Incentive - June 2008 - (Page 44)

Diversity Rules The HR Guide to Recognition & Incentives One Size Does Not Fit All Understanding generational differences can provide valuable insight into workforce dynamics, but, ultimately, experts advise focusing on the individual when planning incentive and recognition programs By Jeanie Casison Managing and motivating a multigenerational workforce requires a certain level of finesse. After all, figuring out exactly what makes the Traditionalists, Baby Boomers, Generation X and Generation Y, or Millennials, tick can be a tough feat for even the most seasoned leaders. While having a basic understanding of the different demographics can certainly help leverage employee engagement within an organization, experts collectively agree that one-size-fits-all age group solutions simply do not exist. “Employers can’t just assume that there is a perfect reward mix based on the makeup of the workforce by generation— and problem solved,” says Alison Avalos, a recognition practice leader for WorldatWork, a Scottsdale, Arizona-based association of human resources professionals focused on attracting, retaining and motivating employees. “They have to look closely at their specific demographics, what the workers are aligned with, so they can institute the right rewards that will motivate employees to deliver the business results they are seeking.” HR managers responding to Incentive’s annual recognition survey seem to reflect this informed but practical approach. Among the respondents, 26.8 percent say they structure or partly structure their recognition and employee awards programs with generational differences in mind. Another 26.8 percent plan to do so soon. Elaborating on their responses, one person noted: “Starting with work design and employee management, we are sensitive to the often generationally influenced personal motivations, goals, personality of employees, and we try to maximize the fit of our programs with the people involved.” Many cite the need to individualize the awards and the process itself. “Not everyone likes a public forum when being recognized,” writes one, while another respondent “allows employees to select their recognition item; this makes it personal and appropriate for different generational and cultural backgrounds.” Generational shifts are behind some key workplace trends. Identifying them and using that information to improve workplace cooperation and productivity can make a difference, whether dealing with 17-year-olds or 50-somethings. Changing times According to the U.S. Census Bureau, the youngest group, Generation Y, those born after 1981 to 1994, make up the majority (76 million) of today’s labor force. The Baby Boomers—born from 1946 to 1964—come in a close second with 75.5 million workers, followed by Traditionalists, those born prior to 1946 with 45.4 million; and Generation X, individuals born from 1965 to 1980, with 44 million. The statistics are definitely shaking up the status quo in the office. According to Bruce Tulgan, author of It’s Okay To Be The Boss and founder of Rainmaker Thinking, there are fundamental changes happening in the workplace that corporate leaders can no longer ignore. “It used to be the younger, less experienced workers would keep their mouth shut and do as SPECIAL SECTION 44 JUNE 2008

Table of Contents Feed for the Digital Edition of Incentive - June 2008

Incentive - June 2008 Contents Editor’s Note In The News Cover Story: Seventh Annual Industry Roundtable Incentive Interview Case Study Soft Incentives Empowerment and Engagement The Incentive Career Incentive Primer Travel News: Where To Go and What To Do The Cook Islands Field Report: Bermuda Potentials: Here and Now 50 Top Motivators: The Best of the Best Electronics: High-end Audio Equipment Gift Cards: Should One Be Enough? Advertiser Index Off The Cuff

Incentive - June 2008

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