The Human Resource Director For St. Anthony

I interviewed Ashley Porras, a Licensed Vocational Nurse at Sharp Rees Stealy. She gave me background information of how she got into the healthcare system, great advice and what she does on a daily basis. The reason I chose Ashley as the person to interview was because I got the chance to spend the day with her at work and I loved it. I found it interesting what she did and got the opportunity to learn more about her, her occupation and where she see’s herself in the future. Someday, I would be an LVN and gradually get higher in the healthcare field like she is doing now.

Every generation is influenced by its period 's economic, political and social events. From the Great Depression to the civil rights and women 's movements to the advent of television and advanced computer technologies. Thus generational background/situation may also affect the way they work. The key is to be able to effectively address and take advantage of the differences in values and expectations of each generation in the workplace. The current work place consists of four different generations; The Baby Boomers (1946-1964) who are slowly retiring and existing the workforce, The Generation X (1965-1976), The Generation Y or millennia (1977-1997), and the Generation Z who are about to or are just entering the work force. Although these different generations tend to want similar things in a workplace their environment/background has shaped their character, values, and expectations (Hahn 2011).

The most prominent change in the workforce affecting human resources at St. Anthony’s is the rise of a multi generational workforce. Providing different human resource needs for various employees is an evolving challenge. Being aware of different workplace standards between generations is taken into consideration to reduce “pain points” (Calvert, 2015). In the interview, Judie grouped Generation X and Millennials into the same group, and focused primarily on the differences between Baby Boomers and Gen X/Millennials. She described the Baby Boomers as

I interviewed Durward “Durk” Lynch he is in my field of interest where I want to work as one day. He is a Nurse Practitioner at the Vanden Bosh Clinic and at the College Clinic. He gave information on his background and what drove him to be a Nurse Practitioner (NP). He really has had a lot of experience, as I will explain to you what he has shared.

In her article “The Tethered Generation” for HR Magazine in May 2007, freelance writer Kathryn Tyler asserts that due to the fact that millennials grew up with new technologies such as the cell phone and internet, many of the skills they need to integrate into the workforce is severely lacking. She goes on to support this argument by addressing millennial connectivity and helicopter parents. With Tyler’s background in human resources and training and her proclamation of being member of generation X, Tyler shares her observation that millennials entering the workforce are tethered to technology, which in turn effects their work, communication, and decision making skills in and out of the office. By supplying the reader with information about these transgressions, Tyler builds her claim that HR professionals should work harder to accommodate the millennials’ shortcomings. She appears to write in hopes of HR professionals understanding why Millennials have developed into the people that they are in order to provide HR professionals with a better understanding of them and to teach these professionals how to deal with their millennial employees. Tyler’s explicit argument, which effectively appeals to her audience’s perception of millennials, is supported by an appeal to ethos in which she employs statements from credible professionals to optimize her argument. This strategy of opting to sparingly use her own voice in the text poses a unique method of making her audience more

I had the privilege to interview a member of the HR department at Liberty Diversified, International (LDI). LDI is a family of seven companies in different markets such as: custom packaging solutions (Harbor Packaging), retail solutions (Immedia), and office furnishings and solutions (Safco), to name a few. Being a freshman at the Carlson School I was really nervous about this assignment because I didn’t want to make a bad impression by interviewing someone I had no connections with. Thus, I decided to interview Erin Hanson who is and HR specialist for Liberty Diversified, International who aligns with their workplace furniture and solutions business Safco. Erin is actually a graduate of the University of Minnesota-Twin Cities so it was really cool to have the opportunity to meet an alumnus. I met with Erin because I have a relative in Safco who works as a business analyst who was able to set a meeting with her and even drive me to it. I asked Erin a series of ten questions relating to various facets of HR that we had discussed in class prior to my meeting with her.

The generational span is exceedingly larger today than in the prior history of our nation. The multiple generations consist of the veterans 1922-1945, the baby boomers 1946-1964, the generation X 1965-1981, and, the generation Y 1982-1999, in addition, upcoming millennial generation born 2000-2016 (Murray, 2013). There frequently are misconceptions and misunderstandings based on the differing perspectives of each generation. Moreover, as an effective leader, one must comprehend and acknowledge the characteristics of each generation and utilize these individualities to mentor and motivate the staff they are leading (Hendricks & Cope, 2012). In addition to considering the impact of the generational

Currently the Millennial generation comprises between an estimated 10-17% of the Controller’s Office, when defining a millennial as someone between the ages of 18 to 34 (Pynes, 2004, p. 28). In the chart below (Figure 1), you can see the breakdown of the office’s age groups. As the 60-65 year olds leave the workforce it will be important to recruit individuals within the younger generations to develop a visionary workplace

It is important to understand our current generations and previous generations. Understanding generations’ differences can help us when serving the clients. Human service workers will be meeting clients not only from different cultures but also from different generation cohorts. Generation cohorts usually define as grouping people together who born 12-15 years apart and have common experiences. There are five generational cohort groupings: Silent Generation, Baby Boomers, Generation X, Millennial Generation (Generation Y) (The University of Iowa [UIOWA], 2009), and Generation Z. “Each generation has unique experiences that shape their behaviors and attitudes” (Kilber, Barclay, & Ohmer, 2014, p. 80).

Many employers are challenged with handling the millennial due to the lack of proper understanding of this generation since there is plenty of myths, propagated through anecdotes and assumptions. However the separation of the myths and the facts is important for an organization so as

The most prominent change in the workforce affecting human resources is the rise of a multi generational workforce. Providing different human resource needs to various employees is an emerging challenge for Judie. Being aware of different workplace standards between these generations is taken into consideration to reduce “pain points” (Calvert, 2015). In the interview, she grouped Generation X and Millennials into the same group, and focused primarily on the differences between Baby Boomers and Gen X/Millennials. She described the Baby Boomers as skilled in their jobs and maintaining the implicit

Where will they come from? That is a question that is facing organizations and businesses in the United States as they ponder where the next wave of workers will emerge. Organizational recruitment and retention strategies have been challenged to find replacements for a generation of employees on the brink of retirement. This generation, the Baby Boomers, is a generation numbering 76 to 78 million people (Stendardi, 2005), a staggering number when contrasted with a 2009 Department of Labor figure of an employed civilian workforce of 140 million workers. The Boomers’ imminent retirement, sometimes referred to as the “ demographic tidal wave,” will challenge organizations and Human Resource departments to develop programs and

“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.

Organizations are always looking for the most cost efficient way to stay competitive in their industries. This means that they are also looking for specific talent in individuals within their organizations and from the pool of individuals they hire. Which means understanding what prompts those individuals to give their organization the best ideas, attitudes and results. There are now five generations of people that currently make up the available workforce and have the responsibility of working together in varying capacities. The generations include traditionalist, baby boomers, generation X, generation Y and Generation Z.

Arpon (2008) argues that the exit of baby boomers and entry of millennials into the workforce has altered the general work scape, since millennials do not see their lives revolving around work. Rather, personal life takes center stage and work has to revolve around it. A good example to highlight how this works is the work environment designed by American technology giant and one company known for its innovative talent management, Google