ADP Pro Client Conference - Managing The Future: in 2018 & Beyond Multi-Generational Workforce
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ADP Pro Client Conference
Managing The Future:
Multi-Generational Workforce
in 2018 & Beyond
Tiffany Glenn & Julissa Villalona, ADP HR Leadership Team
Copyright © 2017 ADP, LLC. Proprietary and Confidential.
Managing a Multigenerational Workforce I Our Speakers
Tiffany Glenn Julissa villalona
Tiffany has served in a variety of HR roles for almost two decades. She Over the past 6+ years, Julissa has served in a variety of HR Roles
possesses strong expertise in campus recruitment, performance across both field and corporate functions. Julissa brings a diverse
management, diversity and inclusion, compensation planning, talent background of skills and experience in supporting large multi-national,
management, leadership development, change leadership, and Fortune 300 companies. Julissa has a proven ability to impact the
organizational design and effectiveness. businesses she supports driving key initiatives to accelerate
operational efficiencies and business growth.
Tiffany holds a Master’s Degree in Human Resources from Roosevelt
Julissa graduated from Fairleigh Dickinson University with a Bachelors
University, and a Senior Professional In Human Resources Certification.
in Business Management, and keeps close ties to the university as a
member of their Human Resources Advisory Board.
Tiffany joined ADP in May 2012 and is currently the Vice President, Julissa joined ADP in April 2017 and is currently aligned to our Major
Human Resources to our Major Accounts Services Organization. She Accounts Services Division. She currently is a Manager, Human
is responsible for partnering with business leaders to drive human Resources Business Partner.
2
capital strategies across this organization.
Copyright © 2017 ADP, LLC. Proprietary and Confidential.
Managing a Multigenerational Workforce I Our Agenda
1. Talent Landscape 2. The Generations
15 Minutes 30 Minutes
3. Organization Best 4. Q & A
Practices 15 Minutes
15 Minutes
3
The Talent Landscape
The Future of Work is Now
Copyright © 2017 ADP, LLC. Proprietary and Confidential.
The Talent Landscape I Diversity is Multi-Dimensional
Race Gender Ethnicity Age Nationality
Religion Sexual Values Personality Disability
Orientation
Language Physical Marital Status Lifestyles Beliefs
Appearance
Geographic Economic Education Organizational Thought
5
Origin Status Tenure or Level
The Talent Landscape I Labor Force Mix
6
The Talent Landscape I Ethnicity Transformation
7
The Talent Landscape I Generational Transformation
34%
32
31 2
%
% 0
3
% 1
Traditionalist Boomer Gen X Gen Y
5
75%
20% 2
5% 0
The Talent Landscape I Labor Transformation
9The Talent Landscape I Labor Transformation
10The Talent Landscape I Key Workforce Trends
Retirement Artificial
Uncertainty intelligence
Education GEN Y & Z
11Anatomy of
“The Generations”
Who Are They?
Copyright © 2017 ADP, LLC. Proprietary and Confidential.The Generations I Character Themes
TRADITIONALISTS BOOMERS GEN X GEN Y (Millennial) GEN Z
Timeframe 1924 - 1944 1945 - 1960 1961 - 1980 1981 - 1995 1995 - 2012
3% 31% 32% 34% Currently employed in
% in U.S. Workforce either PT jobs or new
apprenticeships
Formal etiquette, good Ask them – don’t tell Keep it brief; pertinent Keep it real, Real time; text and
Communication
grammar them info only interactive “FaceTime” are okay
Focus on experience Acknowledge Focus on group Focus on meaning and
Development Let them drive it
and long-term goals accomplishment learning; edu-tain short-term goals
Coaching & Other GenYers or Diversified, many, and
Respected leaders Friendly equals Demonstrated authority
Mentoring Traditionalist constant interaction
Subtle – no news is Formal, periodic, Immediate, candid, and
Feedback Frequent Immediate
good news well-documented crowdsourced
Recognition of a job Work that has Flexibility and diversified,
Reward Money, title, praise Freedom and flexibility
well done meaning meaningful work
Attitude Toward Jobs are for life Organizational – Early “portfolio” careers – Digital entrepreneurs Career multi-taskers – will
Career careers are defined loyal to profession, not – work “with” move seamlessly between
13
by employers necessarily to employer organizations, not organizations and start-
“for” upsThe Generations I COMMUNICATION Preferences
Who Said It? A. Traditionalist
1924 - 1944
1. Send me a text or email
B. Boomer
2. If you could go ahead and 1945 - 1960
streamline that message for me in
an email, that would be great!
C. Gen X
1961 - 1980
3. OMG, ROTFL,
LMAO, IDK!
4. Face to face meetings D. Gen Y (Millennial)
and good grammar are 1981 - 1995
important to me; I need 5. Let’s talk live
you in the office every or I can just E. Gen Z
day
call you 1996 - 2015
14The Generations I CAREER Preferences
Who Said It? A. Traditionalist
1924 - 1944
1. I LOVE WHAT I DO, BUT THIS COMPANY
WON’T DEFINE ME – My career defines me
B. Boomer
1945 - 1960
2. I am working 3 jobs, all on my
OWN time – no 9a to 5p is going
C. Gen X
to tie me down! 3. I’ll do WHATEVER 1961 - 1980
MY COMPANY NEEDS ME
4. I am staying at this TO DO – EVEN SACRIFICE
company until I land the MY OWN DESIRES D. Gen Y (Millennial)
1981 - 1995
top job – no matter how
long it takes
5. LET’S WORK TOWARDS A E. Gen Z
COMMON GOAL TOGETHER;
15 1996 - 2015
Purpose is important to meThe Generations I CAREER Preferences
MYTH B U S T E R S
STATEMENT: Millennials have a
tendency to “job hop,” with the
majority moving from company to
Gen Y (Millennial)
company
1981 - 1995
ANSWER: False!
