| 4 Steps to Better Manage a Multigenerational Workforce
By Megan Martin
Is your newest, brightest, twenty-something hire's refusal to work 9-5 driving her older officemate up the wall? Are your young employees rebelling against the dress code that has been in place for generations?
In other words, are your employees clashing left and right? If you think relationships in your organization are suffering because of “difficult personalities,” there may be more to it than that.
At a time when the workforce is composed of hard-working baby boomers, anti-authority Gen X-ers, and uber-confident Gen Ys, it makes sense that workplace conflict is on the rise. Each of these generations has its own unique set of beliefs about everything from benefits to company loyalty to what motivates them at work. And let's face it: all too often they don't understand each other.
Amy Langer, co-founder of SALO, says that as traditional companies are slow to adapt to the diverse needs of generations, people are turning to staffing companies for flexibility. “There are different motivators for each person, and we're seeing a lot of that on the contract side. Gen X-ers are here because they want a work/life balance and time for their kids, and Boomers because they feel they've paid their dues and want more flexible schedules.”
Langer says managing a multigenerational workforce is no easy task. It takes understanding, flexibility, and an ability to find new ways to get teams of people from all generations to work together. It may seem like a daunting chore, but with successful management, your multigenerational workplace can become a productive, highly-motivated think tank.
Know Who You're Dealing With
The first step in finding new ways to manage an all-ages workforce is making sure you understand where your employees are coming from—how their backgrounds and experiences have shaped their attitudes toward work, as well as their skills.
“People's values are formed as they're growing up, and what's going on in the world at that time has a massive impact on how you view the world. Growing up in different times, various generations have different perspectives and communication styles,” says Erica Whittlinger, co-founder of The ReFirement Group, which does workshops on intergenerational communications and management.
Baby Boomers
Born between 1946-64, baby boomers grew up under the roof of parents who had gone through the depression—for whom hard work and keeping a steady job were essential to survival. But they also grew up in the 60s and 70s—and were influenced by ideas of growth, change, and optimism. This led them to move for change upon entering the workforce, and to demand what they wanted—such as improved benefits and pay. Boomers believe in company loyalty and competition. They are interested in titles, salary, and status. As far as benefits go, retirement options, bonuses, stock options, and medical coverage are what motivate. Whittlinger notes that work/life balance is becoming increasingly important to Boomers. “They would really love to slow down and work less, and lots of companies don't have anything in place to allow them to ease their way into retirement.”
Generation X
Gen-X'ers were the children of workaholics. They spent their formative years watching their boomer parents slave away for companies, only to wind up the victims of downsizing and restructuring. This instilled in them a great distrust of authority and institutions. They were daycare-attendees or latchkey kids, which made them highly individualistic and self reliant. They are often seen by older co-workers as disloyal, but Whittlinger notes the flaw in this thinking. “Their work ethic is just different,” she says. “They grew up watching their parents' loyalty go unrewarded. They don't want to do what they saw their parents do.” If they aren't happy with where they are in a company, they move on. They want work/life balance, not 401(k)'s. Having grown up just as computers and technology were on the rise, they are technology-savvy. Gen-X'ers are motivated by the outcomes of their work, and by constructive feedback on their performance.
Gen Y
Gen Ys are confident, well-educated, digital thinkers. Since birth, they have been surrounded by technology in all forms, which makes them a great resource. This generation was also one that was micro-managed by their parents—being driven from one activity to the next, and always “on call” with a cell phone or pager. This made Gen Ys big fans of collaboration and teamwork. They're interested in chances to learn new technology, and like Gen X-ers, they are more interested in opportunities for child care and work/life balance than in hefty benefits packages. “Info-age kids want more responsibility,” says Langer. “They want more from what they're doing—they don't want to be at work just to be there. They want to be challenged.”
Okay, so, how do I get beyond it?
Resist stereotyping
It's easy to stereotype—we do it every day. But how often do you stereotype someone at first glance, only to find out they're nothing like you imagined? When managing, remember that not everyone fits neatly into a distinct category.
People are individuals. Everyone, no matter what age, has different life experiences that have made them who they are and affected how they work and see the world. If you can learn to appreciate these differences—and see them as strengths—it will become easier to get along with those who are different from you. It will also help you to find new, more beneficial ways to interact.
