Managing a Multi-Generational Team
How Companies & Managers Can Train & Respond to Their Workforce
Today's workforce is more diverse than ever. For the first time management faces the challenges associated with supervising four distinct generations in one workplace.
In today’s world it is possible to have up to four generations in one workplace. There are:
- Traditionalists who were born prior to 1945.
- Baby Boomers were born between 1945 and the early 1960’s.
- Generation X encompasses those born between the mid 1960’s to 1980.
- Generation Y is the newest generation in the workforce. Born after 1980 they are also referred to as Millenials or the Echo generation.
For the most part, each of these generations has distinct views and opinions on authority, family, work ethic, communication, incentives and leadership. Managing four generations in one work place poses an interesting challenge for today’s employer and human resources professionals.
Employer Dilemmas
Due to the current labour shortage competition for competent and skilled staff is high. How does a company or small business make their place of employment stand out and attractive to potential employees? How does this same company retain their employees? After the mass economic downsizing the Baby Boomers experienced, why should any employee be loyal to any one company? Why would a semi-retired traditionalist or 50-something baby Boomer want to spend the last years of their working life in your employ? Why should a Gen X’er or Millennial want to spend the next 5 years working for you? Tough questions with some sensible and practical answers.
Get To Know Your Employees
Organizations need to start appreciating the mindset of each generation, especially the youngest generation. Generation Y is the up and coming, as well as the largest untapped labour source we have. They know they are a scarce commodity. They are also the most independent, environmentally conscious, ethnically diverse and technologically savvy generation. Generation Ys also get along best with the Traditionalists.
Generation Y and Traditionalists share similar conservative views, though the younger generation can be impatient with the older generations’ lack of technological skills. The older generations find the Generation Y’s inability to deal effectively with conflict frustrating. Both of these frustrations are due to age and lack of respective life experiences. As we wait for Generation Y to mature, organizations need to invest in training and development for managers. This includes training in performance management and conflict resolution, in order for the multi-generational workforce to co-operate and produce. Unfortunately, this type of ‘soft’ training is one of the first things to go during times of fiscal restraint. It may be prudent for organizations to re-visit this traditional cost-cutting measure.
Develop a Plan of Action
Organizations will need a plan of action before they can meld these four different generations into a dynamic workforce. As reported by Heather Wilkson during the Treasury management Association of Canada Conference in September 2003, a good starting place is to have the Human Resources Department included in and part of all key business decisions so that strong workplace planning strategies can be developed and implemented. Workplace planning should include an ongoing analysis of age demographics, turnover predictions, retirements, promotions and new hires.
Competition for the recruitment and retention of staff will continue to be stiff as we work our way into this coming era of the employee. Employees will not only be lured by other Canadian or even American companies, companies in the United Kingdom, Europe and South Pacific will be competing for our skilled labour force. The emergence of China and Africa into the global marketplace only increases the opportunities for the employee at the expense of the Canadian employer. The employer will have the challenge of providing employee value propositions flexible enough to fit each generation. Once a sound workplace plan is in place, then a company can start building a strong, reliable work force by utilizing the Three R’s of Human Resources: Recruitment; Retention; and Reward.
