hardback - October
  1999)
• TwentySomething Managing and Motivating Todays
  New Workforce by Lawrence Bradford and Claire
  Raines (Paperback - 1993)
• Xers Boomers From Adversaries to Allies
  (Paperback - 2000)
• Beyond Generation X A Practical Guide for
  Managers by Claire Raines (Paperback - October
  1997)
• Managing Generation X How to Bring Out the Best
  in Young Talent by Bruce Tulgan
  (Paperback - 2000)
• JobSmarts for TwentySomethings by Bradley G.
  Richardson (Paperback - April 1995)
• www.genxpress.com - Fusing the Gaps (monthly
  newsletter and webinar)