When considering workplace diversity, people tend to think in terms of gender, race, ethnicity, or cultural or religious background. However, one of the most striking ways in which today's workforce has become more diverse is in age. Experts say that for the first time in history, the workplace includes four often distinct generations, each with unique strengths, expectations, motivations, and work styles. They range from the oldest, so-called Silent Generation of workers, who were born just before World War II, to Baby Boomers; Gen-Xers; and the most recent group, Generation Y, whose members are just beginning to launch their careers.
The prospect of managing workgroups consisting of such a wide potential age range presents several challenges, but it also can yield significant opportunities. Because of the differences in work history, personal experience, and communication style, each group likely has unique opinions about everything from product innovation and business strategy to research initiatives. Acknowledging generational differences offers companies access to a wider array of creative ideas and, perhaps more important, ensures that the firm's talent pool is fully tapped.
Being aware of the strengths, motivations, and aspirations of each generation also shows employees that they are valued. This improves overall morale and helps guarantee that the best and brightest workers remain with the company over the long term.
Start with open communication. Many employers fail to take advantage of the benefits a multigenerational workforce can offer, because they know little about what makes each group unique. As a manager, you must set the standard for open, nonjudgmental communication. Show respect for all workers, and demonstrate your knowledge and awareness of the differences that exist in the workplace. Your attitudes and actions influence your staff; if you seem uncomfortable with age differences within the department, others will surely take note.
Avoid stereotypes. You must also be aware of any stereotypes that may exist about certain generations and seek to overcome them. For example, some believe that younger workers have little loyalty to their companies and rarely work within established guidelines. A workplace study conducted by the nonprofit group Catalyst refutes this assumption, however, revealing that 85% of Gen-Xers polled said they were committed to their company's well-being and that 67% said job security was an important factor in their signing on with their employer. Find out what your workers value, and base decisions on that information only.
Avoiding generational stereotypes can prevent you from making costly mistakes. For instance, assuming that only younger workers can bring a fresh perspective to business may lead you to tap them exclusively for new hires or promotions. But older workers can often provide valuable insight based on their years of experience and deep knowledge of your company and industry. Making personnel changes without regard to age ensures that the person best able to support your firm's goals will get the job.
Encourage collaboration. One of the greatest benefits a multigenerational work environment offers is the opportunity for employees to interact with those who differ from them and to share knowledge. That's why it's so vital to encourage cross-generational collaboration. One way of accomplishing this is to establish a mentoring program that teams less experienced employees with more-seasoned workers.
Such initiatives have a variety of benefits. Older employees may find gratification in the confidence management has shown in them, and younger employees can gain poise and business skills. A survey of 1,200 Gen-X workers by Charlotte and Laura Shelton, authors of The NeXt Revolution, found that the top three factors this generation sought in a job were positive relationships with colleagues, interesting work, and continuous opportunities for learning. If your organization's young workers feel the same, mentoring could provide them with access to all three factors.
Remain flexible. Understanding the characteristics that define each generation will allow you to better tailor policies and procedures to meet their needs. Members of the Silent and Baby Boom Generations, for example, often have different ideas about retirement than their predecessors did. The New Retirement Survey, from Merrill Lynch, found that 76% of Boomers intend to keep working during retirement. And when these workers were probed about their ideal retirement work arrangement, their most common choice was to repeatedly "cycle" between periods of work and leisure. Only 17 percent of respondents hope never to work for pay again after retirement.
With this in mind, it may be wise to explore offering telecommuting options, flexible scheduling, or consulting arrangements that give older--and younger--workers varying levels of work/life balance, in keeping with their priorities.
Failing to take into consideration the differences among generational groups puts your firm at risk of losing talented workers. Providing the flexibility to leverage the strengths of each, however, guarantees a more satisfied and productive workforce.
Katherine Spencer Lee is executive director of Robert Half Technology, a provider of IT professionals for all technology initiatives. She also wrote I.T. Hiring Heats Up in this month's print issue.
Feedback question: Tell us your best tactic for dealing with multigenerational work environments.
