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Stamp title: How to motivate everyone: from Baby Boomers to Centennials
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Context URL: https://www.goodrebels.com/how-to-motivate-everyone-from-baby-boomers-to-centennials/
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TitleHow to motivate everyone: from Baby Boomers to Centennials
ContentThe modern office is not just multicultural and gender diverse, it’s multigenerational too. In fact, the workplace has always been multigenerational to a certain extent, but now more than ever the differences between the working styles of each generation need to be addressed.

In a recent interview, author and motivational speaker Simon Sinek, talked about millennials and how they differ from the generation who employ them. But it’s not just millennials we need to consider - we need to learn to cater for a wide range of work personas. These days millennials can hold any position within an organisation from intern to CEO, so it’s important not to over-generalise. That said, developing a general understanding of each working generation - their strengths, weaknesses and preferences - is one of the biggest challenges facing the modern HR department. They’ll need to have a workplace optimisation strategy in place if they want to achieve organisational harmony.

 
Workplace personas: experienced vs. new energy
 

Baby Boomers: ages 52 to 70

What do they want: stable, long-term work. They don’t necessarily ‘love what they do’, work is just a means to an end
What matters most: leadership opportunities, financial security, competitive pay and steady employment
Positive stereotypes: reliable, experienced, loyal, more connected with industry contacts, more used to the workplace environment
Negative stereotypes: technophobic, reluctant to travel, slow learners
Facts & Figures: 77% have no kids at home

Generation X: ages 36 to 51

What do they want: work-life balance, opportunities for socialisation, competitive pay and steady employment

What matters most: financial security, childcare, petcare, flexibility, and leadership opportunities


Positive stereotypes: self-reliant, balanced, risk-takers, ambitious


Negative stereotypes: cynical, not necessarily ‘team players’


Facts & Figures: 46% have kids under 18 years old at home


Generation Y (Millennials): ages 18 to 35

What do they want: opportunities for advancement, office ‘perks’, a commitment to ethics, tuition reimbursement
What matters most: work-life balance, a social working environment, a sense of purpose, training opportunities, flexibility
Positive stereotypes: digital natives, multitaskers, enterprising, idealistic and creative
Negative stereotypes: lazy, disloyal, impatient, overly idealistic, entitled
Facts & Figures: 46% believe they should be advancing within the company after 1-2 years

Generation Z (Centennials): ages 7 to 17

This generation will be the next to enter the workplace. We don’t know a lot about them yet, however what we do know is that they’re truly ‘digital natives’, in that they’ve never known a world without the internet. They’re big believers in self-tuition, they’re creative and somewhat over-informed with a high propensity to consume large amounts information and entertainment. According to a study by The Futures Company they are also, generally, more pragmatic than Millenials.

What will they be looking for?: a work-life balance, a stimulating work environment, flexibility, a diverse workplace, and a sense of purpose

 
Creating a more multigeneration-friendly working environment
Of course, you can’t please everyone and these workplace personas are based partly on generalisation. Still, it’s important to have a workplace optimisation strategy in place in order to increase rates of talent acquisition and retention. Millennials, in particular, are self-confessed job hoppers and difficult to pin down. According to the Harvard Business Review, 21% of Millennial workers left their job in 2016 to work elsewhere, a number three-times higher than the rate of non-millennials doing the same thing. As job security is no longer a given, an environment that appeals to a multiplicity of work style personas is the key to amassing a workforce that enjoys what they do. There are a number of different strategies that could be implemented in order to achieve this, for example:

Financial security can be assured through benefits like retirement plans, private healthcare, dental insurance and childcare. With the cost of living what it is and the commute in and out of city centres still an undeniable nightmare, calls for more flexible working hours and more opportunities to work from home should not go ignored.

An increased focus on the mental and physical wellbeing of your employees will ensure happy and healthy co-workers, willing and able to give you their best eight hours each day.

