Generational Interchanges™

Tell Your Story In 2012

2011-12-29T20:38:00.000-08:00

As the New Year approaches, consider the stories you would like to share in 2012.

Stories entertain us, but they also act as a vehicle for passing memories, values and rituals on from one generation to the next. That's why the Interchange Group supports StoryCorps, one of the largest oral history projects of its kind. Since 2003, StoryCorps has recorded and archived over 35,000 interviews of Americans of all ages and backgrounds. Each conversation is preserved at the Library of Congress and available to enjoy on StoryCorps' Listening Page. Interviews are also featured every Friday on NPR's Morning Edition.

As a gift to our clients and community, the Interchange Group is donating to StoryCorps this year. I invite you to listen to some of the interviews, organized by categories such as work, romance, friendship, September 11 and Hurricane Katrina. And, if you'd like to conduct your own interview, StoryCorps will help you do that. Their Great Questions List is wonderful for getting a good conversation started.

Happy New Year!

Amy Hirsh Robinson, Principal, Interchange Group

Workforce Strategies for the New Economy

Millennials & Work Location

2011-11-07T19:26:00.000-08:00

There are many myths about Millennials and urbanization: Their attraction to cities for the “hip” factor; Their preference for mass transportation as a commitment to being green. But the majority of Millennials actually live in suburban environments. In fact, 43% describe suburbs as the “ideal place to live,” compared to 36% of Generation Xers and 28% of Baby Boomers.¹ As Millennials transition into their 30s, their preference for low density, non urban living is predicted to increase even more. Here’s why:

Affordable Housing - 64% of Millennials say it’s very important to own their own home, and suburban homes generally costs less than their urban counterparts.²
Job Opportunities - Suburban regions with low unemployment currently boast high percentages of recent college graduates in the U.S.³
Family & Community - Millennials, many of whom are about to start families, want to raise children in the same suburban settings of their own youth.⁴

Millennial migration is significant to companies’ strategic planning. Attracting and retaining this large demographic of future workers impacts not only talent strategy, but also planning in corporate development, real estate and facilities management. Housing, telecommuting, and mass transit patterns also play a role.

By 2014, the bureau of labor reports that Millennials will make up 1/3 of America’s labor market. How and where organizations find young talent in the future will become important drivers of competition. Have you entered these factors into your planning?

Amy Hirsh Robinson, Principal, Interchange Group
Workforce Strategies for the New Economy

¹Winograd, Morley and Michael Hais. Millennial Momentum. New Brunswick: Rutgers University Press, 2011. Print.
²Winograd, Morley and Michael Hais. “Are Millennials the Solution to the Nation’s Housing Crisis?” NewGeography.com. Web. 17 July 2011.
³Kotkin, Joel. “America’s Biggest Brain Magnets.” NewGeography.com. Web. 10 February 2011.
⁴Winograd, Morley and Michael Hais. “Are Millennials the Solution to the Nation’s Housing Crisis?” NewGeography.com. Web. 17 July 2011.

Is Ageism Real?

2011-10-06T22:17:00.000-07:00

The recession swept through America, leaving scores of unemployed Baby Boomers in its wake. Millions have been unable to find work since. It’s now gotten so bad for the unemployed over 50, that President Obama is proposing legislation to make discrimination against the unemployed illegal.

So is ageism in the workplace real? You bet it is. But the situation is complicated by these competing truths:

Many older workers do not have the skills and competencies that employers need to compete in the new economy.
Some younger managers are afraid to hire older workers because they don’t know how to manage them.
Sometimes older workers cost more to employ. Sometimes they cost less.
Productivity can decline with age, but younger workers are not always more productive, nor more reliable.

To be over 50 and unemployed carries a terrible status in our country, and we are ALL complicit. My challenge to hiring managers is to check your assumptions when screening candidates and look for the competencies most critical for the role. My challenge to Baby Boomers is to prove your relevancy to the new economy, adapting your skills and offerings to meet these changes in the market.

It is in everyone’s best interest for organizations to attract and retain top talent. What are you doing, as a hiring manager or potential employee, to help or hinder that goal?

- Amy Hirsh Robinson, Principal, Interchange Group
Workforce Strategies for the New Economy

9.1% Unemployment & Open Positions?

2011-09-06T12:59:00.000-07:00

On Friday the Labor Department reported that America’s unemployment rate held steady at 9.1%, resulting in 0% job growth for the month of August. Yet for the same month, employers also reported a sharp increase in difficulty recruiting for open positions (SHRM Leading Indicators of National Employment).

How is it that companies can’t find the talent they need when so many people are looking for work? The answer lies in what economists refer to as “structural discord in the labor market." Plainly put, the competencies of our current workforce do not match what organizations need to stay competitive in the new economy.

When the economy actually improves, companies will have an even harder time attracting and retaining key employees, especially those from younger generations who view their employers with a consumer mindset. As a result, many organizations are starting to define and strategically position themselves specifically for the talent they want to hire and keep. Often referred to as Employee Value Proposition, the perceived rewards and benefits employees get in exchange for performance is becoming a selling point and key business strategy for companies wanting to stay ahead of looming talent shortages.

Don’t let the unemployment statistics fool you. It will continue to be difficult to find good talent. Are you prepared? Do you know how to define and market your Employee Value Proposition?

- Amy Hirsh Robinson, Principal, Interchange Group

Diversity Training Is Offensive To Millennials

2011-08-16T21:43:00.000-07:00

Over the past 10 years, I’ve had the opportunity to observe and advise on corporate diversity training. I always caution employers on their approach to diversity with members of the Millennial generation. In my experience, Millennials are bored, if not downright offended, by what they experience when it comes to diversity initiatives within companies. Here’s why:

Most diversity classes focus on “difference” and the importance of the individual. Millennials would rather focus on what they have in common and the needs of the community over those of the individual.
Millennials have a positive, unity oriented take on diversity where shared responsibility is key. They reject the polarizing outlook of older diversity trainers who tend to focus on rights and victims.
As the most racially and ethnically diverse generation in American history, Millennials grew up with messages celebrating diversity. They see companies that have to talk about diversity as “behind the times.”

Employees make the decision to stay or leave a company within their first six months of employment. This is the time period when most Millennials attend their first diversity training. By 2014, the bureau of labor reports that Millennials will make up 1/3 of America’s labor market. Can your organization afford to polarize such a large population of your current and future workforce? Do you know the next steps to take ensure their commitment?

- Amy Hirsh Robinson, Principal, Interchange Group

Succession Planning for the 21st Century

2011-07-07T21:21:00.000-07:00

75% of executives view succession planning as the top human capital challenge that could derail their company's attainment of key strategic business objectives. Yet generational shifts, emerging communication technologies and rising economic uncertainty have changed the playing field and what's required of 21st century leaders. Existing succession planning models have not kept up.

There has been much talk of the "new normal" in American business but little practical discussion on how to address succession planning to meet new and future challenges facing organizations. Here are five questions to start the conversation and improve the quality and depth of your leadership pipelines.

What roles in your organization are mission critical now?
What roles will (and won't) be mission critical in the future?
What roles have the highest turnover?
What roles have long learning curves?
What roles are or will be difficult to recruit for?

To learn the critical requirements and pitfalls of succession planning, I invite you to watch my 3-minute video, Building the Talent Pipeline to the 21st Century, featured at this year's SHRM conference. You can access the video and other pertinent information directly from the homepage of my newly designed website at www.interchange-group.com. If you need a sounding board for any of your succession planning or talent management challenges, feel free to contact me at ahr@interchange-group.com.

- Amy Hirsh Robinson, Principal, Interchange Group.

Mixing It Up! Amy Hirsh Robinson Featured in HR Magazine

2011-05-17T20:08:00.000-07:00

I’d like to share a fascinating examination of generational issues in the workplace. “Mixing it Up,” is the cover story in the May 2011 issue of HR Magazine, in which I am quoted extensively. As an expert on the impact of generational differences in both the for-profit and non-profit worlds, my consulting has evolved over the years to enable organizations to create agile workforces adaptive to change. Through my work, my clients gain a cost effective and competitive advantage in attracting, retaining and managing multigenerational talent. In addition, my strategic expertise refines their business models and practices to address generational trends in the market.

I invite you to read the article and share your thoughts with me on these compelling issues. It’s also not too late to register for my May 19 webinar, “Recruiting The Class Of 2011: Managing the Expectation of Millennials --- And Yours!” If you can't make the webinar, but would like to discuss the intergenerational issues of your company, feel free to contact me at ahr@interchange-group.com.

- Amy Hirsh Robinson, Principal, Interchange Group (www.interchange-group.com)

Recruiting the Class of 2011: Managing Their Expectations -- Any Yours!

