OSU Leadership Center

College of Food, Agricultural, and Environmental Sciences

Managing Multiple Generations

Why is it important to learn more about the different generations? 

  •  As the baby boomers approach traditional retirement age, many firms are investing in leadership development and succession programs.  They are focusing on building bench strength: embedding in their top young talent the skills and wherewithal to take over leadership positions when the time comes.  According to recent studies, chances are that these talented workers won’t be working for your company, or may not be interested in taking on the roles for which they are being groomed (Harvard Management Update)
  •  Total employment is expected to increase from 145.6 million in 2004 to 164.5 million in 2014, or by 13%.  The 18.9 million jobs that will be added by 2014 will not be evenly distributed across major industrial and occupational groups.  Changes in consumer demand, technology, and many other factors will contribute to the continually changing employment structure in the U.S. economy (U.S. Dept. of Labor)
  •  The U.S. civilian  population is expected to increase by 23.9 million over the 2004-2014 period, at a slower rate of growth than during both the 1994-2004 and 1984-1994 periods.  (U.S. Dept. of Labor)
  •  77% of workers with children consider themselves “family-centric” rather than principally “work-centric,” a number that has grown with the post-baby boom generations. (Harvard Management Update)

 

Workshop Objectives:

  • Identify the four generations, and describe the characteristics of each generation.
  • Describe and consider the work place environment that each generation prefers.
  • Compare the communication styles of each generation and identify strategies for effective communication in the workplace.