Work

By Leah Davis and Colette Drager

One of the hottest topics in human resource management today is that of how to improve and maximize success in a multi-generational workplace. With new technologies and increasing life expectancies, it is not uncommon for the average job site, from your 1,000-employee factory to a small family owned business, to employ up to four different generations of workers and, while in some respects this may be a positive situation, it can also present its share of challenges and conflict.

According to the 2007 Current Population Survey, the majority of workers are spread across the following four generations: The Traditionalists (8.5 percent), the Baby Boomers (39.9 percent), Generation X (35.7 percent), and Generation Y (15.8 percent). (McNamara, 2007). Of course, these different generations all have their own “work cultures” which, in many cases, conflict with one another. For instance, Baby Boomers are known for their high level of professionalism, employer loyalty and “work-centric” attitudes while being somewhat resistant to change and very routine-oriented. This juxtaposes the Generation X and Y generations who, while known for being highly skilled and expert multi-taskers, creative thinkers and very receptive to change and technology, have a more casual attitude toward their workplaces and feel little desire or obligation to stay with a single employer for their entire career.

While this seems like it would be the perfect mix for an employer, getting these very different groups to work productively and cooperatively together can prove challenging for everyone involved. It can be done and, if done right, often yields exceptional results. When polled, human resources professionals are in agreement that, above all else, effective communication is the key to finding success in a multi-generational workplace. This means not only keeping lines of communication between generational groups open, but also communicating company missions, strategies, goals and even day-to-day information via multiple mediums, such as internal emails, regular face-to-face meetings and blogs. Varying the type and means of communication ensures that all employees feel engaged and informed.

In addition to communication, it is important that employers recognize what career elements are most important or valued be each generational group. Generally, older employees place the most value on salary, job security and career advancement while the younger generation sees salary and flexible work options/scheduling as top priorities. Understanding each group’s motivations and desires allows employers to meet the demands of their workforce and ensure a productive and positive environment.

Finally, it is important to note that, in addition to generational differences, most workforces are simultaneously dealing with employees in different life courses and career stages. A young, new working mother has different needs and priorities than a 55-year old empty nester looking forward to retirement. All of these personal and career variables significantly affect employees and, in turn, the workforce but, with the right approach and the ability to be receptive and flexible, employers are finding new and creative ways to maximize the potential of their employees, no matter what stage of life they are in.

Although effectively managing and working in a multi-generational workplace may seem like a daunting task, we must all remember that, truly, our differences are really our strengths. Never has there been such a diverse and varied workforce and it is this diversity of talents, styles, attitudes and depth of experiences that create the potential for an extremely well-rounded and rock-solid foundation on which to build and grow. The key is learning to understand, accept and value each other’s differences and striving to work together, complimenting one another’s strengths and weaknesses, to develop a unified and successful workforce.