2011-05-02T21:51:00.000-07:00

Does this sound familiar?

You're frustrated by what you call a "sense of entitlement" in todays youth and marvel at their lack of patience to master a skill or job thoroughly.
You're horrified by the casual writing style of your younger staff and wonder what happened to spell check and punctuation.
You've just spent thousands of dollars recruiting recent college graduates, only to find that six months later they've left you for greener pastures.

Welcome to the Millennial generation! Born into the world of the internet, cell phones and video games, these teens and twenty-somethings are tech savvy with short attention spans. Raised by "Helicopter" Baby Boomer parents who pushed them to excel, Millennials are natural multi-taskers brimming with confidence. This is the Harry Potter generation of team enthusiasts who want to make the world a better place. And they are ready to bypass any red tape that gets in their way!

In only four years, Millennials will represent over 40% of the American workforce. How will employers effectively recruit and manage a group of workers predicted to drastically change how companies organize and communicate? Join us for another popular Interchange Group webinar as we answer this question and share practical strategies for attracting and retaining the Millennials. Learning outcomes include:

Expectations, motivations and behaviors of the Millennial generation
Recruiting and interviewing tactics to attract top young talent
Orientation and on-boarding practices for accelerating time to productivity
Strategies for managing career pathing and development conversations
Management and communication practices to increase performance and retention

Registration for this webinar is complimentary to Interchange Group clients. Contact your Interchange Group consultant for arrangements or email info@interchange-group.com. Registration for non-clients is available for a fee of $79.

Click here to register

Would You Hire Your Own Kid?

2011-04-19T20:38:00.000-07:00

Written by Sarah Sladek, founder of XYZ University and author of Rock Stars Incorporated: Hiring the High Performance High Maintenance Hotshots Half Your Age.

I'm fascinated by the topic of workforce and leadership development, partly because I'm a parent and partly because I work with organizations grappling with generational issues. I know all too well that everyone has an opinion on "today's" generation and "tomorrow's" generation and how these differences challenge organizations. But one topic that remains to be explored is workforce readiness.

The Conference Board recently released a report which argues: "High school and college graduates are showing deficiencies in both basic and applied skills, and a real lack of preparedness for today's world of work." Unemployment among teens and young adults has been at an unprecedented rate for several years. Even before the economy took a nosedive, employers preferred to hire senior citizens or immigrant workers over Generation Y.

So, would you hire your own kid? Let's be honest. Probably not.

The Conference Board report explains there are seven survival skills that our new graduates must have but are not getting in our current educational environment. I'm going to take this a step further. I think parents are partially to blame. Not public or private education. Not government. We, the parents, made this mess.

Parenting has changed substantially in the past 20 years. I'm not proclaiming to be an exceptional parent by any means, but as a generational expert I have observed how the changes in parenting have created a generation that's lacking critical skills. Here are the seven skills new graduates lack and examples of where I believe parents are falling short:

Problem solving: "Mommy! Timmy hit me!" "Oh no, let me go right over to Mrs. Smith's house and she and I will have a conversation about this." Parents have become overly involved in their children's lives. As a result, children aren't learning to solve problems or resolve conflict on their own.
Collaboration: When I was a child, I played all day long without a parent ever being involved. Today's children are constantly shuttled between playdates and practices. They rarely play together without it being organized and/or supervised by adults.
Agility/Adaptability: Studies show children under the age of six influence more of the household purchasing decisions than the parents. (Yikes!) When the world revolves around them, children can't adapt to change or take the needs of others into consideration.
Entrepreneurialism: Children need the opportunity to take initiative and responsibility. Parents shouldn't be selling their children's Girl Scout cookies or setting up their lemonade stands for them.
Oral and Written Communication: Personal communication is a must. Great texting skills won't land anyone a job, yet children as young as eight are given smart phones and Facebook accounts.
Accessing and Analyzing information: Parents need to stop giving their children the answers. I personally know parents who do the majority of their kids homework just so they will get all "A's." The future of our workforce must be able to think for themselves.
Curiosity and Imagination: As a society, we are consumed with 'fitting in' and we squelch the arts and creativity in school. Let your children be unique. Encourage them to be unique. Employers need unique!

I predict that in the coming years we're going to see a growing demand for workforce development programs in the school system and leadership development programs in the workplace simply because the next generations aren't equipped to meet the needs and expectations of the workplace. As parents, be aware that we need to do a better job of preparing this generation for increase responsibility. As employers and executives, be prepared to introduce programs that will help young adults obtain the skills they need to work for your company.

By 2015, Baby Boomers will cede the majority of the workforce to Generation Y. Ready or not -- here they come.

To find out more about Sarah's great work and her views on the generations, visit her blog at http://xyzuniversity.com/blog/

To learn how to better recruit and manage the young people in your organization, join the Interchange Group for our May 19 webinar, "Recruiting The Class of 2011: Managing The Expectation Of Millennials -- And Yours!"

Man Up Gen X!

2011-03-30T21:10:00.000-07:00

Recently, I was asked to counsel a group of angry 40-something managers on career advancement. These Generation Xers felt they were caught in between “greedy” Baby Boomers, who won't move over to give their generation a shot, and “entitled” Millennials, who won’t put in a decent day’s work. As a generational expert and specialist on today’s workplace issues, I gave the following advice.

MAN UP GEN X! If you wish Boomers would get out of your way then help them to retool. It’s not that they want to prevent younger generations from advancement. The problem is that many of them don’t know how to move on (to retirement or to more fulfilling careers) and still support themselves, their aging parents and their children. Teach Boomers time management and delegation skills that force them to work smarter instead of more and you will help them reach the other side of the mountain much quicker.

On the flipside, if you want Millennials to “toughen up” you will need to do a better job of managing their expectations. Invest your limited time in beefing up your company’s interviewing, orientation and career development initiatives. Millennials who know what is expected of them and what it takes to get to the next level will surprise you with their productivity and loyalty.

And lastly, Gen Xers, I know you value your autonomy but even you could use a little help. Seek out the training you deserve to boost your communication and leadership skills. And make just a little bit of effort to care at work. Otherwise, you’ll play right into the stereotypes associated with your own generation. Or as the lead Gen X character in the film, Office Space, remarks, “It’s not that I’m lazy, it’s that I just don’t care.”

- Amy Hirsh Robinson, Principal, Interchange Group

For strategic insight on recruiting, engaging and managing the different generations in your workplace, contact us at www.interchange-group.com.

A College-Educated Workforce

2010-12-14T22:35:00.000-08:00

In the U.S., only 1/3 of high school students graduate on time and prepared for college-level work. 1/3 don’t even graduate at all. If current postsecondary graduation rates do not improve, our labor market will be short 3 million college-educated workers by 2018.

America’s education system is not preparing students for the demands of a knowledge-based economy and workplace. That’s why the Interchange Group supports Aspire Public Schools, a non-profit organization that operates public charter schools in urban areas across California. Aspire’s motto is “College for Certain,” and its growing school system boasts both record State performance and a 97% college acceptance rate. As our holiday gift to our clients and community, we have chosen to donate funds to Aspire. We encourage you to find ways to support educational improvements in your own communities!

Happy Holidays from the Interchange Group Team!

Predictions For The Next Generation

2010-11-29T20:20:00.000-08:00

What’s the youngest generation in America called and what will they be like? As the holidays approach and the focus inevitably shifts to children, we thought we’d take the opportunity to offer some predictions and pose this question to the greater community.

Though their beginning birth years have yet to be conclusively decided, children of America’s youngest generation are roughly 0-10 years old. They are currently the offspring of Generation X (born ca. 1963-1981) but many will have parents from the Millennial generation (born ca. 1982-2000) as time goes on. While demographers use a variety of names to refer to this generation -- Generation Net, Generation Z, the Homeland Generation -- none of them has yet to stick. And while it’s clear that the members of this generation will be the most technologically savvy in history, most of their other values and characteristics have yet to crystallize. Here are some of our predictions:

Self-Directed - In reaction to the “helicopter” parenting style of the Baby Boomers, “slow” or “free range” parenting styles of Gen Xers and Millennials will emphasize unstructured time over overachievement and result in the ability to self-direct.
Adaptive & Resilient - Not having experienced or remembered the years of prosperity prior to the “Great Recession,” this generation will come of age accustomed to living with less and working with what they have.
Conforming – Growing up in the wake of 9/11, Columbine and mobile surveillance technology will produce a generation of children highly tolerant of protective environments and imposed rules and boundaries.
Inclusive - This generation’s child- and young adulthood will be marked by political polarity, global instability and deepening divides between the rich and poor. As a result they will adopt values of fairness and due process in an effort to right the inequities they see around them.

