ACHIEVING INTERGENERATIONAL CONNECTEDNESS. Understand the workforce challenges of senior services organizations

Transcription

1 ACHIEVING INTERGENERATIONAL CONNECTEDNESS Presented by: Jean Hartnett, MHSA, NHA Executive Director Espirit Whispering Ridge OBJECTIVES Understand the workforce challenges of senior services organizations Identify characteristics and gain a better understanding of four generations Provide tips and suggestions for overcoming generational differences and building a dynamic culture of intergenerational connectedness 1

2 REFERENCES The IOM report, Retooling for an Aging America Human Sigma by John Fleming Generations at Work by Ron Zemke 2

3 #IRISHCATHOLICS THE ELDERCARE WORKFORCE CHALLENGES More than one million more direct-care workers will be needed by 2018 according to the latest employment projections Only 7,029 certified geriatricians currently practice in the US-roughly half the number needed By 2020, 60-70,000 geriatric social workers will be needed; yet, today less than 5% are specifically trained in geriatrics By 2020 the nursing workforce is expected to drop 20% below projected requirements Only 3% of psychologists specialize in geropsychology a fraction of what is needed 3

4 GENERATIONS Silent Generation/Traditionalists (89 69 years of age) Baby Boomers (68 50 years of age) Generation X (49 33 years of age) Millennials/Generation Y (32 14 years of age) WHAT MAKES ONE GENERATION DIFFERENT FROM ANOTHER? Shared life experiences 4

5 EVENTS AND EXPERIENCES THAT SHAPED GENERATIONS Traditionalists Generation Great Depression New Deal Attack on Pearl Harbor World War II Korean War Radio Telephone Baby Boomers Civil rights Feminism Vietnam Cold war Space travel Assassinations Scientific advances Credit cards Television EVENTS AND EXPERIENCES THAT SHAPED GENERATIONS Generation X Fall of the Berlin Wall Challenger disaster Desert Storm Personal computers Working mothers MTV Divorce Energy crisis Millennials Child-focused world School shootings 9/11 Boston Marathon Internet Social networking Continual feedback Enron/WorldCom Iraq/Afghanistan 5

6 TRADITIONALISTS IN THE WORKPLACE Polite Respectful Reserved Obedient Conformers BOOMERS IN THE WORKPLACE Uncomfortable with conflict Consensus building leadership style Formal Follow protocol Social Politically sensitive Idealistic 6

7 GEN XERS IN THE WORKPLACE Fast-paced Independent Confident Value personal time Challenge the status quo Loyal to staff leader MILLENNIALS IN THE WORKPLACE Task oriented Want options & choices Expect attention and feedback Multitask through multimedia Work toward weekend or closing time Impatient Want to be led 7

8 GENERATIONAL CHALLENGES IN THE WORKPLACE Poor communication Decreased productivity, quality, & innovation Misunderstood attitudes, relationships & working environments Less engaged volunteers & coworkers Lack of motivation, initiative, and team work BRIDGING THE GENERATION GAPS Traditionalists Honor the chain of command Value the legacy they have built Value their experience Appreciate their dedication Communicate one-on-one Learn the corporate history 8

9 BRIDGING THE GENERATION GAPS Boomers Show respect Choose face-to-face conversations Give people your full attention Learn the corporate history BRIDGING THE GENERATION GAPS Gen Xers Get to the point Use Give them space Get over the notion of dues paying 9

10 BRIDGING THE GENERATION GAPS Millennials Challenge them Ask them their opinion/collaborate Encourage finding a mentor Provide timely feedback BRIDGING THE GENERATION GAPS For all employees Discuss expectations Inquire about immediate tasks Look for ways to cut bureaucracy and red tape Keep up with technology 10

11 BRIDGING THE GENERATION GAPS For all employees Appreciate differences Acknowledge your interdependency Appreciate what you have in common BRIDGING THE GENERATION GAPS For all employees Accept and appreciate another s perspective Take responsibility for making your relationships better 11

12 BRIDGING THE GENERATION GAPS For Managers Focus on goals Make everyone feel included Break the bonds of tradition Show employees the future Encourage balance BRIDGING THE GENERATION GAPS For Organizations Abandon the one-size-fits-all approach Recognize each employee has different needs Develop employees based on person s goals not traditional job trajectories 12

13 GENERATIONS IN THE WORKPLACE Baby Boomers 31% Traditionalist 12% Gen Xers 33% Millennials 24% 154,975,000 in 2012 RECRUITING MILLENNIALS Tour of Duty Job hoppers Meet on own turf: Facebook and Twitter Pitch organization s philanthropy efforts Offer flexible options to accommodate family and personal life 13

14 ONBOARDING AND TRAINING MILLENNIALS Let us celebrate you! We value you You are an integral part of this team because of who you are as an individual Tell us your story ONBOARDING AND TRAINING MILLENNIALS Onboarding Establish an environment where it is okay to ask questions Establish an environment where their voices can be heard Total focus on who THEY are as opposed to who YOU are Training Help them learn and keep them challenged while learning Pair them with older mentors who can teach them your business and invite them to coach colleagues who are less tech savvy 14

15 CAREER ADVANCEMENT AND DEVELOPMENT MILLENNIALS Help them develop interpersonal and presentation skills Offer them opportunities to change jobs without changing employers Give them time to pursue other interests ONBOARDING AND TRAINING Let us celebrate you! We value you. You are an integral part of this team because of who you are as an individual. Tell us your story. 15

16 HUMAN SIGMA IN SENIOR CARE Human Sigma is the process of improving and reducing variability in the engagement levels of employees and costumers Human Sigma contends that the most perfectly designed and built process or system is only as good as the human being who uses it Human Sigma focuses on improving the quality of the employee-customer encounter The Human Sigma approach starts by accepting human nature and then uses it to manage, motivate and develop the employee-customer relationship HUMAN SIGMA IN SENIOR CARE Listen to your customers My life, my experiences, my contributions to society means or meant something! Take notice: know me, respect me, remember me! 16

17 HUMAN SIGMA IN SENIOR CARE Listen to your customers My life is going to mean something. I am dedicated, and I have so much to contribute. Take notice: know me, respect me, get to know me! HUMAN SIGMA: JUST-IN-TIME The Just in Time Training Model borrows from the concept of just in time manufacturing where goods are produced just prior to the demand or need in the marketplace Just in Time Training recognizes the organizational need of immediate labor while satisfying employees need of immediate income Model uses facilitated self-study, realistic job previews and high-touch interaction with residents 17

18 WORKPLACE RELATIONSHIPS All Generations Want: To be treated fairly Work that provides personal satisfaction Employers who understand personal lives are important Work that is valued by employers and customers A clear sense of purpose from employers 18