What Type Of People I Would Be Managing

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

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?

The four work groups identified in the key points from week 3 are the Veterans, Baby Boomers, Generation X, and Generation Y or Millennials all work in my agency the US Army. Individuals with different values, different ideas, different ways of getting things done and different ways of communicating in the workplace have always existed. Each group has its strengths and weaknesses, similarities and differences, but having this kind of age diversity in the workplace can be challenging for leaders, but also very rewarding. Veterans, tend to respect hierarchy characterized by valuing traditional relationships over time, structure, and loyalty. Baby Boomers tend to value relationships over time, challenge and accept authority, while primarily idealistic

Today, the workforce is made up of many different generations, which is affecting and effectively changing the workplace culture as a whole. The major generational differences between millennials and baby boomers can be either positive or negative depending on whom you ask. Boomers may categorize millennials as lazy and entitled, while millennials may call themselves innovative. No matter what they call themselves or each other, they all have to work together now as simply as that. This topic has sparked a lot of discussion as to how it’s best for each generation to act and deal with their other generational coworkers.

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

While the Silent Generation and Boomers are characterized as being extremely loyal towards their employers, whereas Generation X & Y lack loyalty with their employer. For instance, Brenner depicts the Silent Generation (born before 1945) as long-term employees who value loyalty and do not question authority. Brenner states that “they tend to respect hierarchy” (p. 26). Next, Baby Boomers (born between 1946) tend to challenge authority, want open lines of communication, results driven and competitive. Brenner states Boomers “…would like to have been long term employees” (p. 27)

The Coors Brewing Company was founded back in 1873 by two German immigrants Adolph Coors and Jacob Schueler. The two combined invested $20,000, $18,000 of which came from Schueler and the other $2,000 from Coors. The location of the brewery was in the mining town of Golden, Colorado. This location was picked because Mr. Coors believed the key ingredient in beer was the water source. The river that flowed through this mining town was perfect for his beer. The two investors worked together for seven years until Coors bought out Schueler and became the sole owner of the brewery in 1880. When prohibition finally hit Colorado in the year 1916, Mr. Coors was forced to find other means of making money. The brewery was converted to produce malted milk which he would then sell to candy companies. Four years after Adolph Coors passing, in 1929, prohibition is ended and his son, Adolph Coors Jr., takes over the family business. The distribution range of the company quickly expands and by 1948, it stretches across 11 states. It would remain this way for almost 30 years before they start to expand to try and reach a nationwide audience. In 2005, now in its fourth generation of Coors family management, the Coors Brewing Company votes to merge with Molson Brewing Company in Canada to form the Molson Coors Brewing Company. Together they are the world’s seventh largest brewer. Two years later

Gen X, Baby boomers, and Gen Y are the different generations who work side by side in today’s workplace. According to Ann Hewlett, the President for Work-Life Policy Gen Y and Baby Boomers generations are a large chunk of the workforce, around eighty million each. Whatever those generations value, they have the power to drive to get the results (Hewlett, Sherbin & Sumberg, 2009). Baby boomers and Gen Y have similarities in what they value and there motivates them in the workspace. They tend to share some attitudes and behaviors. At work, Baby Boomers and Gen Y are motivated by not only money and making a pay package. They both desire a bunch of other stuff in life. Along with strong title, recognition, and respect. They are drawn to crave

Many organizations employ all four. First is the Veterans generation. Members were born before 1946. Next is the Baby Boomers generation. These employees were born from 1946 – 1964. The third generation to discuss is Generation X. These people were born from 1965 through 1980. The fourth generation that is currently comprising the workforce is Generation Y, born from 1981 – 2000. Let’s explore each generation, and what makes it unique. Each generation has a different set of experiences, a different way of approaching their jobs, a different outlook on life, and different strengths and concerns that makes it unique. Managing the differences between the generations and bringing them together to form a strong team can make the difference between the success and failure of an organization, so this information is extremely relevant to today’s workforce managers.

In America in 2010, the average retirement ages had increased to 64 and 62 for men and women, respectively. Consequently, the workforce is aging as Boomers (born in 1946 thru 1964) reenter the workforce or postpone retirement. Boomers’ delay in retirement may hamper advancement opportunities of the generations beneath them, predominantly Millennials (those born in 1980 onwards). Furthermore, reverberations of the Boomers delayed retirement may have financial bearings for Millennials in the future. It ought to be pertinent for organizations to keep Millennials motivated. This paper focuses on effectively managing intergenerational groups, offering organizational behavior strategies for capitalizing on Boomers’ assets and applying the CAMP motivating

The third generation represented is often referred to as “Generation X.” Members of this group are born between 1965 and 1979. Kyles (2005) defines them as individualistic, disloyal, techno literate, and one of the most challenging groups to manage. This can be attributed to the fact that this group grew up in the rebellious years of the sixties and seventies. Marshall (2004) states, “The employer has to provide an opportunity to work and grow, or they are going to leave” (p. 18). This says a lot about the influence of culture on this generation.

“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,

The world’s labor force primarily consists of three major generations: the “Baby Boomers,” “Generation X,” and “Generation Y.” The “Baby Boomers” were born during and after the 2nd World War (1940 to 1960). This generation has a legacy of expertise, “old-fashioned” autocratic management, and healthy productivity. “Boomers” are known to work hard, remain loyal to their employers, and receive promotions on the basis of hard work and high skill. Technology was rather limited (Hewitt and Ukpere, 2012).

In the present diversified work force in terms of age ,gender,culture ,work style, the employee demographics consist of the four generations which are Traditionalists, Baby Boomers, Generation X and Millenials