Because a generation is shaped by the first 16 years of life, we’ll need more time to monitor all the influences (e.g. family upbringing, school systems, world events, etc.) of today’s youth. What do you think this next generation will be like in society? How will their values and behaviors shape the workplace of the future? We welcome your comments!

For more information and tips on recruiting, engaging and managing the different generations in your workplace, contact us at www.interchange-group.com.

Nonprofits - A Crisis of Succession

2010-10-26T19:00:00.000-07:00

75% of nonprofit executive directors plan to resign in the next five years or less. By 2016 the nonprofit sector will need 80,000 new senior managers each year, 40% more each year than is currently required. With these stark statistics one would think that succession planning would be top of mind for most nonprofits, but only 29% have succession plans in place. Succession planning will be the number one crisis facing nonprofits in the coming years and many will not survive as a result. Demographics aside, here are 3 major reasons why nonprofits must engage in succession planning now to stay in business for the future:

Funding – Scrutiny among foundations and private donors is growing. In the future, many will simply withhold funds to nonprofits that cannot demonstrate continuity in leadership. As more organizations vie for funding from non-government entities, the demand for succession plans will rise.
Retention - After passion for the mission, professional development is the second most important reason nonprofit executives take new jobs. Organizations that do not plan for succession send a clear message to their top talent that professional development is not valued.
Board Fatigue - Many board members are simply weary to commit more time, money and contacts to leaders who seem ready for retirement or are not open to fresh ideas. For prospective board members, the prospect of new leadership will be the necessary step to gain their support and engagement.

Generational shifts among stakeholders, emerging communication technologies and rising economic uncertainty have changed the playing field and what's required of nonprofit leaders. Nonprofits are clearly struggling in the most challenging times since the Depression and most do not feel capable of planning past the next fiscal year. That being said, not engaging in succession planning will be a huge disservice to the communities they serve. What does this mean for the nonprofit organizations that you work for or support? What could you do to help ensure their sustainability?

For more information and tips on succession planning and managing the different generations in your workplace, contact us at www.interchange-group.com.

Eldercare Issues in the Workplace

2010-09-24T18:18:00.000-07:00

As more and more Baby Boomers struggle to balance full-time employment and the emotional and financial demands of caring for aging parents, the cost to employers is rising. According to MetLife, the average employee caregiver costs his or her employer $2100 per year in absenteeism, lost productivity and increased healthcare costs. That’s a total loss of $33 billion per year to U.S. businesses.

Unfortunately, the situation is predicted to get worse in the coming years. The Centers for Medicaid and Medicare Services report that the segment of the population most likely to need care (those over 85) is increasing rapidly, from 35 million today to 70 million in 2030. How will employers cope with the disruptions and costs of a growing workforce of employee caregivers? Here are some of the many innovative “eldercare friendly” policies and practices that companies are adopting to address the issue:

Flexible work arrangements including telecommuting, compressed work weeks and job sharing
Leave-sharing that allows employees to donate a portion of their leave time to others who have eldercare responsibilities
Caregiver Employee Resource Groups that enable employees to share resources and emotional support
Dependent Care Spending Accounts permitting employees to pay for adult daycare expenses with pre-tax dollars
Consultation on eldercare services and counseling on hospice and palliative care

Addressing issues of eldercare is a business imperative. Organizations that respond to employee needs will be rewarded with loyalty, engagement and productivity. Those that force employees to choose between caring for a loved one and devoting themselves to work will sacrifice both their bottom line and their ability to attract top talent in the future.

For more information and tips on recruiting, engaging and managing the different generations in your workplace, contact us at www.interchange-group.com.

September 16 Webinar: New Hire Onboarding

2010-08-30T20:13:00.000-07:00

For employers, making a good first impression through the recruitment process is essential. But managers are often so driven to find talent that they forget to reinforce that positive impression during the new hire’s first year on the job. In other words, they neglect to think about what will happen once the employee shows up ready for work.

Employee onboarding (the process of integrating new hires into an organization) is taking on a new priority as demographic shifts gather steam and the economy begins to recover. Research shows that companies that invest in a structured onboarding process for new employees experience dramatic increases in revenue, customer satisfaction and employee retention, productivity and engagement. Yet most employers devote less time and money to their onboarding process than they do to their holiday party. A mistake that costs organizations greatly both in bottom line and reputation.

Join us for another popular Interchange Group webinar as we explore strategic insights and practical guidelines for designing simple onboarding programs that accelerate performance and boost retention. Learning outcomes include:

The generational imperative for new hire onboarding
The importance of cultural adaptation in increasing performance and retention
The 6 critical steps of onboarding and how to implement them
Key phases and activities to consider when designing your onboarding process
Common mistakes made with orientation programs and how to avoid them

Every employer has a new hire onboarding process, whether they manage it or not. What impact do your practices have on your employees' productivity and retention? Isn’t it time you found out?

Click here to register.

Onboarding Generation X

2010-08-18T21:51:00.000-07:00

Over 1/3 of Generation Xers (born ca. 1963-1981) would rather go to the dentist than attend their company's orientation program. That's no surprise, since the needs of this generation are often overshadowed by those of the Baby Boomer and Millennial generations that sandwich Gen X in the workplace. However, failure to engage this independent cohort up front will prove costly for employers in the years to come as America's 80 million Baby Boomers attempt to pass on their roles to a mere 46 million Gen Xers.

Effective employee onboarding (i.e. the process of integrating new hires into an organization) will be critical for Gen X engagement and retention in the future. As a result, onboarding practices like the ones described below will need to echo Gen X themes of self-reliance, candor and transferable skills to be successful.

Offload employment forms and other HR information onto your company's intranet for new hires to access on an "as needed basis."
Use 30-60-90 day performance reviews to let Gen Xers know if they are on track.
Provide professional development opportunities to employees during their first 12 months of employment.
Be open about the challenges, opportunities and career paths available at your organization so that Gen Xers know what they have to work with.

Gen Xers who feel challenged and empowered during the first year of employment will reward companies with loyalty and productivity. Those who feel overlooked or marginalized will eventually leave for opportunities that better meet their needs. To what extent does your onboarding process fit the needs and expectations of Generation X?

To learn how to create a successful onboarding process across the generations, join us for our for our September 16 webinar, "New Hire Onboarding: Strategic Insights and Practical Guidelines for Boosting Employee Performance and Retention."

Helping Millennials Build Professional Equity

2010-07-27T11:31:00.000-07:00

Lately, we’ve been getting a lot of interest in our Professional Equity in the Workplace program. In response to the wave of confusion and criticism toward the Millennial generation and their professional attitudes and behaviors, companies and universities alike are looking for ways to better prepare emerging leaders for success at work.

Professional Equity is the amount of standing and influence you have in the workplace. Every day we have an opportunity to build positive long-term relationships in our professional community. The investment we make in our professional reputation, skills and experiences has long-term rewards -- and consequences, if not managed effectively! To combat negative stereotypes and operational resistance from older co-workers and managers, Millennials need to focus on building their professional equity. Organizations can help them by:

Orienting incoming employees to the organization’s culture and business imperatives
Providing mentors or buddies to new hires to help them navigate workplace relationships, protocol and norms
Training Millennials on professional communication and presentation skills
Outlining performance expectations, job scope and future career paths at the start of employment
Educating new hires on the performance management process and parameters for advancement

Soon, Millennials will make up over 40% of the workforce in America. As hiring freezes thaw and the economy gathers steam, employers will need to do more to onboard incoming employees for productivity and retention. What have you done to build the professional skills and cultural acumen of your Millennial workers? Do they know what it takes to be successful in your organization?

To learn more about our Professional Equity in the Workplace program and how to create a successful onboarding process for your new employees, join us for our September 16 webinar, New Hire Onboarding: Strategic Insights and Practical Guidelines for Boosting Employee Performance and Retention.

Millennials & Critical Thinking

2010-04-21T09:16:00.000-07:00

One of the most often expressed criticisms of the Millennial Generation is that it seems to have lost all ability to analyze data, examine the logic of a proposition, or read a blog and sort out the good and the bad in the argument. Usually described as “critical thinking,” this type of skill seems to be absent from a generation focused on sharing, communicating and finding group consensus. Indeed, one of the traits older generations find most annoying about Millennials is their constant “pinging” of friends to find out what the group thinks rather than making a prompt and decisive choice on their own.

As Millennials assume positions of authority within society, many people, particularly those in the Baby Boomer generation, are increasingly concerned about this missing skill and determined to find ways to teach it to a generation raised on the Net. But the very same Boomers who deride Net-based group decision-making would quickly agree that the most effective way to learn is through trial and error. Nature and society evolve using this simple technique and Chaos theory suggests the perfection of the most complex systems occurs through the process of continuing what works and discarding what doesn’t. Yet, to a large extent, the use of critical thinking as a means to solve problems contradicts this truth about natural selection and evolution. Rather than having expert thinkers come up with the right solution to a problem, the process of trial and error creates multiple experiments that attempt to solve the problem and uses objective empirical results to determine the best solution. With this approach, more trials – and errors – produce better results.