Don't try too hard
Trying too hard to fit in with any one group that you are not a part of will only lead to tension, resentment, and distrust. Be yourself, while appreciating and working to accommodate others' qualities and values.
Be Flexible
Believe it or not, it is possible to be flexible while maintaining equilibrium, and flexibility is the key to working across generations. Once you understand each generation, it will be easier for you to accommodate their specific needs.
Work arrangements
Despite different motivations, flexible work arrangements are important to Baby Boomers as well as Generations X and Y. As Whittlinger says, Gen X-ers and Ys want more free time with kids, and Boomers want more time for leisure activities.
Gillian Flynn notes in a Personnel Journal article that flexible work arrangements will help you keep boomers happy by giving the extra free time they crave as they near retirement, and raise younger generations' self-esteem by offering them the autonomy and independence they thrive on. Offering flexible hours, job sharing, and telecommuting are three ways to help employees retain work/life balance while remaining productive.
Benefits
Unfortunately, benefits are an area where the generations split. “Employees demand benefits that reflect their needs—that's only natural. It's just when you have see-sawing needs that you have a problem,” says Flynn. While older employees are interested in 401(k)s, health benefits, and stock options, younger generations want childcare and opportunities to learn new technology. With these very different audiences, benefits communications can become a nightmare.
Flynn suggests that communication is key, and recommends holding a seminar and distributing printed materials with each benefits change your company makes. She notes that group meetings can be effective on other levels, too: it can be eye-opening for a Gen-Xer to learn about the value of saving, and a less-technologically savvy Boomer might see that learning new technology could make his work life easier.
Langer suggests making the office itself a more relaxing place can work wonders for all generations. “Our lives are being more and more connected between home and work. Boomers didn't grow up being able to work 24/7, but work now is engrained in life. Everything doesn't get done between 9 and 5.” As email access and PDAs make us forever available, more work is being done outside of the office. Langer suggests having leisure activities—anything from video games to pool tables—in the office. It will help employees burn off steam, and may instill camaraderie across generations as well.
Create Unity By Working Together
Employees across generations can be resistant to working together. Diane Domeyer, author of the Office Pro article “How to Get the Most From a Multigenerational Workforce,” notes that older employees may fear that by teaching younger employees the skills that led to their success, they may be jeopardizing their own careers. And younger employees may feel they will be resented for trying to move up in a company. But there are a few ways to get people of different generations on the same page, and in the meantime break down stereotypes.
Collaboration and Project-Based Work
Today's workplace is moving from individual to project-based work: a great way to help your multigenerational workforce break down barriers and work together. Domeyer notes that “brownbag training sessions, special projects, and committee work go a long way toward reducing friction and building camaraderie.”
Collaboration works in a diverse workforce because it focuses on each individual's strengths while leaving room for different styles of work. Gen X and Gen Y workers will be motivated by being part of a team rather than a hierarchy, and can learn from the example of experienced Boomers.
Implement Mentoring Programs
Younger workers crave experienced mentors, while older workers can be inspired by the energy and freshness of youth. Domeyer says a mentoring program can fill skill gaps between generations. “While these two professionals are equally talented, they possess vastly different skill sets and could learn a great deal from one another,” she says.
For example, a younger employee can learn leadership and public speaking skills, while an older employee can learn new technology.
However, as Whittlinger points out, it's important to note that a training/conference-as-reward model does not work for Generations X and Y, as it may have in the past for Baby Boomers. Generations X and Y prefer learning new skills from mentors as they need them on the job. Whittlinger adds, “Not surprisingly, they also prefer technology-driven training to sitting in a classroom.”
While following these guidelines can help keep your diverse workplace on an even keel, remember that as a manager, you set the example. Make sure you avoid stereotyping, and praise each individual for a job well done.
“Reassuring all employees that their contributions are valued…will make workers feel more secure in their roles and less threatened by other generations,” says Domeyer.
The result? As Langer puts it: “You have an incredible cross-section of people with different backgrounds, which, with cross-fertilization, can create a cohesive team.”
Megan Martin is a writer based in Chicago. She can be reached at Megan.M@BeTuitive.com.
© 2007 BeTuitive Publishing
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