How do I manage a multi generational workforce? Q&A

 

Q:I recently took on a management position in which all four generations of the workforce are represented. I want to give each member the support and guidance they deserve without causing rifts. Any tips on successfully meeting this new challenge?

A: As you are discovering, it’s a unique time with four distinct generations now often at work together. These are:

The Veterans (1922–1944): whose values include loyalty, respect for authority, dedication, sacrifice, discipline and duty. They prosper under a directive leadership style, with defined, measurable goals designated by their manager.

The Baby Boomers (1945–1963): who tend to be loyal workaholics with a cynical edge. What motivated them is bettering themselves and being good providers to their families. This generation has lived through many changes in the workplace. They thrive on challenges, added responsibility, praise and perks. This is the workaholic generation, inventors of the 60-hour week.

The Generation Xers (1964–1979): born of a generation where two parents worked, this is the plugged-in generation who could entertain and look after themselves. I have found most resent anything that smacks of micromanagement but flourish when told what is expected of them, empowered to get the job done and given feedback when it is. Life/work balance and flexibility is very important to this generation.

The Nexters (Generation Y) (1980–2000): the high-tech generation who grew up at ease with the technology Boomers and Veterans had to learn from scratch. Many will be recent graduates. They have the greatest need for flexible working and telecommuting. They are happy to challenge the established norms of business practice. Why come into work when they can achieve as much if not more at home? Why respect someone simply because of their age or position? They thrive on clarity and quest to understand their role in the organisation and a sense of the big picture. As a generation that grew up often with hyper-involved parents, they have a constant need for feedback and to discuss performance and goals. Growing up in a world of mobile comms, Nexters need most support in learning face-to-face communication skills.

With this wide range of individuals at work, it is a challenge to manage and maximize its many and varied abilities toward achieving higher productivity and profits.
My six top tips to managing your multi-generational workforce are:

1. Be flexible. Celebrate the diversity while communicating and catering individually to the needs of each generation
2. Encourage a culture of mutual respect, collaboration and cooperation: where knowledge and different experiences are accepted and valued and where differences are seen as strengths not weaknesses
3. Build teams from employees of different ages, experiences, skills, and viewpoints.
4. Employ two way mentoring: younger workers can learn institutional experience and industry knowledge, direct inter-personal communications skills and social networking from the older; experienced workers can learn from their younger colleagues new technologies and proficiencies. Each can learn much from the others knowledge, insights and experience.
5. Introduce flexible working practices: for all who want to take advantage of these, they can make managing the work/life balance so much easier. Again and again, flexibility has been shown to increase morale and productivity and makes your organisation more attractive to the new Gen Y prospective employees, by demonstrating a high degree of employee care, independence and trust
6. Nurture a learning environment. One thing remains the same across the generations: employees of every age seek ongoing opportunities to learn and grow. Younger staff without the same loyalty ‘gene’ as older staff will quickly leave if they feel they are not being challenged, valued, and developed.