This is the type of problem solving approach Millennials have used almost since birth. They use it every day on social networks to decide what movie to go to, at which restaurant to eat, and even for which candidates to vote. Rather than insisting on solving challenges using the inherited, but inevitably limited wisdom of experts, Millennials would prefer to share their ideas and let the group find the right answer through their combined experiences. Given how far astray critical thinking has often taken us, maybe it’s time to embrace the Millennial Generation’s approach and see if it leads to even better results than the preferred methods of older generations.

Guest edited by Morley Winograd and Michael D. Hais, co-authors of Millennial Makeover: My Space, You Tube and the Future of American Politics.

April 15 Webinar: Succession Planning for the 21st Century

2010-03-31T20:54:00.000-07:00

Most succession plans are irrelevant to today’s business challenges. Demographic shifts, globalization, emerging communication technologies and rising economic uncertainty have changed the playing field and what’s required of leaders. Succession plans have not kept up. Generic competency models and complex processes set companies that have systems in place up for failure. Those organizations, large and small, that haven’t engaged in succession planning are also at great economic risk.

There has been much talk of the new normal in American business but little practical discussion on how to retool succession planning and leadership development to meet new and future challenges facing companies. This online seminar will cover future trends and practical insights to guide successful and results-oriented succession planning practices for the coming decade. Learning outcomes include:

Key pitfalls to today’s succession planning initiatives
The impact of future trends on succession planning practices
A framework for assessing what tomorrow’s business and roles should look like
Leadership competencies necessary to compete in the next decade
Key steps to retool succession planning and leadership development for simplicity and success

The quality and depth of an organization’s leadership pipeline will be key drivers of competitive advantage in the future. It’s time to take a fresh look at succession planning in your organization.

Click Here To Register

Do You Know Where Your Gen Xers Are?

2010-03-24T09:41:00.001-07:00

In the next two decades Generation X will be in the position to assume leadership roles left behind by older workers. Some industries, like the federal government and aerospace, are already having to fast-track succession plans to address talent shortages caused by retiring workers. Traditional succession planning, however, is based on the faulty assumption that the next generation of leaders is willing to assume the roles planned for them. Here is why this is not the case for Gen X:

Gen Xers have grown up to feel marginalized and ignored as a cohort. This trend has continued in the workplace, as the needs of Gen Xers are consistently dwarfed by those of the Baby Boomers and Millennials.
Work-Life balance is a high priority for Gen Xers, who chose jobs closer to home over higher salaries and freelance work over full-time employment. Many are opting for entrepreneurial paths to be able to control their work day.
Gen Xers consider themselves fast trackers and now feel stuck in their careers as older workers stay in their jobs longer. Massive layoffs, pay freezes and turbulent restructuring have only fueled existing resentments, causing engagement levels among high performing Gen Xers to plummet in recent times.

When the economy recovers, Gen Xers will be the first to be lured away from organizations, resulting in a crippling brain drain. Most succession planning initiatives do little to address this imminent crisis. What have you done for Generation X lately? Isn’t it time you paid attention?

To learn how to retool your succession planning for sustainability and success, join us for our April 15 online seminar, “Succession Planning for the 21^st Century: Future Trends & Practical Guidelines for Building the Talent Pipeline.”

Reactions to "TOM BROKAW REPORTS: BOOMER$"

2010-03-09T10:09:00.000-08:00

On March 4, CNBC premiered a two-hour documentary called, "TOM BROKAW REPORTS: BOOMER$." While it was marketed as a landmark telling of “history’s wealthiest and most influential generation,” many felt it missed the mark. Here are some of the most common sentiments recently expressed in the blogosphere:

The fact that the Boomer generation is the richest in history (3/4 of Fortune 500 CEOs are Boomers) contradicts the economic realities facing most Boomers during this current recession
Brokaw’s claim that Boomers haven’t realized the changes they promised to the world negates the progress they’ve made through civil, women’s and environmental movements
While the recession’s impact on this cohort is significant, it pales in comparison to the emotional and economic burdens facing Boomers as they care for their own aging parents

To summarize any generation in a 2-hour segment is overly ambitious, but the flurry of passionate commentary the show generated highlights the power Boomers have in our society. The Baby Boomer generation will continue to drive economic, social, political and workplace agendas for years to come. It will be important for members of every generation to have an informed opinion.

BOOMER$ will be airing several more times this month. For more information visit http://classic.cnbc.com/id/34840866/.

Workforce Trends for 2010

2010-01-12T21:37:00.000-08:00

The Great Recession. The Reset Decade. Call it what you like, employers and employees in the U.S. are ready for a change. While the economy shows modest signs of improvement, job growth continues to stagnate. Predictions point to a slow overall job recovery peppered with a demand for highly skilled, flexible labor. As a result, companies are making strategic investments this year in HR initiatives that will help them stay competitive and reposition themselves for growth. Here are some workforce trends we see for 2010.

Expansion of flexible work arrangements, including telecommuting, shorter work weeks and reduced work schedules
Investment in workforce analytic tools to ensure better data and decision making on top performers and high potential employees
Targeted skill development for managers on coaching and performance feedback
Proliferation of social networking technology for collaboration and training
Spread of career pathing initiatives as recruitment and retention tools for highly skills workers

The Interchange Group is helping organizations rethink workforce models to be more flexible and respond to the diverse needs of a multi-generational labor market. What can you do in 2010 to be an agent of change?

Intergenerational Daycare

2009-12-18T13:27:00.000-08:00

In the United States, children and elderly people increasingly live in age-segregated worlds. In response to this trend over 300 daycare centers now offer an intergenerational component. ONE Generation in Van Nuys, California is considered a national role model for providing services for both seniors and children. Their intergenerational approach to aging and child development has made them a leader in building programs that enhance the lives of both generations.

At the Interchange Group, intergenerational relationships are a core value and drive our work in organizations. As our holiday gift to our clients and community, we have chosen to donate funds to ONE Generation to help provide critical services and life enriching programs for children and seniors. We invite you to learn more about the intergenerational care facilities in your own community!

Happy Holidays from the Interchange Group Team!

Generational Differences in Volunteerism: Recruitment & Retention Strategies for Nonprofits

2009-11-16T20:21:00.000-08:00

On November 19, the Interchange Group will be hosting its popular online seminar, "Generational Differences in Volunteerism - Recruitment & Retention Strategies for Nonprofits." The 45-minute session is designed to equip nonprofit executives and boards with new insight and techniques for recruiting, retaining and engaging top quality board members and volunteers. Key learning includes:

Tap into the unique values and motivations for volunteering that each generation possesses
Optimize the skills, experience and resources of older generations to increase participation and effectiveness
Harness the energy of younger generations and the power of social online networking in nonprofit fundraising and advocacy
Identify the best communication channels and messages for each generation to maximize recruitment impact and to increase volunteer engagement

Nonprofit executive directors, board members and development professionals are especially encouraged to attend!

Details and registration

Attracting Younger Workers to Public Service

2009-11-02T21:32:00.000-08:00

The U.S. federal government is estimated to lose 600,000 of its aging workers to retirement and thousands more of its top mid-career performers to private sector jobs over the next 5 years. America needs a capable and sophisticated government, and its current system of recruiting, compensating, training and managing people is poorly aligned with the expectations of younger workers. To address the needs of a new workforce and upgrade its existing one, the government must:

Create a simple, transparent process for applying for civil service jobs
Develop onboarding programs for entry level and mid-career employees
Revamp the classification and pay structure to compete with the private sector
Invest in robust leadership development and succession planning programs
Hire qualified human capital experts to champion 21^st century recruitment and talent management efforts

Without a systematic way of recruiting and keeping younger talent, the federal government will be unable to staff mission critical positions with qualified, competent personnel. While out of touch, it is not the only U.S. employer with antiquated human capital processes. Most private and nonprofit organizations report being ill-equipped to handle the upcoming demographic shifts in the labor market. How prepared are you?

Want more insight into managing the different generations in your workplace? Contact us at www.interchange-group.com or join us for our November 19 webinar, Generational Differences in Volunteerism.

Mapping China's Urban Middle Class

2009-10-18T21:33:00.000-07:00

In early 2009, the number of Internet users in China passed 300 million. What's more, the number of Chinese blogs is estimated in the tens of millions. This makes the Chinese blogosphere the largest available source of information on the growing Chinese middle class. Our strategic partner and international think tank and consulting firm, Kairos Future, is starting an exciting project to map the Chinese middle class and the rapidly growing number of online Chinese.

