The Human Resource Director Of St. Anthony Foundation

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

For my Human Resources perspective I interviewed Judie Crudo the Human Resource Director for St. Anthony Foundation (St. Anthony’s). She has been with the organization in that capacity for 25 years. Being a native San Franciscan being offered a position with St. Anthony’s was a calling to her, “working for the best” is what she wanted to do and felt St. Anthony’s really offered that opportunity. Prior to working at St. Anthony’s, she was worked in Human Resources for Macy’s and a small startup company.

The current generations in the workplace today are Traditionalists, Baby Boomers, Generation X, Millennials, and Generation Z. Each generation brings their own values and mindsets to the mix. Although genetics play a part in a person’s characteristics, the generation in which someone is born into also plays an integral part in shaping their mind, values, goals, and work ethics. People from the same generation share similar experiences, and this can influence how they think politically and socially.

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

Upon reflecting on the three main generations that comprise the workplace today, a few differences emerge. “Baby Boomers” grew up in a time when movements were prominent, the Vietnam War occurred, key figures were assassinated, the Watergate Scandal occurred, and television was introduced (Twenge et al., 2010; Schullery, 2013). Overall, “Baby Boomers” seem to exhibit a distrust of authority, value hard work, and want to enjoy their achievements (Robbins & Judge, 2015; Twenge et al., 2010). As such, they are results driven and give their utmost effort (Robbins & Judge, 2015). “Generation X” grew up in a time of computers, divorce, two career parents, MTV, and economic uncertainty (Twenge et al., 2010; Robbins & Judge, 2015). For the most part, they seem to exhibit the workplace behaviors of independence and a lack of commitment to employers (Twenge et al., 2010). They value a balance between work and life and place more focus on extrinsic rewards such as monetary compensation (Twenge et al., 2010). “Millennials” grew up in prosperous times with technology dominating the era and over-protective parents (Robbins & Judge, 2015; Schullery, 2013). Generally, they seem to place a greater value on employee benefits, leisure time, teamwork, and open communication (Society of Human Resource Management, 2004; Twenge, 2010; Myers & Sadaghiani, 2010). In addition, they have also been given the labels of “self-centered” and “entitled” (Myers & Sadaghiani, 2010).

For my interview, I met with Judie Crudo the Human Resource Director of St. Anthony Foundation (St. Anthony’s). She has worked at the organization in that capacity for the past 25 years. Prior to St. Anthony’s, she worked in Human Resources for Macy’s and a small startup company. Her desire to work closely in employee relations is what brought her to the non-profit sector after 20 years in the private sector.

As you will learn, an inter-generational workforce provides many opportunities and challenges. While generational differences can and do lead to frustration, conflicts and poor morale, they do not have to. This

Over the past 100 years, many analysts can see evident a rise and decline of the United States population. Looking further into the demographics there are currently 73 million millennials aging from 18 to 34 that will soon account for one in three adults by 2020 (Catalyst, 2012). However, despite the increase of millennials, the overall U.S population continues to grow older. Retirement is a subject of the past in this decade and many over the age of 65 are living and working longer thanks to better health and stability in jobs. In fact, the population of older Americans is expected to more than double by 2060 (Catalyst, 2012). Looking at these statistics overall, we are seeing an increase in both generations meaning they are most likely going to have meet face to face within the workplace. This in result, has made it possible to have five generations in the workplace simultaneously. This is truly remarkable and can have a great effect on a business. Looking in the past at how much has changed in the few years, there was only 10.8% of the 65 year old crowd still working in 1985. Presently, thanks to the U.S Bureau Labor Statistics predicts for the year 2020 will comprise of 22.6% of 65 year olds still working (Ganett Company, 2014).