Offering employees access to educational programmes and training demonstrates a commitment to providing them with a workplace that helps them develop as individuals. This is especially important with more experienced employees who, nevertheless, may be struggling to keep up with new technologies, as well as for interns and those new to the workplace who may need some on-the-job training. At Good Rebels we have our own trainee system which is based on our IEPE framework (Intelligence, Experience, Performance, Enablement). Following this framework, each Rebel decides his or her formative path. We believe in self-management, and so we try to encourage a proactive, self-reliant mindset from the very start.

Launching a digital transformation strategy can help you increase rates of productivity, ensure effective communication organisation-wide, increase flexibility, reduce time wastage, and provide your employees with more opportunities for collaboration and knowledge sharing.

More important than a ‘flat hierarchy’ is transparency. A survey conducted by Globoforce found that while 80% of workers surveyed said they trusted their peers, only 72% trusted their bosses, and just 65% trusted senior leaders. Trust and communication between co-workers is hugely important, and improving the level of communication between junior and senior employees could help build trust. At Good Rebels we’ve implemented a policy of open salaries to ensure complete transparency at every level and demonstrate our commitment to equal opportunity for career advancement.

According to a survey conducted by TinyPulse, just 42% of employees can recite their organisation’s vision, mission and values. Making sure that the people who work within your organisation are aligned with your core values is crucial - company manifesto’s are designed to inspire, to ensure that everyone understands why they do what they do, and to build employee loyalty. If you don’t care about your company’s cause, then what’s to stop you from accepting a better offer if one came along?