Through a combination of nethnographic blog analysis and quantitative surveys Kairos Future will be able to break down China's urban middle class across different demographic groups and regions and analyze its views on a variety of issues, including work, consumption, family, housing, education, technology, and lifestyle. The results of this exclusive research will be critical for any company looking to understand where one of the most important consumer and talent markets in the world is heading. To become a corporate research partner with Kairos Future or for more information on this project and others, please contact a member of our Interchange Group team.

To register for this week's webinar, "Future Workforce: Millennials in a Global Context," featuring research from Kairos Future's Global Youth Study, click here.

Oct 22 Webinar: Future Workforce – Millennials in Global Context

2009-10-09T12:48:00.000-07:00

Generational Interchanges

Based on exclusive research in 17 countries from Kairos Future, this 1-hour webinar will present critical findings about American Millennials in a global context and offer workforce planning and talent management strategies to create a competitive advantage for the future. Learning outcomes include:

Education and competence level comparisons of U.S. Millennials with their international counterparts
Contrasts in career orientation and entrepreneurialism among young workers around the world
National differences in attitudes toward job security and willingness to work abroad
Strategic considerations for workforce planning professionals
Talent management priorities to balance current economic realities with future labor needs

* This webinar is approved for 1 hour of PHR/SPHR strategic management recertification credit.

CLICK HERE TO REGISTER

America's Brain Drain

2009-09-30T12:17:00.000-07:00

The U.S. awards over 50% of all engineering, mathematics, computer sciences, physics and economics doctorates to foreign students, according to the National Science Foundation. Many of these students have traditionally remained in the country upon graduation to pursue work and post-doctoral opportunities. However, new research out of Duke University shows that the number of foreign undergraduate and graduate students who intend to leave the U.S. within 5 years of graduation is growing. Restrictive immigration policies are only partly to blame. More common reasons for leaving include:

Promising economic future of home country - 74% of Chinese and 86% of Indians say the best days for their home country’s economy lie ahead
Better career prospects in home country - 87% of Chinese and 79% of Indians see a growing demand for their skills in their home country
Proximity to family and friends - 77% of Chinese and 88% of Indians state a desire to be closer to family and friends

American employers and policy makers alike should be concerned. While immigrants represent only 12% of the U.S. population, they have started 52% of Silicon Valley’s technology companies and contributed to over 25% of America’s global patents. If reverse migration trends continue, it will signal America’s first brain drain of talented youth. To stay competitive, U.S. employers must develop new strategies for recruiting and retaining skilled foreign and domestic workers. The future of their businesses will depend on it.

For more information on this research and for insight into workforce planning and talent management solutions for a global workforce, join us for our October 22 online seminar, Future Workforce: Millennials in a Global Context."

Recession Sentiments Across the Generations

2009-08-07T11:23:00.000-07:00

Since the recession began, we've been observing the impact (or lack thereof!) of the economy on the attitudes and behaviors of the different generations toward work and life. The results of a recent national survey by the Pew Research Center's Social & Demographic Trends provide the statistics behind these observations and offer employers valuable data on the financial wellbeing and motivations of their workforces:

Traditionalists (age 65+) are most likely to report being very satisfied with their personal finances and least likely to say they will be adversely affected by the recession
While Baby Boomers (ages 50-64) have the highest incomes of any generation they are the least likely to be satisfied with their quality of life
An equal number of Generation Xers (ages 30-49) and Baby Boomers have suffered more than a 20% loss to their retirement accounts, but Generation Xers are more likely to believe their personal situation will improve by next year
Although adult Millennials (ages 18-29) have faired worst in the job market, they are the most confident about their short and long term financial future

The findings above, while partially driven by the current recession, also reflect deep-set generational attitudes. Understanding these attitudes gives us critical insight into the professional motivations and decisions of our current and future employees. How much do you really know about each generation in your workforce? Isn't it time you found out?

Want more insight and tips for managing the different generations in your workplace? Contact us at www.interchange-group.com.

July 16 Webinar: Generational Differences in Volunteerism

2009-07-08T16:22:00.000-07:00

On July 16, the Interchange Group will be hosting its popular online seminar, "Generational Differences in Volunteerism - Recruitment & Retention Strategies for Nonprofits." The 45-minute session is designed to equip nonprofit executives and boards with new insight and techniques for recruiting, retaining and engaging top quality board members and volunteers. Key learning includes:

Tap into the unique values and motivations for volunteering that each generation possesses
Optimize the skills, experience and resources of older generations to increase participation and effectiveness
Harness the energy of younger generations and the power of social online networking in nonprofit fundraising and advocacy
Identify the best communication channels and messages for each generation to maximize recruitment impact and to increase volunteer engagement

Nonprofit executive directors, board members and development professionals are especially encouraged to attend!

Details and registration

Boomers As Interns & Volunteers

2009-07-02T12:37:00.000-07:00

Executive Internships. Returnships. Career Reengineering Programs. Call it what you like, we're seeing a growing trend in Baby Boomer internships and volunteer programs. Once reserved for students and entry-level job seekers, these programs are attracting the increasing supply of unemployed mid-career professionals. As the economy worsens, Baby Boomers are eyeing internship and volunteer opportunities as a way to learn new job skills that will keep them up to date with their profession and allow them to break into new careers. Employers in both public and private sectors are seeing the advantage of hiring skilled, mature interns and volunteers to meet their current needs and fill their future talent pipelines. Here are some examples of the growing number of programs specifically geared to Baby Boomers:

AmeriCorps, thanks to the 2009 Serve America Act, now dedicates 10% of all new volunteer slots to people 55 and older.
Civic Ventures, a think tank focused on Baby Boomers, spearheads a variety of cause-related career and volunteer programs for individuals 55 and older.
Babyboomers.TV, a website start-up targeting Baby Boomers, hires mid-career interns, offering each a $100 weekly stipend.
Investment bank Goldman Sachs provided a pilot internship program last year offering midcareer women a chance to return to the finance industry.

How will your organization be able to leverage the strengths and expertise of the Baby Boomer population? What opportunities exist to engage them as volunteers and interns?

Want more insight and tips for engaging volunteers in your organization? Register now for our July 16th online seminar, "Generational Differences in Volunteerism - Recruitment & Retention Strategies for Nonprofits".

India's Talent Shortage

2009-05-25T17:45:00.000-07:00

India, with its growing economy and young workforce (the median age of India's 422 million workers is 25), is projected to become the world's third-largest economy by 2035. In point, 34 Indian companies were already listed in the Forbes Global 2000 ranking in 2008. However, India is facing a sizable shortage of talented workers that will threaten its own growth and the success of multinational companies reliant on young Indian talent. Here's why:

India's literacy rate is less than 60% (the rate in the U.S. is 99% by comparison)
Less than 12% of India's workforce has a college degree
50% of India's working women will opt out of the workforce by the age of 30
Good benefits and high salaries rank as top priorities for young Indians, resulting in highly mercenary behavior toward employment opportunities

In recent years, employers in India have seen attrition rates as high as 70% in some industries. The situation poses a significant challenge to executives in India and abroad tasked with finding and keeping top global talent and magnifies the need for strategic workforce planning. Are you prepared?

For more information on this research and for insight into the recruitment and management challenges of a global workforce, join us for our May 28 online seminar, "Millennials in a Global Context: Workforce Planning for an International Talent Marketplace".

May 28 Seminar: Millennials in a Global Context

2009-05-18T16:39:00.000-07:00

Information about generational differences in America abounds, but today's talent marketplace is global. As our workforce ages, U.S. and multinational companies alike will be faced with the challenge of recruiting and retaining younger employees with very different attitudes toward work and life. Understanding how American Millennials (born 1981-2000) compare with their international peers will have a profound impact on the way employers plan for and manage their talent in the next decade.

Based on exclusive research in 17 countries from Kairos Future, this 1-hour webinar will present critical findings about American Millennials in a global context and offer workforce planning and talent management strategies to create a competitive advantage for the future. Learning outcomes include:

Education and competence level comparisons of U.S. Millennials with their international counterparts
Contrasts in career orientation and entrepreneurialism among young workers around the world
National differences in attitudes toward job security and willingness to work abroad
Strategic considerations for workforce planning professionals
Talent management priorities to balance current economic realities with future labor needs

* This webinar is approved for 1 hour of PHR/SPHR strategic management recertification credit.