16The Generations I REWARD Preferences
Who Said It? A. Traditionalist
1. Give me work that matters to the world; I 1924 - 1944
want to make a difference
B. Boomer
1945 - 1960
2. GIVE ME AUTONOMY &
FLEXIBILITY; GIVE ME SPACE
C. Gen X
TO GET MY WORK DONE
3. Recognize me - 1961 - 1980
adjust my title –
4. I want my manager to
tell me when I have done
It means alot D. Gen Y (Millennial)
1981 - 1995
a good job; if this is in
front of an audience, 5. Give me meaningful work
even better & flexibility; I don’t want E. Gen Z
17 1996 - 2015
to be tied down to 9 to 5The Generations I FEEDBACK Preferences
Who Said It? A. Traditionalist
1924 - 1944
1. Talk to me face to face routinely &
document everything B. Boomer
1945 - 1960
2. Give me real time feedback
3. Frame feedback C. Gen X
4. I want to know carefully; i 1961 - 1980
when I’m not doing
haven’t always
well; otherwise let me
received it
do my job and get out D. Gen Y (Millennial)
frequently 1981 - 1995
of my way
E. Gen Z
5. Give me feedback immediately 18
& 1996 - 2015
ideally from multiple stakeholdersThe Generations I Millennial Development Preferences & Trends
*Millennials will occupy 75% of the global workforce by 2025*
Trend 1: Millennials lack confidence in identifying what to learn
Trend 2: Millennials value network learning but do not always seek peer feedback
Trend 3: Millennials value on-the-job learning
Trend 4: Millennials are more likely to value and seek manager feedback
Trend 5: Formal learning is equally valued by millennials and other employees
D. Gen Y (Millennial)
1981 - 1995
Trend 6: Millennials lack confidence in their ability to apply skills
19
Source: CEB - “Effectively Developing Your Millennials – March 23, 2015The Generations I Key Questions
Do you have a strategy to ma
Do you have a strategy to
manage a multigenerational
workforce?
multi-generational workforce?
• What are you focused on?
• How do you know it’s effective?
What are you focused on?
How do you know it’s effective?
20What Actions Are
Organizations
Taking?
Best Practices
Copyright © 2017 ADP, LLC. Proprietary and Confidential.Common Best Practices
TALENT TOOLS & TECH Surveys STRUCTURE Talent BENEFITS CommS Mix
Development ACTIVATION
✔Focus on ✔Easy ✔Engagement ✔Multi-gen work ✔Enable ✔Mixed ✔Live town
career planning & application surveys teams: associates to incentive plans & halls,
knowledge process for & leader quality
strategically pair participate in work webinars,
transfer candidates surveys different cross-functional assignments teleconference
generations on projects outside
✔Encourage self- ✔Collaboration ✔Include non- project teams – their “day jobs” ✔Remote ✔Paper,
paced tools (e.g., traditional maximizes (and pay them working electronic
development Webex, Skype, questions, e.g., innovation, for internal gigs) arrangements materials
Bluejeans) preferred comm knowledge base &
✔Frequent style, career balances ideas ✔Edu-tain ✔Unlimited PTO ✔Text, email
feedback – all path preferences
employees - ✔Advance pay
through
automated ✔Tuition &
processes student loan
assistance
✔Reverse
Mentoring ✔ Gym
membershipThe Generations I Common Denominators
Solutions to
managE #multigen
Meaningful Work Feedback
Recognition
Development & Variety Manager- Benefits
of Experiences
Employee Mix
Relationship
23The Generations I Key Questions
Do you have a strategy to ma
What best practices
have you employed in
your organization?
multi-generational workforce?
• What do you think is
missing?
What are you focused on?
How do you know it’s effective?
24Now that you KNOW,
what will you
DO?
Developing Your Action Plan
Copyright © 2017 ADP, LLC. Proprietary and Confidential.Steps to a WINNING
Workforce Assessment
1 2 3 4 5
Data Data Study Your Action METRICS & Revisit
Data! Current Planning Tracking Plans
State
26ACTION PLAN…
Managing A Multigenerational Workforce
WHAT ARE YOU GOING TO DO ABOUT IT?
Start Date End Date
Timeline
Action Plan
(Summarize what ONE thing you want to take action on walking out of here. You may consider starting with what you perceive to be not only your biggest gap, but a potential
company performance derailer in the future). EXAMPLE: I will assemble a cross-functional team to address our turnover issue across millennials which will be responsible for
reviewing our turnover, engagement survey and exit interview data, speak to a group of existing millennials, and develop actions to reduce turnover.
SPONSOR CHAMPIONS REQUIRED TOOLS TEAM MEMBERS MEASUREMENTS
What specific senior-level Who are the key people across your What tools/systems will you need for Names of those who will be How will you measure success?
individual(s) will you select for organization that you will want to select this to be successful? responsible for actually “doing” the
sponsoring this project? (e.g., as champions to ensure this plan is work
CEO, COO, etc.) successful?
Copyright © 2017 ADP, LLC. Proprietary and Confidential.Managing a Multigenerational Workforce I Questions?
Tiffany Glenn
Email: tiffany.glenn@adp.com
Julissa Villalona
Email: Julissa.villalona@adp.com
28APPENDIX Copyright © 2017 ADP, LLC. Proprietary and Confidential.
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