 
How are we doing this at Good Rebels?
At Good Rebels we’re working to create a more human centred organisation; one that’s individuals first, organisation second. We capture employee feedback through interactive workplace socials, through apps like Office Vibe, and through one-on-one mentoring. We’ve committed ourselves to transparency, increased flexibility and the promotion of a healthy work-life balance. In order to keep a multigenerational workplace motivated, it’s important to understand how individuals can differ from one another when it comes to styles of working and the reasons they have for sticking around. It’s not about experience vs. energy, it’s about learning to recognise what’s preventing your organisation from becoming truly multigeneration-friendly.
URLhttps://www.goodrebels.com/how-to-motivate-everyone-from-baby-boomers-to-centennials/
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"title": "How to motivate everyone: from Baby Boomers to Centennials",
"content": "The modern office is not just multicultural and gender diverse, itu2019s multigenerational too. In fact, the workplace has always been multigenerational to a certain extent, but now more than ever the differences between the working styles of each generation need to be addressed. \r\n\r\nIn a recent interview, author and motivational speaker Simon Sinek, talked about millennials and how they differ from the generation who employ them. But itu2019s not just millennials we need to consider - we need to learn to cater for a wide range of work personas. These days millennials can hold any position within an organisation from intern to CEO, so itu2019s important not to over-generalise. That said, developing a general understanding of each working generation - their strengths, weaknesses and preferences - is one of the biggest challenges facing the modern HR department. Theyu2019ll need to have a workplace optimisation strategy in place if they want to achieve organisational harmony.\r\n\r\n \r\nWorkplace personas: experienced vs. new energy\r\n \r\n\r\nBaby Boomers: ages 52 to 70\r\n\r\n tWhat do they want: stable, long-term work. They donu2019t necessarily u2018love what they dou2019, work is just a means to an end\r\n tWhat matters most: leadership opportunities, financial security, competitive pay and steady employment\r\n tPositive stereotypes: reliable, experienced, loyal, more connected with industry contacts, more used to the workplace environment\r\n tNegative stereotypes: technophobic, reluctant to travel, slow learners\r\n tFacts & Figures: 77% have no kids at home\r\n\r\nGeneration X: ages 36 to 51\r\n\r\n tWhat do they want: work-life balance, opportunities for socialisation, competitive pay and steady employment\r\n t\r\nWhat matters most: financial security, childcare, petcare, flexibility, and leadership opportunities\r\n\r\n t\r\nPositive stereotypes: self-reliant, balanced, risk-takers, ambitious\r\n\r\n t\r\nNegative stereotypes: cynical, not necessarily u2018team playersu2019\r\n\r\n t\r\nFacts & Figures: 46% have kids under 18 years old at home\r\n\r\n\r\nGeneration Y (Millennials): ages 18 to 35\r\n\r\n tWhat do they want: opportunities for advancement, office u2018perksu2019, a commitment to ethics, tuition reimbursement\r\n tWhat matters most: work-life balance, a social working environment, a sense of purpose, training opportunities, flexibility\r\n tPositive stereotypes: digital natives, multitaskers, enterprising, idealistic and creative\r\n tNegative stereotypes: lazy, disloyal, impatient, overly idealistic, entitled\r\n tFacts & Figures: 46% believe they should be advancing within the company after 1-2 years\r\n\r\nGeneration Z (Centennials): ages 7 to 17\r\n\r\nThis generation will be the next to enter the workplace. We donu2019t know a lot about them yet, however what we do know is that theyu2019re truly u2018digital nativesu2019, in that theyu2019ve never known a world without the internet. Theyu2019re big believers in self-tuition, theyu2019re creative and somewhat over-informed with a high propensity to consume large amounts information and entertainment. According to a study by The Futures Company they are also, generally, more pragmatic than Millenials. \r\n\r\n tWhat will they be looking for?: a work-life balance, a stimulating work environment, flexibility, a diverse workplace, and a sense of purpose\r\n\r\n \r\nCreating a more multigeneration-friendly working environment\r\nOf course, you canu2019t please everyone and these workplace personas are based partly on generalisation. Still, itu2019s important to have a workplace optimisation strategy in place in order to increase rates of talent acquisition and retention. Millennials, in particular, are self-confessed job hoppers and difficult to pin down. According to the Harvard Business Review, 21% of Millennial workers left their job in 2016 to work elsewhere, a number three-times higher than the rate of non-millennials doing the same thing. As job security is no longer a given, an environment that appeals to a multiplicity of work style personas is the key to amassing a workforce that enjoys what they do. There are a number of different strategies that could be implemented in order to achieve this, for example: \r\n\r\nFinancial security can be assured through benefits like retirement plans, private healthcare, dental insurance and childcare. With the cost of living what it is and the commute in and out of city centres still an undeniable nightmare, calls for more flexible working hours and more opportunities to work from home should not go ignored. \r\n\r\nAn increased