How To: Effectively Handle a Multi-Generational Workforce

Organizations are currently being faced with a scenario where they have up to four generations (the traditionalist, the baby boomers, generation X and generation Y, also known as the millennial) constituting the work force. Now, you might be thinking – “What’s the big deal about having all four generations in one boat?” But with four diverse generations in the workplace, complications involving respect, communication, and work styles are cropping up faster than some managers can handle them. Besides, with the creation and maintenance of a high performing workforce at the core of most companies’ business strategy, knowing how to manage them will sure come in handy. Aside from a huge reduction in employee conflict, managers who have learned to handle all four generations will place their organization in a position for growth as well as increase employee satisfaction, reduce costs and optimize productivity. In order to effectively manage the unusual mix of all generations, an understanding of each is of paramount importance. The Traditionalists: Born between 1927 and 1945, most of them are now retirees. The few who are still in the work force are adept at their jobs and emphasize civic pride, loyalty and respect for authority, dedication, sacrifice, conformity, honour and discipline. This generation is driven by duty before pleasure. Unlike younger generations, they believe in status quo and do things strictly by the book. They are not tech-savvy and most have worked with a single company all their lives. The Baby Boomers: They were born between 1946 and 1963, during which time there was thrilling optimism, opportunity and progress. As a result, baby boomers on the job try to do better than their predecessors and want to provide their kids with everything they desire. They tend to shape their identity around the work they perform. Baby Boomers often equate salaries, high billable and long hours with success and commitment to the workplace. They value face time in the office and may not welcome work flexibility or work/life balance trends. High levels of responsibility, perks, commendation and challenges will motivate this generation. Generation X: Born between 1964 and the early 1980s, this generation values work/life balance. Sandwiched between the ubiquitous Baby Boomers and the advantaged Millenials, they are the middle children struggling to leave their mark. In the workplace, they often have a huge distaste for micromanagement. They want to be told what is expected of them, provided with appropriate feedback and sufficient empowerment to get the job done. Generation Xers are casual, direct, and like flexible rules in leadership. The Millenials: These are the privileged generation. Born between 1980 and 2000, they are tech-savvy, well-traveled, global citizens who prefer to work with deadlines rather than schedules. They also like to incorporate their personal lives into work. Many millenials are recent graduates who grew up in households with hyper-involved parents and over-scheduled lives. Their wishes were granted and this translated into their work. In the workplace, Millenials speak out. They can walk right into the CEO’s office and let their opinions be known. Although regarded by many in the workforce as lacking a strong work ethic and having an unjustified sense of right, they have a positive, can-do attitude about getting the job done well and efficiently. They aim to make things happen, hate indecision and want to move on to do the things they enjoy. Presently, statistics show that the traditionalists comprise about 5 per cent of the workforce, the baby boomers, about 45 per cent and the remaining 50 per cent goes to the generation X and Y. Each has different values, attitudes, expectations, needs, and motivations, all of which can make it more challenging to manage and integrate into a corporate culture. Thus, the following pointers will just about help in addressing most of those challenges.

• Respect and Accommodate Individual/Generational Differences: While Traditionalists and Boomers will likely prefer traditional office space, Generation Xers and Millennials aren’t limited by walls; telecommuting and open-plan work spaces are increasingly popular. With Bluetooth and handhelds, workers can work anywhere. While it might not make sense for a facilities management team member to telecommute, some aspects of the job might be just as easily done at home or at a different site. Managers should in the interest of high productivity be as flexible as possible.
• Encourage Mentoring and Knowledge Sharing: As older employees phase out, knowledge and information loss are looming concerns. If the knowledge is to be passed on to the next generation, it has to be packaged in a way that makes sense for them. Encouraging a work atmosphere that promotes cooperation between old and young is the best place to start. Conversely, older workers can also gain so much in terms of new technology and proficiency. Use your younger employees for sharing and training on the latest software and hardware; they will feel valued for their skills, and your older employees will benefit by staying current.
• Communicate Uniquely with Each Generation: while the older generation appreciate face to face contact, long lectures and thick handbooks, the younger ones just won’t keep up as they find these boring. Instead, make use of text messaging, Twitter, instant messaging, and other types of instant communication, webinars, podcasts and so on. For them, communication should be kept short, simple and sweet; they just want to know what they need to know, and don’t necessarily want the history of something, which Boomers love to tell. Skip the context and keep to the facts.
• Be Flexible in your Leadership Style: Harnessing the strengths of a multi-generational workforce is an invaluable tool for any organization as it holds great potential to increase worker productivity.