Click here to register

Choosing Alternatives to Layoffs

2009-04-23T16:33:00.000-07:00

This week I was featured in a Los Angeles Times article, Choosing Alternatives to Layoffs, for helping a client navigate alternatives to layoffs. In this particular situation my client, faced with the challenge of needing to cut expenses, chose to move the workforce to a 4-day work week. Despite the reduction in pay, employees overwhelmingly supported the decision. Morale has stayed positive, productivity has increased, and loyalty to the company is stronger than ever. The 4-day work week may not be right for every organization and circumstance, but it is worth considering. Other options to consider include:

Temporary unpaid leave of absences - Encourage employees to take time off from work while maintaining their employment status
Job sharing - Decrease immediate headcount by allowing 2 people to share 1 job and retain benefits
Reduced hours & pay cuts in exchange for stock - Avoid layoffs and increase loyalty by trading a percentage of an employee's salary for company stock
Telecommuting - Reduce overhead by eliminating the need for office space
Layoffs with hire back bonuses - When layoffs are unavoidable, position yourself for a quick turnaround by offering hire-back bonuses to anyone willing to be rehired within an 18-24 month period

What innovative actions are you or your companies taking to avoid layoffs now and retain workers for the imminent labor shortage that is looming on the horizon?

Millennials in a Global Context

2009-04-15T22:14:00.000-07:00

Information about generational differences in America abounds, but today’s talent marketplace is global. To provide this critical perspective, the Interchange Group has partnered with Kairos Future, an international think tank and consulting firm dedicated to research on emerging workforce and consumer trends around the world. In their Global Youth study, Kairos explores national differences in generational attitudes toward employment across 17 countries. Their findings about American Millennials (born 1981-2000) in a global context have significant implications for U.S. and multinational companies alike.

Education: American Millennials place a lower value on having a university degree than young people in China, Russian, Taiwan and Poland.
Entrepreneurialism: American youth rank below Chinese, Russian, Polish, Estonian, Indian, Spanish, Swedish and Taiwanese youth in their interest in starting a company in the next 15 years.
Job Security: Employment security is among the 3 highest career priorities for young Americans and Europeans, but not for young Russians, Chinese and Indians, who place a higher value on good career opportunities.
Career Orientation: Childcare, healthcare, and education are among the 4 most popular industries for Millennials in the U.S. - Nowhere else except in France is this the case.
Willingness to Work Abroad: 21% of American youth state that they would like to live abroad for a period of time, compared with 53% of Chinese, 44% of Indians and 32% of Swedes.

Comparisons of American Millennials to their international peers will have a profound impact on the way employers plan for and manage their talent in the next decade. How prepared is your organization for this shift?

For more information on this research and for insight into recruiting and managing the different generations in your workplace, contact us at www.interchange-group.com.

April 24 Webinar: Generational Differences in Volunteerism

2009-04-07T22:06:00.001-07:00

Many nonprofits have seen their volunteer and charitable giving rates decrease in recent times. The current economic crisis only magnifies the impact of this trend. The shortage of support, however, is not due to a lack of money, energy, or passion. Rather, it stems from fundamental differences in the way that each generation sees the role of nonprofits in society. To sustain and thrive nonprofit organizations must understand and capitalize on the unique skills and motivations of each generation. The future of their programs and services will depend on it.

In honor of National Volunteer Week (April 19-25) the Interchange Group is hosting its popular webinar, "Generational Differences in Volunteerism - Recruitment & Retention Strategies for Nonprofits." The 45-minute session is designed to equip nonprofit executives and boards with new insight and techniques for recruiting, retaining and engaging top quality board members and volunteers. Key learning includes:

Tap into the unique values and motivations for volunteering that each generation possesses
Optimize the skills, experience and resources of older generations to increase participation and effectiveness
Harness the energy of younger generations and the power of social online networking in nonprofit fundraising and advocacy
Identify the best communication channels and messages for each generation to maximize recruitment impact and to increase volunteer engagement

Details and registration

Traditionalists Return To Work (Originally published February 2009)

2009-04-03T16:12:00.000-07:00

Decreased retirement portfolios and increased longevity are bringing Traditionalists (born ca. 1925-1943) out of retirement. Recent Bureau of Labor statistics indicate a dramatic spike among job seekers over 75 years. Traditionalists are looking for jobs that satisfy their financial, health and social needs. Part time work, accommodations for physical disabilities and access to healthcare are priorities. In many cases, Traditionalists will compete against younger candidates who may appear more flexible in their employment needs. As a result, employers will need to be extra mindful of actions that could be perceived as age discrimination. Consider the following:

Do your job descriptions clearly outline the activities and qualifications required?
Will you need to provide training on technology or other skills for older candidates to succeed?
How will you handle situations in which older applicants appear overqualified? Have your recruiters and hiring managers received age discrimination training?
Are you equipped to handle requests for Americans with Disabilities Act workplace accommodations?
Do your supervisors have the skills to manage intergenerational teams?

In the coming decade the percentage of older workers will rise as the U.S. population ages. How employers manage the needs and priorities of Traditionalists will be a good indication of future workforce challenges and opportunities. Are you ready?

Want more insight and tips for managing the different generations in your workplace? Contact us at www.interchange-group.com.

Generational Differences in Volunteerism (Originally published November 2008)

2009-04-03T16:07:00.001-07:00

The 2008 U.S. presidential campaigns demonstrated that volunteerism and charitable giving are alive and well in America. So why are so many nonprofits seeing their volunteer rates and fundraising decrease? Generational shifts in values and attitudes toward the role of nonprofit organizations give us a clue:

Traditionalists grew up in the wake of the Great Depression, leaving them with a sense of duty to give back to society and make a lasting contribution.
Baby Boomers came of age during the political upheaval of the 1960's and 1970's and believe in the power of advocacy to impact social change.
Generation Xers witnessed the decrease in government funding for social needs during the 1980's and emerged as independent minded social entrepreneurs.
Millennials are used to team-based learning and volunteer requirements at school and are looking to grassroots activism to solve the world's problems as they mature.

The shortage of volunteer leaders that many nonprofits and their boards bemoan is not due to lack of interest, but due to fundamental differences in the way each generation sees the role of the nonprofit in society. To bridge the divide nonprofits will need to recognize and capitalize on the unique skills and motivations of each generation. The future of the nonprofit world depends on it.

For details on any of these solutions or insight into managing the different generations contact us at www.interchange-group.com.

Alternatives to Layoffs (Originally published October 2008)

2009-04-02T12:26:00.000-07:00

The economic crisis is causing many organizations to consider reductions in force as necessary cost cutting measures. Mounting research shows that companies that terminate a significant portion of their workforce fail to outperform their competition. Most often, the long-term costs of layoffs outweigh any initial savings. What's more, layoffs increase an enterprise's vulnerability to lawsuits, acts of retribution, and drops in productivity and morale.

But a bigger problem is looming on the horizon. Layoffs will cut off talent pipelines during a time when employers face unprecedented demographic shifts in the labor market. Drops in 401K values will only stave off the retirement of Baby Boomers temporarily. When they do begin to exit organizations the subsequent labor shortage will result in a talent vacuum. Reductions in force now will put organizations at a serious disadvantage in retaining top talent and transferring knowledge in the future. Many companies will never recover. To weather the storm, consider the following alternatives to layoffs:

Temporary unpaid leave of absences - Encourage employees to take time off from work while maintaining their employment status
Job sharing - Decrease immediate headcount by allowing 2 people to share 1 job and retain benefits
Reduced hours & pay cuts in exchange for stock - Avoid layoffs and increase loyalty by trading a percentage of an employee's salary for company stock
Telecommuting - Reduce overhead by eliminating the need for office space
Layoffs with hire back bonuses - When layoffs are unavoidable, position yourself for a quick turnaround by offering hire-back bonuses to anyone willing to be rehired within an 18-24 month period

For details on any of these solutions or insight into managing the different generations in your workplace contact us at www.interchange-group.com.

Millennials & the 2008 Election (Originally published September 2008)

2009-04-02T12:22:00.000-07:00

Please join us in welcoming Morley Winograd and Michael D. Hais, co-authors of Millennial Makeover: My Space, You Tube and the Future of American Politics as guest editors of this months Generational Interchanges edition!

Since the establishment of the U.S. two-party system, American politics have been characterized by a persistent pattern of stable electoral results lasting about 40 years interspersed with realignments or makeovers that turn things upside down. Two underlying forces produce all realignments: the coming-of-age of a sizable dynamic generation of young Americans and a major advance in communication technology. While the Baby Boomers (born 1944-1962) and their love of television produced America's last political makeover in 1968, this year's election will result in a realignment driven by the political emergence of America's largest generation, the Millennials (born after 1981), and their internet-based social networking technologies.

