Generations Colliding at

Work
By: Jobin James, Aaron Samadzada, Robbie Chon,
Vasanthi Bharatam and Dat Nguyen
Agenda

➢ 1. Gen Z and millennials collide

➢ 2. Say hello to the collaborations generation
➢ 3. Keeping younger generations engaged and retained
➢ 4. Financial woes
➢ 5. Meeting the demands
➢ 6. Sound the alarm/conclusion
Source: https://www.technologycityinc.com/wp-content/uploads/2017/05/20170509143309383.jpg
Collaboration Generations

➢ Co-worker collaboration
○ 39% prefer in person
○ 16% prefer Email
○ 11% prefer Phone
○ 10% prefer messaging/text

➢ What younger generations want from management and leadership

○ They prefer frequent/ongoing conversations
Business Case for
High Collaboration
Keeping younger
generations engaged and
retained
Millennial generation reveals that 21 percent
have changed jobs within the past year, more
than three times the number of non-Millennials.

Engagement and retention drivers:

- Financial rewards
- Internal/external motivation
- Platform to cope with stress
- Good work/life balance
- Recognition and rewards

Millennials and Gen Z workers interested in

working for something they believe in or for a
company whose values they share.
Financial Woes

Wages for younger workers have remained stagnant since 2000.

Slipping at the hourly cent by 2016.

Gen Z is facing student debt from college degrees that have

increased at 1,120% in the past 35 years.

1 in 5 Millennials cannot afford their routine healthcare

expenses in the highest costing health system we have today.

Millennials face minimal workplace flexibility and benefits,

which result in overworking and stress.
The Stress Generation Costs on Society

The APA labeled the Millennials as the “Stress

Generation”

Experience more stress than any other generation when

considering the economic, labor, and healthcare markets

Deteriorates the physical health, psychological, social,

and economic well-being of younger generations
Meeting the demand for a
digital generation
Challenges for businesses:
● Incorporating technology in the workplace
● Minimize distraction
● Maintain productivity

Trends in employment:
● Technology in the workplace

Outcomes of successful incorporation:

● Improved performance
● Younger workforce
● Cultivate a tech-savvy culture
 Sound the alarms: we have a millennial
manager crisis and conclusion
Sound the alarms: we have a millennial manager crisis
Conclusion
1. Millennials are simply not prepared, nor equipped,
with the emotional quotient (EQ) and soft skills 1. Collaboration
required to effectively manage others. 2. Career advancement
2. These older generations hold a general sentiment 3. Financial stability
that Millennials are unqualified or ill-equipped for 4. Technology
the managerial position. 5. Managerial training
3. Millennials haven’t had the opportunity to develop 6. Work/life balance
their much-needed skills in the areas of navigating
corporate politics, leadership and team-building.
4. Preparation for a managerial role is largely lacking.