Communicating With the Millennials Essentially, communication has become the most indispensable element in an institution in determining the organizational success. An institution cannot exist without communication, especially the type of communication that keeps the employees up to date and well-informed about the organization’s vision and strategies as well as to help every individual in the company to work together with a common purpose. The communication between the employer and its employees are vital because through communication, the employer is more able to understand each individual employee’s feelings which, then the employer can make an attempt to change an unsatisfactory situation into a satisfactory work environment. …show more content…
Today’s assertion has become more limited in the face-to-face communication and phone conversations versus the newer age of an era with the creation of text messaging, blogging and instant messaging. These days, companies need to introduce more of a blended form of communication technologies in their workplace.
Unquestionably, there is a clear generational gap in many work environments; there is a need for an entire institution P-to-O expectancy on each individual level with every employee. If the majority of the staff members participate in this motivational theory, then there will be a higher probability of the majority of the staff utilizing each other’s assets, the company’s blog as well as meetings and training sessions among the staff members.
For instance, the Millennials could help the Baby Boomers by training them on blogging on the company’s website. Equally, the Baby Boomers will train their younger colleagues about proper face-to-face manners in the workplace. To insure all colleagues are well adjusted to the changes, training sessions as well as utilizing meetings such as future search. With this in mind, it can help everyone prove a better insight on the future changes as well as, being on the same page about the new changes in sharing information and knowledge.
Nevertheless, an expectancy theory needs to be instilled for the Baby Boomers to attend the training seminars on the organization’s daily blogging and for the
It’s the first time in American history that five generations are sharing the workplace, from Traditionalists, Baby Boomers, Generation X, the Millennials or Generation Y, and the new unnamed generation. With five generations come five sets of ideas, how to conduct one’s self, approach activities, values and motivators. Different beliefs, understandings, and undertakings create misinterpretations and frustrations. The fire service is currently facing a similar situation. It’s imperative to recognize and understand these differences to avoid misunderstandings and to help your department work effectively to meet its goals. Not every employee displays aspect of their generation category, but understanding the individualities of each generation will help with teamwork, supervision, embracing change, and productivity. With each generation there are different communication styles and driving factors that motivate production. It is essential that you understand how each generation communicates and what they motivators are so that you can communicate ideas and organization vision to them. What can we do in the fire service to prepare to handle these challenges?
Many people in the "baby boomer" generation are staying active as they age. By either jogging, swimming or becoming part of a sports team. They strive to remain youthful and mentally young and view retirement as an active period of their life. Theirinterest in health , fitness, looking young and attractive and longevity is quite phenomenal. They can expect to live longer due to medical advances however stress and burnout could impact on this expectation of longevity. They are well educated, thirsty for information interested in travel and will want to stay involved in the political processes. In addition they are optimistic, forward thinking and undoubtedly redefine old age. As the oldest of the nation's 75 million baby boomers approach the age of 60, a Pew Research Center survey finds many are looking ahead to their own retirement while balancing a full plate of family responsibilities either raising children or providing financial and other
“After a century of trying to control people, processes and information, we have come to a point in organizational history where we need to recognize that what worked before just simply isn’t enough anymore.” This goes to prove that over time just like everything else evolves our behaviors towards our colleagues has to evolve as well. And management has to learn the new behaviors of his/her employees. The Millennials and generation Z needs to know that they are appreciated and need to be challenged before they get bored, hence the reason why managers need to learn
The aging of the baby boomers is not just a demographic issue. It has important economic implications. Owen and Griffiths (2010) argue that the baby boomers can best be seen as a generational bulge that occurred between 1946 and 1964. This generational bulge is so large that it drives the economy during each state of the baby boomers lives (p. 76). This suggests that the aging of the baby boomers is a demographic issue with important economic implications.
Consequently, there is good reason for Millennials' pessimism and they are delaying the trappings of adulthood in light of poor prospects. Typical Baby Boomer adult milestones, like moving out of parents' homes, buying a house, getting married, and having children are all on hold until Millennials can find a brighter outlook. Millennials have the same goals as Boomers, though the path is not as clear or easy; Generation Y is still looking for the American dream. The question arises: does America
Over 70 years has passed since the end of World War II, and since that time our society has seen 4 generations transition into the next on a bridge scarcely understood by those preceding or following them. These cohorts are known in their chronological order as The Baby Boomers (born 1946 – 1965), Generation X (born 1965 – 1981), The Millennials (1981 – 1994), and now The Centennials (born 1994 – early 2000s), or Generation Z, a group whose exact demographics are still largely undefined. The disparity between the Millennials and their postwar predecessors, The Baby Boomers, can be noted by studying characteristics of each generation, and how the socioeconomic factors surrounding war and technology have shaped them. While their basic needs and core similarities are innately human, objectively speaking, their views, biases and outlooks have most certainly been impacted by the events and advancements of their time.
