Generation
To Make Gains, You Must Entertain!
When we are in search of entertainment, much of it is right at our fingertips. Streaming services, on-demand programming, social media, and a laundry list of apps have made it easier than ever to achieve instant gratification in real-time. For many of you (including myself!), this hasn’t always been the case. You may have grown up with black and white television, where programming was limited by today’s standards. I arrived on the scene during the dawn of technicolor TV (MTV, anyone?) and the advent of remote controls and the worldwide web. We also find ourselves in an era of customization where everything is moving faster and with more efficiency – and we can tailor it all to our liking. Technology has adapted to the changing needs of society to prepare for the future, and your organization isn’t different. Now is the time to plan ahead because a backward focus isn’t an option, we can only move forward. Long before the pandemic, membership organizations were struggling with planning for the future and finding ways to connect with young professionals. There has been a major shift in the member engagement cycle, and continuing to utilize old membership tactics has triggered membership decline and disengagement. It’s crucial for leaders like you to better understand the different values, traits, and membership demographics so you can accurately target young professionals and student members. Membership, much like television, used to be a spectator sport. Historically, people would join organizations…and then sit back and wait for the board to engage them and entertain them. This no longer works. Similar to the changing trends in technology, younger generations of members expect to participate differently as members. They seek interactive experiences and are looking for opportunities to be more involved. We have to understand that modern skillsets and values differ from those of previous generations. Instead of having one generation dominate your leadership, it’s time to transition to a variety of perspectives and collaborate…
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Why the Generational Topic is More Controversial — and More Relevant — Than Ever
By Sarah Sladek There’s been considerable debate on the topic of generations. In 2019, the ‘OK, Boomer’ campaign reached a fever pitch globally. The phenomenon started when an unidentified Boomer man posted a rant on TikTok against young people. Thousands of teens and 20-somethings on TikTok responded, posting videos and memes and even creating ‘Ok, Boomer’ merchandise. The campaign has been referred to as a “mass retaliation” by Gen Z to the political, economic, and environmental choices made by decision-makers which have negatively impacted this generation’s quality of life. On the other end of the spectrum, a guest author said in an Association Chat interview last month that a person’s generation “has no relevance” to how a person behaves or what influences them. He goes so far as to say the concept of generational data-mining is “broken” and “nuts”. It’s ironic, isn’t it? Gen Zs worldwide organized a campaign as a direct result of their shared, negative political, economic, and environmental experiences at the same time an author proclaims there is no relevance to shared generational experiences. What can we learn from these conflicting views? There are beneficial insights to glean from each. In his Association Chat interview, the author urged us to consider the values that drive behavior and to avoid making stereotypes, and I wholeheartedly agree. I don’t agree with his dismissal of generational research, but I do agree organizations need to avoid jumping to conclusions and making broad generalizations. Not every Millennial likes avocado toast, and it’s never a good idea to shift your entire marketing budget to Snapchat simply because you assume that’s where young people find their information and want to hear from your organization. Doing the research, seeking to really understand your audience and the unique drivers and values that exist within your organization is absolutely imperative. And as in-your-face the Ok Boomer campaign might be, it’s important we look beyond the sarcasm to the cause driving the campaign. It’s…
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The Importance of Knowing Your People