Although today's family have changed, the workplace has not-and the resulting one-size-fits-all workplace has become profoundly mismatched to the needs of an increasingly diverse and varied workforce (Christensen & Schneider, 2010). Blending the ages in the workplace has its preferences and its challenges, as every era has its own particular qualities, and abilities they convey to the work environment. Generational contrasts, influences how individuals convey, with various

Thus, it is imperative that employers construct training programs that are effective and ones that will assist their employees reach their maximum potential. Due to the fact, that the baby boomers are eventually departing their own perspective organizations and that these companies will be depleted of the vast knowledge retained by the aging workforce. These companies will need to be prudent in devising their training platforms. Hence, in view of this dilemma occurring within today’s corporations induced by the departure of Generation X. It’s my suggestion that these organizations institute a coaching and mentoring program. Thereupon, as mentioned earlier during this study, these organizations could utilize their older workforce to guide those millennials entering the workforce. That being the case, it is now an appropriate time to shift onto the last phase of this case assignment. And, briefly analyze the amount of specificity the HRM team should place on the value of maintaining an aging workforce, along, with annotating the type of data that should be compiled for such

In the Journal of Protective Coatings & Linings, the article, “Generation Matters”, outlines the differences in human characteristics based on which generation they are from. Although, the article is using a non-traditional broadcast, JCPL (2015) states, “while using stereotypes and generalization can be very dangerous”, the idea is to help leaders in corporate America know and understand how to communicate and adapt to their generational employee traits. The article explores four separate generations, which are Traditionalists, Baby Boomers, Generation X, and the Millennials focusing on their strengths and weaknesses. The article shares the ideal lifestyle of each generation, with some being more dedicated to climing the corperate ladder

“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.

While at work, Millennials and Gen X need completely different workplace environments. Millennials need “clearly outlined goals … [and] acknowledgement to a greater degree” as well as a setting where they can work together well as a team (Reynolds). The workplace needs to have a positive attitude to it or else the Millennials at work may crumble under the pressure of an unpleasant boss or coworker. Not only do Millennials need a positive environment, but they also need a calm environment with no risks. Because Millennials were raised with helicopter parents who made sure their children never did anything harmful, the generation grew up to be adults who never take any risks that may cause harm. Millennials need bosses who are always involved with the work that they are completing. Working Millennials who do not have constant positive feedback and contact with their bosses create a negative workplace environment for everyone. When the workplace does not suit Millennials, it causes the employees to become unhappy and that shows in their work. On the other hand, Generation Xers tend to lean towards work environments where they

In today’s world, the problems of managing a team of multi-generational workers can be best described by the difference in the generation in the workforce. This usually is the main reason for conflicts in the workplace but sometimes can be a boon for the employers for the development of an organisation to be more efficient and productive. Authoritative approaches to deal with these inadequate nowadays as these are of differing values and attributes with varying ambitions to either compete or collaborate with each other. Hotel human resource management (HRM) needs to deal with them separately (Clare, 2009). Jobs assigned in an organisation now are becoming more age diverse and the notion that an older employee will report to a younger employee is gradually increasing. As Human resource management aims at improving the quality of life of employees in an organisation, the true meaning differs by generation (Cogin, 2012). Today’s workplace is of three different generations, baby boomers who had an impact on them by the monetary growth after world war 2, generation x are the people who can be sceptical and are cynical at times and focus more on their professional career rather than the corporate work. Unlike others generation y also known as millennials are people who were born with technology surrounding them and are always on social networks. Loved to be known for their knowledge and service. This study attempts to consider the differing values and attributes of these three

Throughout this dissertation, historic-societal concept of generation is used. It describes the generation as the aggregate of individuals who roughly share birth years around the common period and experience similar external events within the same time interval, which uniquely shape their values, attitudes, and preference (Ryder, 1965: 845; Kupperschmidt, 2000: 66; Cahill and Sedrak, 2012; Costanza et al., 2012; Venuta, 2014). Hubschmid (2013) suggests that this usage of generation is used by business studies, including in the field of management and leadership science, and human resource management (HRM). Parry and Urwin (2011: 79) further reinforce that this concept of generation has become significant in the scope of HRM, since practitioners and scholars have realised the current situation that several assorted generations are now participating in today’s labour pool (Rump et al., 2006: 15). Additionally, as the underlying construct, it has gained special focus because much attention has been paid to Gen Y as a generation revolutionising the working environment (De Hauw and De Vos, 2010: 293; Hershatter and Epstein, 2010: 211).