focus on the mental and physical wellbeing of your employees will ensure happy and healthy co-workers, willing and able to give you their best eight hours each day. \r\n\r\nOffering employees access to educational programmes and training demonstrates a commitment to providing them with a workplace that helps them develop as individuals. This is especially important with more experienced employees who, nevertheless, may be struggling to keep up with new technologies, as well as for interns and those new to the workplace who may need some on-the-job training. At Good Rebels we have our own trainee system which is based on our IEPE framework (Intelligence, Experience, Performance, Enablement). Following this framework, each Rebel decides his or her formative path. We believe in self-management, and so we try to encourage a proactive, self-reliant mindset from the very start. \r\n\r\nLaunching a digital transformation strategy can help you increase rates of productivity, ensure effective communication organisation-wide, increase flexibility, reduce time wastage, and provide your employees with more opportunities for collaboration and knowledge sharing. \r\n\r\nMore important than a u2018flat hierarchyu2019 is transparency. A survey conducted by Globoforce found that while 80% of workers surveyed said they trusted their peers, only 72% trusted their bosses, and just 65% trusted senior leaders. Trust and communication between co-workers is hugely important, and improving the level of communication between junior and senior employees could help build trust. At Good Rebels weu2019ve implemented a policy of open salaries to ensure complete transparency at every level and demonstrate our commitment to equal opportunity for career advancement. \r\n\r\nAccording to a survey conducted by TinyPulse, just 42% of employees can recite their organisationu2019s vision, mission and values. Making sure that the people who work within your organisation are aligned with your core values is crucial - company manifestou2019s are designed to inspire, to ensure that everyone understands why they do what they do, and to build employee loyalty. If you donu2019t care about your companyu2019s cause, then whatu2019s to stop you from accepting a better offer if one came along? \r\n\r\n \r\nHow are we doing this at Good Rebels?\r\nAt Good Rebels weu2019re working to create a more human centred organisation; one thatu2019s individuals first, organisation second. We capture employee feedback through interactive workplace socials, through apps like Office Vibe, and through one-on-one mentoring. Weu2019ve committed ourselves to transparency, increased flexibility and the promotion of a healthy work-life balance. In order to keep a multigenerational workplace motivated, itu2019s important to understand how individuals can differ from one another when it comes to styles of working and the reasons they have for sticking around. Itu2019s not about experience vs. energy, itu2019s about learning to recognise whatu2019s preventing your organisation from becoming truly multigeneration-friendly.",
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"content": "{"title":"How to motivate everyone: from Baby Boomers to Centennials","content":"The modern office is not just multicultural and gender diverse, it\u2019s multigenerational too. In fact, the workplace has always been multigenerational to a certain extent, but now more than ever the differences between the working styles of each generation need to be addressed. \r\n\r\nIn a recent interview, author and motivational speaker Simon Sinek, talked about millennials and how they differ from the generation who employ them. But it\u2019s not just millennials we need to consider - we need to learn to cater for a wide range of work personas. These days millennials can hold any position within an organisation from intern to CEO, so it\u2019s important not to over-generalise. That said, developing a general understanding of each working generation - their strengths, weaknesses and preferences - is one of the biggest challenges facing the modern HR department. They\u2019ll need to have a workplace optimisation strategy in place if they want to achieve organisational harmony.\r\n\r\n \r\nWorkplace personas: experienced vs. new energy\r\n \r\n\r\nBaby Boomers: ages 52 to 70\r\n\r\n \tWhat do they want: stable, long-term work. They don\u2019t necessarily \u2018love what they do\u2019, work is just a means to an end\r\n \tWhat matters most: leadership opportunities, financial security, competitive pay and steady employment\r\n \tPositive stereotypes: reliable, experienced, loyal, more connected with industry contacts, more used to the workplace environment\r\n \tNegative stereotypes: technophobic, reluctant to travel, slow learners\r\n \tFacts & Figures: 77% have no kids at home\r\n\r\nGeneration X: ages 36 to 51\r\n\r\n \tWhat do they want: work-life balance, opportunities for socialisation, competitive pay and steady employment\r\n \t\r\nWhat matters most: financial security, childcare, petcare, flexibility, and leadership opportunities\r\n\r\n \t\r\nPositive stereotypes: self-reliant, balanced, risk-takers, ambitious\r\n\r\n \t\r\nNegative stereotypes: cynical, not necessarily \u2018team players\u2019\r\n\r\n \t\r\nFacts & Figures: 46% have kids under 18 years old at home\r\n\r\n\r\nGeneration Y (Millennials): ages 18 to 35\r\n\r\n \tWhat do they want: opportunities for advancement, office \u2018perks\u2019, a commitment to ethics, tuition reimbursement\r\n \tWhat matters most: work-life balance, a social working environment, a sense of