For the first time in history, four generations comprise the workplace Traditionalists, Baby Boomers, GenXers and GenYs making your business a generational cocktail. Each group brings different experiences and perspectives on life and work that can generate unique challenges to creating a cohesive workforce.
Perhaps WeConnect put it best. "When generations fail to communicate, it can reduce profits, increase the cost of recruitment, hiring, training and staff retention, affect morale, and lead to grievances and complaints."
Some generalities or stereotyping may be helpful to define these generations.
Traditionalist born prior to 1946: Traditionalists may value hard work, good attitude, attendance, practical knowledge, sacrifice and loyalty more than any other generation. They may view boomers as prone to sharing too much information.
Baby Boomer born between 1946 and 1964: One in four Americans is a Baby Boomer. They typically want personal gratification, to work in teams, and to experience personal growth. Boomers may view traditionalists as dictatorial.
Generation X born between 1965 and 1980: GenXers may view Boomers as being inflexible to change. Like GenYs, they prefer diversity, technology, informality and fun.
GenY born 1981 through 1994: GenYs may view GenXers as too negative. However, like GenX, they bring a consumer mentality to their employment; seeing loyalty as a transactional relationship based on whether a particular company, product, service or initiative merits that loyalty. Their loyalties may have to be earned repeatedly.
In addition, the two largest generational groups, Boomers and GenY, may share an optimism that the GenXers generally don't understand.
Framing these differences positively can have a major impact on the workplace. Yes, there are challenges to managing this mixture of generations in the workplace. But these challenges are far outweighed by the talent and fresh perspectives that result in increased innovation and creativity to better compete in a global economy. Authors P.J. Forman and Lynn Carlin point to a study of more than 1,000 executives that found organizations that include senior managers under the age of 40 show a greater success than those organizations limited to older top executives.
A lack of awareness or intolerance between generations can lead to issues in the workplace that hamper productivity. Dialog often shifts to who is right or who is wrong, leaving no room for collaboration. Forman and Carlin caution that when generational differences are not discussed and management does not offer solutions, the impact can resonate through the company. Several studies report that an employee's immediate supervisors have the greatest influence over worker retention. Supervisors can unknowingly stifle productivity and creativity and even disengage a group of your workforce without even realizing the impact of their comments.
Leah Reynolds in "Communicating Total Rewards to the Generations" says that knowing what words motivate each generation can go a long way in building harmony. Traditionalists want to hear phrases such as "Your experience is valued;" Boomers like to hear "We need you;" GenXers want to be recognized for their results, not how many hours they are in the office; and GenYs want to feel they make a valuable contribution.
Does the multi-generational workforce present a real challenge in northern Nevada? One local manufacturer who for many years experienced record low turnover is now experiencing a steady stream of resignations. Those leaving are the new hires, the majority of whom are Xers and Ys. Management committed themselves to identifying why new hires are not staying. First, they started a dialog with workers through seminars facilitated by Truckee Meadows Community College. As a result, management is looking at policy changes to create a more inclusive environment and better welcome new hires. Adjustments to hiring practices and modifications to training are also being implemented.
There is no right solution that fits all companies. However, communication and understanding are key-pins to positive interaction in the generationally-diverse workplace. Some of the practices listed below can help you recruit, train and retain employees who have a positive impact on productivity.
* Strive to reach balance between the consistency necessary for older workers while incorporating cultures that embrace change and welcome the younger workers' perspectives.
* Encourage mentoring for all generations, recognizing younger workers expect to have mentors.
* Train leaders to provide frequent feedback. Recognize that the majority of workers want opportunities to improve their skills and that younger workers need involvement and a sense of doing meaningful work.
* Encourage access to management. You may consider creating a structure that modifies the open-door policy expected by younger workers with the more structured by-appointment-only preference of older managers.
* Invest in and use technology effectively to communicate. Create multigenerational teams to plan initiatives, brainstorm ideas and prepare for change.
Despite all of the pronounced differences, generations may be more alike than researchers initially thought. A real eye opener for management is to look at what workers really want. All age groups are showing signs that they want to have the option to work flexible hours and seem more concerned with finding balance. Fathers, regardless of their generational group, want time for family. Mothers juggling day-care hours need flexibility. The work cultures that embrace the nature of changing human capital have the opportunity to recruit and retain talent. To determine if your company is positioned to meet the global workforce shortage challenge, answer the question: "What makes your company a great place to work for all generations?"
Real leadership mandates an openness to new ideas and changes that each generation brings. Jack Welch, former CEO of General Electric, has stated, "Any company trying to compete...must figure out a way to engage the mind of every employee." Encourage employees to talk openly about their career goals, be open to new ideas, ask for feedback frequently not just once a year and be visible and available to all of your employees.
Deb O'Gorman is the director of customized training with TMCC Workforce Development and Continuing Education Division. Contact her through http://wdce.tmcc.edu or call 824-3811.