Almost 40 million Millennials will be eligible to vote in November. They currently favor Obama by about a 2:1 margin according to recent national surveys conducted by Research 2000 and the Pew Research Center. The majority of Millennials identify as Democrats because, on the whole, they favor policies associated with that party, such as efforts to reduce economic inequality and tolerance on social issues. But McCain's emphasis on national security could sway their vote since Millennials are also concerned about this issue. Should Millennial support for Obama hold until Election Day, the generation's size would provide him with more than an eight million vote margin among young voters, a pickup of more than six million votes over the level of support John Kerry received in 2004 from this same age group.

Just as Millennials in the workplace will completely transform how our private sector institutions are managed in the years to come, Millennials in the electorate will completely transform how our government is run, and by whom, in this year's election and for 40 more years thereafter.

Note: The above transmission is not a political endorsement of any kind nor it is intended to represent the political beliefs or affiliations of any representatives of the Interchange Group or its partners.

Dead is the New 80 (Originally published August 2008)

2009-03-31T10:01:00.000-07:00

Baby Boomers, known for their professional identity and optimism, are poised to redefine retirement and aging just as they have redefined every other phase of their lives. A 2006 Merrill Lynch study found that 71% of all employees, regardless of age, intend to spend at least part of their retirement years working. Of those who intend to continue to work part-time after retirement, 45% say they never plan to stop working completely. Boomers expect to stay youthful and employed into their 60s, 70s and 80s, but eventually they, too, will grow old and face the realities of aging that are posing new challenges for employers. Consider the following:

Aging affects the energy and mental clarity of older workers and can place employers in awkward positions when managing performance.
Since many organizations do not offer age discrimination training, employers will likely face an increase in age related litigation among the sizable Boomer generation.
According to the U.S. Census Bureau, over 40% of Americans over 65 have some sort of disability, compared with only 12% of those between 16-63. Many employers will see a surge in disability claims as a result of their much-needed aging workforce.
Employers will need to make more Americans with Disabilities Act (ADA) accommodations as Boomers age, including amplified audio-visual equipment and desks that accommodate wheelchairs.

Aware of the pending labor shortage caused by the population decrease after Boomers, employers recognize the need to attract and retain older workers. However, the vast majority is not prepared for the challenges that will come with their aging workforce. How ready are you???

Want more insight and tips for managing the different generations in your workplace? Contact us at www.interchange-group.com.

Law Firms & the Generational Divide (Originally published July 2008)

2009-03-31T09:58:00.000-07:00

Changes within the legal profession over the last 20 years are now posing challenges for law firms wishing to recruit and retain younger associates. While older attorneys continue to work long hours and drive business, high billable hour expectations and associate-to-partner ratios are causing younger attorneys to question the system. Compounding the problem are demographic shifts that will challenge the profitability and very sustainability of many firms in the near future. Considering the following:

Traditionalists and Baby Boomers, representing close to 50% of attorneys in the US, will begin to retire or change careers in record numbers over the next decade
The pending shortage of Generation X lawyers, a small cohort almost half the size of the Boomers, will cause significant setbacks to firms' succession plans
The latest generation to enter the legal profession, the Millennials, have already begun to challenge the "workaholic" legal culture by publicly ranking firms on the internet according to diversity, billable hour and pro bono participation metrics

The challenge to law firms will be to develop strategies to recruit, motivate and retain attorneys while remaining profitable. Firms that proactively navigate the generational divide today by considering the needs of a multigenerational workplace will not only achieve an overwhelming competitive advantage in the future. They will still be around to enjoy their success.

Want insight and tips for managing the different generations in your workplace? Contact us at www.interchange-group.com.

Tomorrow's Nonprofit Leaders (Originally published June 2008)

2009-03-30T13:52:00.000-07:00

A recent study produced by CompassPoint Nonprofit Services, The Annie E. Casey Foundation, The Meyer Foundation and Idealist.org found that over the next decade, nonprofits will face significant obstacles to recruiting new leaders to replace retiring Baby Boomers. Among the survey's key findings include the reality that younger generations:

View the work associated with executive nonprofit leadership as unappealing due to overwhelming fundraising responsibilities and compromised personal lives.
Have major concerns about nonprofit salaries and lifelong earning potential.
Receive inadequate mentorship and career grooming from the generations above them.
Feel alienated and underutilized by top down decision making and rigid organizational structures of nonprofit organizations.
Do not believe that a career in the nonprofit sector is essential to making a difference and impacting social change.

A full report of the survey is available for download at http://www.meyerfoundation.org. For additional free resources on navigating the generation divide, log on to http://www.interchange-group.com.

Science & Engineering - The Canary in the Coal Mine (Originally published April 2008)

2009-03-30T13:30:00.000-07:00

More and more industries are facing the reality of an aging workforce. Whether older workers retire gradually or in droves, one thing is for certain: There will NOT be a 1:1 replacement ratio of talent. In the next decade the shortage of skilled workers available in the U.S. will reach new heights. One of the first sectors to feel the impact of these demographic shifts is Science and Engineering. What unfolds in this arena will likely foreshadow the labor market at large, and challenge the very viability of some businesses.

26% of all Science and Engineering degrees holders are over 50
40% of Science and Engineering doctorate degree holders are over 50
27% of Engineers in the Aerospace and Defense industries are eligible for retirement this year
Enrollment in U.S. graduate Computer Science and Engineering programs is decreasing while the global market for talent in these fields is increasing
Among the dwindling numbers of graduates from American universities, an increasing number of foreign born Science and Engineering students are leaving the U.S. upon graduation due to a lack of available H1-B visas

Science and Engineering industries will have to face this challenge. What trends do you see in your own organization? What steps do you need to take to ensure its future?

Want more insight and tips for managing the different generations in your workplace? Contact us at www.interchange-group.com.

Developing Leaders of the Future (Originally published February 2008)

2009-03-26T11:09:00.000-07:00

As Baby Boomers (born 1944-1962) move closer to retirement, many organizations are struggling to fill their shoes. The small cohort of Generation Xers (born 1963-1981) following them may not be enough to carry the burden. Companies need to look to both Gen Xers and their younger colleagues, the Millennials (born 1982-2000), to develop as future leaders. With their free agent mindsets, upcoming generations need to know that they are being groomed for opportunities. Here are some key strategies to accelerate their development and ensure retention:

Provide accessible internal and external training opportunities, with tuition reimbursement whenever possible
Ensure trainers use experiential learning techniques and technology based support that reflect the values and learning styles of the younger generations
Avoid poor quality photocopies and outdated PowerPoint presentations that turn off Gen Xers and Millennials to conventional training
Create online communities of practice and wikis that all employees can participate in anytime, anywhere
Restructure traditional mentoring and coaching programs to meet the changing needs and expectations of younger workers

Want more insight and tips for managing the different generations in your workplace? Contact us at www.interchange-group.com.

National Differences In Millennial Tech Use (Originally published December 2007)

2009-03-25T13:01:00.000-07:00

A recent MTV study of 18,000 youth from 16 countries offers key insights into how the U.S. Millennial generation (born after 1981) and their peers elsewhere use technology. The results reveal surprising national differences in media behavior and attitudes even across bordering countries. These findings challenge how employers use communication technology to recruit and engage young people around the world.

In Asia, Chinese youth have the lowest mobile phone usage of any nation surveyed, but rely heavily on the Internet to develop online social networks, communicate virtually and share content.
Neighboring Japanese youth socialize away from the home and depend on mobile phones, not computers, to stay in touch with peers.
In Europe, young Germans use the web the least of all countries studied, with only 25% saying they love the Internet.
Next door, young Dutch are 3 times more likely than their German counterparts to view the Internet favorably.
In the Americas, Brazilian youth claim the most online friends in the world (46 compared with the global average of 20).
Video games play a substantial role with U.S. teens, one third of who say they can't live without their game consoles.

Want more insight and tips for managing the different generations in your workplace? Contact us at www.interchange-group.com.

What Gen X Men Want (Originally published August 2007)

2009-03-25T12:56:00.000-07:00

Men in Generation X (born 1963-1981) with children spend as much as one hour more per day with their kids than Baby Boomer men (born 1944-1962) did at their age. When surveyed, 71% of men across all generations say they would take a pay cut to have more free time. 66% would consider looking elsewhere for positions that provided more flexibility. Gen X men are especially likely to want more work-life balance but worry that talking about it will jeopardize their careers. They may opt to find another job with established programs to balance work and other commitments rather than negotiate with their current employer.

The desire for flexibility doesn’t mean Gen X men want to give up their careers. Most are just looking for jobs that let them develop as professionals while having personal time outside of work. Here are some strategies to engage them in a competitive labor market.