purpose, training opportunities, flexibility\r\n \tPositive stereotypes: digital natives, multitaskers, enterprising, idealistic and creative\r\n \tNegative stereotypes: lazy, disloyal, impatient, overly idealistic, entitled\r\n \tFacts & Figures: 46% believe they should be advancing within the company after 1-2 years\r\n\r\nGeneration Z (Centennials): ages 7 to 17\r\n\r\nThis generation will be the next to enter the workplace. We don\u2019t know a lot about them yet, however what we do know is that they\u2019re truly \u2018digital natives\u2019, in that they\u2019ve never known a world without the internet. They\u2019re big believers in self-tuition, they\u2019re creative and somewhat over-informed with a high propensity to consume large amounts information and entertainment. According to a study by The Futures Company they are also, generally, more pragmatic than Millenials. \r\n\r\n \tWhat will they be looking for?: a work-life balance, a stimulating work environment, flexibility, a diverse workplace, and a sense of purpose\r\n\r\n \r\nCreating a more multigeneration-friendly working environment\r\nOf course, you can\u2019t please everyone and these workplace personas are based partly on generalisation. Still, it\u2019s important to have a workplace optimisation strategy in place in order to increase rates of talent acquisition and retention. Millennials, in particular, are self-confessed job hoppers and difficult to pin down. According to the Harvard Business Review, 21% of Millennial workers left their job in 2016 to work elsewhere, a number three-times higher than the rate of non-millennials doing the same thing. As job security is no longer a given, an environment that appeals to a multiplicity of work style personas is the key to amassing a workforce that enjoys what they do. There are a number of different strategies that could be implemented in order to achieve this, for example: \r\n\r\nFinancial security can be assured through benefits like retirement plans, private healthcare, dental insurance and childcare. With the cost of living what it is and the commute in and out of city centres still an undeniable nightmare, calls for more flexible working hours and more opportunities to work from home should not go ignored. \r\n\r\nAn increased focus on the mental and physical wellbeing of your employees will ensure happy and healthy co-workers, willing and able to give you their best eight hours each day. \r\n\r\nOffering employees access to educational programmes and training demonstrates a commitment to providing them with a workplace that helps them develop as individuals. This is especially important with more experienced employees who, nevertheless, may be struggling to keep up with new technologies, as well as for interns and those new to the workplace who may need some on-the-job training. At Good Rebels we have our own trainee system which is based on our IEPE framework (Intelligence, Experience, Performance, Enablement). Following this framework, each Rebel decides his or her formative path. We believe in self-management, and so we try to encourage a proactive, self-reliant mindset from the very start. \r\n\r\nLaunching a digital transformation strategy can help you increase rates of productivity, ensure effective communication organisation-wide, increase flexibility, reduce time wastage, and provide your employees with more opportunities for collaboration and knowledge sharing. \r\n\r\nMore important than a \u2018flat hierarchy\u2019 is transparency. A survey conducted by Globoforce found that while 80% of workers surveyed said they trusted their peers, only 72% trusted their bosses, and just 65% trusted senior leaders. Trust and communication between co-workers is hugely important, and improving the level of communication between junior and senior employees could help build trust. At Good Rebels we\u2019ve implemented a policy of open salaries to ensure complete transparency at every level and demonstrate our commitment to equal opportunity for career advancement. \r\n\r\nAccording to a survey conducted by TinyPulse, just 42% of employees can recite their organisation\u2019s vision, mission and values. Making sure that the people who work within your organisation are aligned with your core values is crucial - company manifesto\u2019s are designed to inspire, to ensure that everyone understands why they do what they do, and to build employee loyalty. If you don\u2019t care about your company\u2019s cause, then what\u2019s to stop you from accepting a better offer if one came along? \r\n\r\n \r\nHow are we doing this at Good Rebels?\r\nAt Good Rebels we\u2019re working to create a more human centred organisation; one that\u2019s individuals first, organisation second. We capture employee feedback through interactive workplace socials, through apps like Office Vibe, and through one-on-one mentoring. We\u2019ve committed ourselves to transparency, increased flexibility and the promotion of a healthy work-life balance. In order to keep a multigenerational workplace motivated, it\u2019s important to understand how individuals can differ from one another when it comes to styles of working and the reasons they have for sticking around. It\u2019s not about experience vs. energy, it\u2019s about learning to recognise what\u2019s preventing your organisation from becoming truly multigeneration-friendly.","url":"https:\/\/www.goodrebels.com\/how-to-motivate-everyone-from-baby-boomers-to-centennials\/","authors":["Alba Burillo"],"origin":"WP Blockchain","format":"wpblockchain"}"
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