As generation Y, the first group to come of age in the new millennium, grows and matures, they have entered the workforce at an increasingly high rate, making them the fastest growing segment of the United States workforce (Dorsey, 2010, pg. 15). These “youngsters” are typically in their early 20’s to early 30’s, still in the early and formative stages of their careers (Wain, 2013, pg. 308). Joining these Millennials in the workforce are those known as Generation X, consisting of the middle generation born from around 1965-1984 (Wain, 2013, pg. 308). At the far end of the age-workforce spectrum sit the Baby Boomers – those born between the years of 1946 and 1964 (Kaifi, Nafei, Khanfar & Kaifi, 2012, pg. 89). And finally, the oldest generation still trying to eke out their last paychecks before retirement is the Traditionalists, born between the years of 1937 and 1945 (American Medical Writers, 2012).
Nearly 3.7 million American babies born in 1982 were the first members of the new Generation Y, or more affectionately known as millenials (Thompson, par. 1). Many things play into whether a generation is considered to be faring ‘better’ than another one; job opportunities, the state of the environment, whether the U.S. is at peace or at war, income vs. living expenses, the general happiness of the people, and the list goes on. Millenials are part of a special generation because
Allen, S. G., Clark, R. L., & Ghent, L. S. (2004). Phasing into retirement. The Industrial & Labor Relations Review, 58(1), 112-127. Gelfand, D.E., & Bechill, W. (1991, Summer-Fall). The evolution of the older Americans act: a 25-year review of the legislative changes. Generations, 15(3), 19-22. Zastrow, C. H., & Kirst-Ashman, K. K. (2010). Understanding Human Behavior and the Social Environment (8th ed.). Mason , Ohio: Brooks Cole/Cengage.
The workplace of today involves interactions among people from four different generations often causing much conflict for leaders and organizations. Each generation represented has its own set of different values and beliefs. These differences can easily lead to conflicting barriers within the workplace. This can pose a significant problem for those in leadership. In order to combat this issue, leaders and organizations can effectively deal with these issues by offering different programs such as executive mentoring, town hall meetings, and leadership seminars for those in leadership.
“The number of employees over the age of 55 has increased by 30 percent; however, the number of 25- to 54-year-olds has only increased by 1 percent” (Claire, 2009). In 2008 the eldest of the 77 million baby-boomers turned 62. Estimates are that by the end of the decade about 40 percent of the work force will be eligible to retire. As people begin to reach the age of retirement there may be not be enough new employees to fill the gap (Clare, 2009). Companies need to find ways to attract Boomers and Millennials. Companies that want to attract Boomers and Millennials need to be creative in their culture, HR policies and work environments.
Effective leaders of my age are faced with a few challenges, quite a few actually. One being the generational divide that currently exists between four different workplace peer groups: Traditionalists, Baby Boomers, my age group of Generation X, and Millennials. Aside from increased global diversity, our workforce has mushroomed with generational cultures as well. Young associates of today are the future leaders of tomorrow, yet there is an obligation to honor the long-term commitment of our older associates. When bridging these distinct generations,
Many changes are happening in the workforce today. Our labor environment consists of multiple generations, which creates fundamentally differing approaches to everything from work ethics, business management, and co-worker cooperation. The most recent generation, commonly known as “Generation Y” or the “Millennial” generation, is slowly taking over the workforce. Because they bring with them a radically new mindset and opinion of labor, the global business infrastructure should be modified to not only accommodate “Millennials,” but also to remain sympathetic to the business practices characteristic of previous generations. Doing so will provide more harmony and productivity among co-workers of different generational backgrounds.
In an interview of 2016, Simon Sinek analyses and discusses the topic of Millennials within the workplace. Throughout Sinek’s speech in his interview, he explains the disadvantages which Millennials have faced while growing up in their generation. Now, Sinek claims that the reason why Millennials have been dealt such a “bad hand” in life, is a result of failed parenting strategies, and an imbalance of technology along with social media (which has advanced like never before within the adolescence of Millennials). Therefore, the imbalance of the internet and real-life interaction results in millennials being unable to form deep and meaningful relationships, in order to carry out happy and meaningful live in comparison to previous
When it comes to Millennials, there is nothing that screams “business as usual.” Consequently, savvy leaders who want to remain successful in the global business arena, must concede their current method of attracting, engaging, developing and retaining Millennials as future global leaders is ineffective. Therefore, today’s leaders must develop a more compelling strategy to entice Millennials into leadership. Failure to use strategic foresight to recognize trends regarding future organizational trends and take timely actions to change their tried and true, old school philosophy regarding developing and retaining talented employees will result in losing the competitive edge, which is driven by technology-laden Millennial’s who are poised to innovation.