Last week, I had an opportunity to speak to a great group of folks from the Association of Organ Procurement Organizations about generational differences in the workforce. One of my favorite parts of that experience was when we broke into groups based on our generation and answered a few questions about what we valued. Oh, I should probably mention that I’m a Gen Xer. What does that have to do with anything? A lot, apparently. Last week, I had an opportunity to speak to a great group of folks from the Association of Organ Procurement Organizations about generational differences in the workforce. One of my favorite parts of that experience was when we broke into groups based on our generation and answered a few questions about what we valued. I do this exercise regularly in my presentations and one thing is always the same: generations value different things. However, on this day I heard something new from the Gen Xers. In response to more than one question, they brought up concerns about their health. I noticed, but I didn’t think much of it until later when I was putting my heating pad under my neck. The generation of people born between the years 1965-1981 are starting to experience the effects of aging and it is changing what they value. This is incredibly important for workforce leadership to pay attention to if they want to retain a multi-generational workforce. The 21st-century workforce is nuanced. To be successful, an organization must pay attention to the individual needs of its people. The tricky part that my recent experience with the AOPO illustrates is that needs and values evolve. So what to do? Pay attention. Keep asking questions. Keep learning about your people. Be willing to evolve with them and they will stay engaged year after year. Now, where’s my heating pad… If your organization is struggling, now is the time for action. Register for our newly developed courses specifically…
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Best Companies Bridge The Generation Gap
The Globe and Mail recently reported that more than ever before, many of the companies on this year’s list of Best Employers in the GTA (greater Toronto area) are spending time and money in an effort to close the generation gap among employees. Indeed, as the battle for talent escalates, employers everywhere are realizing they can’t appeal to all employees in one fell swoop. I like to refer to it as the ‘buffet’ approach. Gen Ys want flexible workdays, Gen X wants childcare benefits, and the Baby Boomer is swayed by phased-in retirement options. But customizing the workplace is easier said than done. First, it means realizing the one-size-fits-all approach to employee satisfaction and success will not fly. Then, companies must survey employees in different demographic groups to ensure everything from benefits packages to daily work schedules are tailor made. Whew! That’s a lot of work to make work work! But it’s worth it. Peter McAdam, vice president of employee experience in corporate HR for TD Bank Financial Group, told the Globe and Mail that accounting for generational differences is directly linked to a company’s financial success. “We’re a growth company and we need talent in order to grow,” he said. “We want to be the place where the best people want to come to and we know there’s a cost to not doing that.” For several years I’ve been preaching on the risks associated with ignoring demographic shifts, and I’ve had the conversation with countless naysayers who insisted that generational differences were over-inflated and that everyone just needed to show up and get the work done. It’s time to come to grips with reality. Generational differences do exist and do impact the bottom line. If you do not have engaged employees, you have higher turnover which costs money and results in lower engagement and increased risk. Here’s what a few of the award-winning workplaces in Toronto are doing to bridge the gap: PwC is trying to close the generation gap by partnering less experienced workers with senior…
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At Risk Of Aging Out: The Oldest Fortune 500 Companies And Industries
A recent report by RetirementJobs.com ranked Fortune 500 employers by the percentage of workers they have over age 50. RetirementJobs.com gathered data from public records and surveys of employers and employees, to illustrate for job seekers which industries tend to employ a disproportionately high or low percentage of mature workers. The results show that the airline industry employs the most workers over age 50, and that American Airlines was first in the nation, with nearly 40% of its workforce over age 50. Toward the other end of the scale is Google with just 12% of workers over 50. The top Fortune 500 industries for the number of workers over 50 are: Airlines Utilities Insurance Retail Chemicals Aerospace & Defense Packaging & Containers Forest & Paper Products Food Production Beverages The Top 10 Fortune 500 Employers With Older Workers: American Airlines 39% Eastman Kodak 38% TravelCenters of America 38% Delta Air Lines 37% United Air Lines 37% Weyerhaeuser 36% Edison International 36% Northeast Utilities 36% United Services Automobile Assn. 35% KeyCorp 35% The Bottom 10 Fortune 500 Employers For Older Workers: Consol Energy 14% Nordstrom 14% Chesapeake Energy 14% Freeport-McMoRan Copper & Gold 14% Electronic Arts 13% Google, Inc. 12% C.H. Robinson Worldwide 12% Goldman Sachs Group 11% Auto-Owners Insurance 9% AECOM Technology 6% If your organization is struggling, now is the time for action. Register for our newly developed courses specifically designed to help membership organizations more effectively engage and retain members.
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