Week One Response To Winters: Case Study

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

After reading the article by Farag, Tullai-McGuinesss, & Anthony (2009), I will reflect upon my experiences in a leadership role dealing with various different age groups through numerous situations. The discussion will include the generation I generally identify with, with whom I tend to work best with, and how this affects my unit. I will also reflect on the author's conclusions and recommendations and how they will likely affect my area of practice.

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).

In our class discussion that essentially was a continuum of personality testing, we talked about values and the generational cohorts. One of our main class activities during the class period was constructing a powerpoint in a website called Voki. This activity made us envision how the silent, the millennium, and the baby boomers generations would interact with each other and how they communicate in the workplace. This information is very useful because this helped my group to understand the major clashes each generation had with the view of authority, technology, relationships, diversity, loyalty, work ethics and work-life balance. With my history of management, the generational cohorts I believe it is very accurate. For example, if I hired

Over the past several years, leaders in healthcare have noticed an increase in generational tension among employees, most often focused on the attitudes and behaviors of the arriving millennials (generation Y). While these employee relations issues were a nuisance, they rarely rose to the level of a priority demanding leadership intervention. Some leaders, in fact, hoped that the issues would resolve themselves as these young employees settled in and learned that they had to demonstrate new behaviors to be successful in the workplace. Most organizations adopted this wait-and-see attitude. Not so today. As the boomer generation has begun its exodus from the workplace, organizations are increasingly looking at the millennials as not a problem but a solution to the workplace manpower transition that is under way. The problem is that one doesn't yet know how best to lead such a diverse, multigenerational workforce. This article examines the generational topic and provides advice concerning

Zemke, Raines, and Filipczak, Generations at work: Managing the clash of veterans, boomers, xers, and nexters in your workplace. (2000, p. 9)

Great job on your post, I like how you layout all your points and how you provided specific personal examples. I agree, with the interesting multi-generational challenges facing the workforce today. According to Yogamalar and Samuel, “The indispensable factor in generational diversity is to comprehend the values, attitudes, and behaviours of generational cohorts” (2016, p. 250). Having the willingness to overcome the stereotypes and keeping an open mind is critical to bridging the gap to a place of sharing and embracing each other's strengths. In my professional experience, I have had the opportunity of serving with all four generations; which has allowed for professional growth in my journey. According to Kinicki, “Managing diversity enables people to perform up to their maximum potential” (Kinicki & Fugate, 2016, p. 125). Whether you are an employee, manager, or executive Kinicki’s principle applies. There are various levels of diversity and as leaders, it is our responsibility to welcome it and embrace it to ensure success within our teams and on an organizational level.

The workforce today encompasses four distinct generations, and each of these generations brings its own characteristics and values to work. According to Kevin, problems in the workplace can result, because these different generations bring their varying views and expectations to work, potentially creating dilemmas. In Managing Multiple Generations in workplace, a generation is defined as a cohort of people who share common knowledge, assumptions, and beliefs. A generation is a group of people who have grown up in same era, and their social and historical context tends to produce shared values and approaches. Kevin describes these generations as following, specifically exploring their characteristic workplace behavior, the challenges they

The contrasting values of the generations can impact manangment and human resources in the workplace. Currently, the diverse generational wokplace is a challenge that leadership must face. The genearations contrast in value set can impact the leadership style found in workplaces (Twenge, 2010). Managing Baby Boomers includes earning their respect and communicating with them in person. Because Baby Boomers are the oldest generation in the workplce, they tend to be in higher leadership positions. As a leader they need to keep in mind that the younger geneartions may not value the same things as their generation (Gibson et al., 2009). Workplace leaders need to recognize that Generation X values a work/life balance, so they can offer them flexible scheludes to accomadate their value set. In addition, leaders need to be giving these workers stimulating work, because they value it (Gibson et al., 2009). Unlike, other generations, Millenials favor friendship and working in groups. Leaders should recognize this value and allow their workers socialize in the workplace (Gibson et al., 2009).One way leadership could allow their employees to socialize is through group projects and company parties. It is crucial for leaders to recognize that the generations value many of the same things like health, family security and honesty.

While there are always exceptions and individual employees are complex, managers without at least a basic understanding of these generational differences will find working with multi-generational teams very frustrating. Acknowledgement that the differences are real and communicating how those differences can be leveraged to meet the organizational objectives of the team can set the ground work for a more successful team experience. For example, giving a Millennial a chance for personal growth while allowing a Generation Xer some independence to work on a special project may be ways to use the synergy of the generational differences to strengthen a team rather than divide

As the American economy continues to incorporate the younger generation into the working class, steps must be taken to maximize employee potential. The impact of workers between the ages of 18 and 32, Generation Y or Millennials, is unquestionably an organizational concern for many employers. According to a 2013 Ernst & Young survey, 87% of Millennials have moved into management positions in the last five years. With that level of upward mobility, issues and conflicts are certain to arise due to the vastly different workplace ethics, management styles, etc. held by the new and older generations. For a company to be an innovative competitor in the marketplace, it is important for its employees to be able to work productively while accommodating generational differences. The 2013 Ernst & Young survey also found that more than 69% of respondents said their company had made an effort to alleviate the challenges that arise with a generational blend. Employee cooperation is an important goal for these companies because it is vital for them to thrive in the rapidly evolving workplace.

According to the Fort Wayne News Sentinel, the American workforce is now made up of four entirely different generations. The four major groups, as defined in the For the First Time, Four Very Different Generations Make Up the U.S. Workforce article by the Fort Wayne News Sentinel, citing Ginny Carroll, chief executive officer of inGINuity, are Veteran (born 1900-1942), Baby Boomer (1943-1960), Generation X (1961-1981), and Millennial (1982-2000) (Quilligan 1). Throughout this paper, I will use the above names to describe the various generations, though let it be known that some sources state different names for each generation. In an article titled Employers Need to Bridge Generational Gaps in Work Force, Labor Report Says, Michael Silence of the Knoxville News-Sentinel uses the name “Traditionalist” for what Kathleen Quilligan of the Fort Wayne News Sentinel calls the Veteran generation, and calls Millennials “Generation Y” (Silence 1). It is also relevant to note that different sources state different age ranges for each generation. For instance, an article in the American Medical Writers Association Journal (AMWA) states the following dates for each generation: Veteran (1937-1945), Baby Boomer (1946-1964), Generation X (1965-1984), and Millennial (1985-2005) (“Top 10 Characteristics Of The Four

How managers interact with all generations is a challenge in itself. There are manager of the Generation X who have subordinates of the Veterans generation as well as Veterans leading the Generation Y cohorts.

Today’s young businesspeople tend to be far different than their leaders. Millennials communicate, learn, and are motivated differently than those that are a generation older than them. This makes it difficult for leaders to convey their experiences, values, and vision in a way that resonates with younger employees.

This paper will attempt to identify characterizes of the millennial generation, what is they expect to see in the workforce, and strategies leaders and managers can use. In order to effectively lead millennials, it is important for leaders to know the experiences of this generation and how these experiences have shaped them, as well as the . This understanding could give leaders an insight into how to effectively lead millennials in the workplace.