Ensure job descriptions are achievable and not overloading any one position
Reward for results and productivity, not face-time and hours spent in the office Focus on team-driven approaches to work that create 24/7 service without compromising individual needs to refuel
Use language that values efforts to find balance rather than stigmatizing it
Provide opportunities for all employees to balance work with other activities as appropriate through telecommuting, flextime, and other programs

Want more insight and tips for managing the different generations in your workplace? Contact us at www.interchange-group.com.

Millennials In Asia (Originally published July 2007)

2009-03-24T21:50:00.000-07:00

U.S. Millennials (born after 1981) entering the workforce are profoundly challenging the way employers communicate, manage and organize resources. A resulting paradigm shift within American and multinational organizations is almost certain. Understanding young people in other parts of the world helps us to see how they also impact the shift. Here are some interesting facts about 18-25 year-olds in Asia:

A Business Week survey of students at China’s top MBA programs revealed an unprecedented drive for managerial excellence, Chinese style. Over 25% plan to start businesses in the next five years and the majority intends to pursue careers in China instead of the previously coveted U.S.
SHRM reports that the median age of India’s workforce is 25. Fewer than 12% have college degrees. With employee attrition as high as 70% in some industries, entry-level workers are successfully commanding high salaries and responsibilities seemingly disproportionate to their skill sets
The Bank of Japan Review reports that excess employment by older Japanese workers has caused a high rate of unemployment and part-time employment among younger workers. Without full-time job opportunities right out of school, a growing percentage of Japan’s youth are being displaced from the traditional career systems found in most Japanese organizations and may never catch up.

Want more insight and tips for managing the different generations in your workplace? Contact us at www.interchange-group.com.

Millennials & Compensation (Originally published May 2007)

2009-03-24T20:48:00.000-07:00

Millennials (born approx. 1981-2000) are coming into the workforce with high salary aspirations. Once on the job, their expectations of rapid promotion and pay increases confound employers who expect a certain level of performance and service to justify a raise. One compensation innovation used in manufacturing environments today is skill-based pay, which compensates employees for skills, not job titles, and ties salary increases to the acquisition of new, relevant skills. Skill-based pay, also known as knowledge-based pay, lends itself well to the Millennial mindset. Here’s why:

It validates Millennials for their existing aptitude and ensures they’ll receive financial recognition for mastery of new skills
It empowers Millennials to take control of their professional development through targeted goal setting
It’s a symbolic departure from the traditional “pay-your-dues” approach, a model Millennials bristle at
It places the emphasis on training, a value Millennials hold dear

Want more tips for managing the different generations in your workplace? Contact us at www.interchange-group.com. We look forward to hearing from you!

Telecommuting Across the Generations (originally published April 2007)

2009-03-19T21:45:00.000-07:00

Telecommuting is an effective recruitment and retention tool as demands for flexible work arrangements increase. The key to a successful telecommuting program is to keep everyone connected, since out-of-sight easily means out-of-mind. Employees from all generations are interested in telecommuting but for different reasons. Understanding these motivations is critical to developing the program that is right for your organization.

Traditionalists see telecommuting as a way to stay connected to their profession on a part-time work schedule
Baby Boomers perceive telecommuting to be a method for mitigating burnout and recalibrating their careers
Gen Xers want opportunities to telecommute in an effort to balance work and family
Millennials view telecommuting as a means to manage their multiple professional and extracurricular commitments

Want more tips for managing the different generations in your workplace? Contact us at www.interchange-group.com. We look forward to hearing from you!

Information Security Across the Generations (originally published February 2007)

2009-03-19T21:37:00.000-07:00

Generation X paved the way with Napster. Their younger cohorts, the Millennials, have fully embraced sites like YouTube and MySpace to share information freely. Compare this with older generations’ attitudes toward proprietary information and you have a costly culture clash. Personal electronic devices are everywhere - cell phones, Blackberries and iPods are only the beginning - and how your employees use them and view intellectual property will have drastic consequences for your business.

Many organizations are updating their information security policies and procedures taking the differences in generational attitudes and practices into account. Here are a few suggestions to help you follow in their path:

Conduct a 3rd party assessment of the technological and physical security of your organization’s proprietary information
Create policies and train employees on the sharing and downloading of company information
Provide training on appropriate Internet, email, instant messaging, and camera phone use on site and off
Educate employees on the appropriate use of social networking websites for personal and business purposes

Want more insight and tips for managing the different generations in your workplace? Contact us at www.interchange-group.com.

Retaining Trusted Traditionalists (originally published November 2006)

2009-03-18T11:44:00.000-07:00

Loyal, hardworking and faithful to institutions, Traditionalists (born c. 1925-1945) are a vital resource for any organization. As evidenced by the demand for this generation’s knowledge and expertise during Y2K, many employers can’t afford to lose them just yet. That’s a good thing, since Traditionalists are willing to work past retirement if offered flexible schedules or project based employment.

Successful companies are finding innovative ways to retain and leverage older workers while planning longer-term succession strategies. Here is how you can get started.

Pair Traditionalist mentors with younger workers to transfer knowledge to the next generation
Create alternative retirement programs that allow Traditionalists part-time work
Train Traditionalists on new technology to update their skill sets
Include Traditionalist perspectives in your strategic planning by placing them in advisory roles or on advisory boards
Implement an intranet resource (a “Wikipedia” for your company) where Traditionalists can document knowledge and expertise

Want more insight and tips for managing the different generations in your workplace? Contact us at www.interchange-group.com.

Engaging Baby Boomers (originally published August 2006)

2009-03-18T10:00:00.000-07:00

As the first Baby Boomers approach traditional retirement age, employers fear a significant loss of talent and productivity. However, a drive for professional recognition, the desire for an active lifestyle, and in many cases insufficient retirement savings will prompt many Boomers to keep working. That doesn’t mean they’ll remain in the same organization or capacity. Instead, Boomers will seek opportunities to work less and in different roles that provide more meaning to them as their motivations change.

How can you retain the knowledge and expertise of Boomers while keeping them engaged? Here are some solutions:

Create alternative work models that include flexible schedules, telecommuting, and sabbaticals.
Involve Boomers in developing programs to transfer knowledge to younger generations.
Help Boomers draft career plans that marry their needs with your company’s.
Offer financial planning services as part of your benefits package.
Provide training to update Boomer skill sets and keep them competitive.

Want more insight and tips for managing the different generations in your workplace? Contact us at www.interchange-group.com.

Generation X & Work Life Balance (originally published August 2006)

2009-03-17T22:02:00.000-07:00

Work-Life balance is a high priority for Generation Xers (born 1962-1981). These “latchkey kids” felt the brunt of tripled divorce rates and late-working, dual-income parents. As a result, Gen Xers make different career choices to balance work and life. Many choose jobs closer to home over promotions. Others opt out of the workforce altogether to care for young children or freelance.

What does this mean for employers relying on Gen Xers to take over from retiring Baby Boomers? How will companies keep this generation motivated and loyal? Traditional succession plans, incentive strategies and promotional tracks won’t work. Organizations thinking differently about recruiting and retaining this cohort can gain a competitive advantage. Here are some quick tips:

Help Gen Xers balance work and life commitments!

Offer telecommuting and flexible work schedules
Utilize comp days as incentives for productivity
Reward for results, not hours spent in the office
Provide time-saving “maintenance” services (e.g. house cleaning, dog-walkers, car washes)
Highlight work-life balance success stories in your company’s newsletter

Want more insight and tips for managing the different generations in your workplace? Contact us at www.interchange-group.com.

Millennials & Volunteerism (originally published July 2006)

2009-03-17T21:40:00.000-07:00

Volunteer work among the Millennial generation (born 1982-2003) is at an all time high of 83%. Combine this with their unprecedented ability to organize collectively using technology (think MySpace.com meets the Red Cross) and you have a force of 75 million activists changing the face of charitable contribution.

But what does this mean for employers as Millennials enter the US labor market? Companies relying on recent college graduates are looking for an answer. Many have experienced costly employee attrition by not addressing this generation’s drive to both make a difference and find meaning in their work. A handful of organizations know how to hold on to these workers and create a competitive advantage in the process. Want to know their secret?

Get creative with your organization’s volunteer opportunities!

Offer employees opportunities to donate pretax dollars to charities of their choice
Highlight community involvement in your company newsletter
Provide occasions for hands-on volunteerism during work hours
Organize employee teams to collectively volunteer
Match off-work employee volunteer hours with paid time off

Want more insight and tips for managing the different generations in your workplace? Contact us at www.interchange-group.com.

Welcome

2009-03-17T21:36:00.000-07:00

Welcome to Generational Interchanges, a resource for research and bite-size bits of useful information and tips on working with different generations in organizations.

To get readers up to speed on my work, I'll be posting past editions of Generational Interchanges that were originally published in the Interchange Group's online newsletter. Enjoy!