The workplace is changing in ways not due entirely to the introduction of new technology or new philosophies of management. The workforce itself is changing, as four generations of workers sit side by side in the workplace – the first time in modern history, and harking back to pioneer days where homesteading families laboured side by side building their future.

Most companies today have an abundant mixture of generations within their workplace. With each emerging generation comes a new attitude, work ethic, life experience and set of goals. Managing a workplace with the generational diversity that we are seeing today presents its own very unique challenges.

Focusing on the generational demographics in your organization is an essential part of planning for the future. To effectively manage the workplace, leaders must understand each of these generations, what brings out the best in them, what each generation requires in the workplace to perform at their highest levels, what their expectations are and how they interact with those around them.

It is important to note that a generation does not define a person. Understanding generational differences, however, helps in understanding the diversity of one’s workplace.

Who are the four generations working today?

The Silent Generation (Silents) born between 1925 and 1946
The post-war era impacted greatly on the values of the Silent Generation. Their core principles lie in hard work, loyalty and determination. They believe in “paying dues” and formal hierarchy. The Silent Generation is increasingly putting off retirement plans and opting to take advantage of good health and solid experience by staying in the workforce. Communication and management: This generation appreciates formal communications such as inter-office memorandum and official meetings. They are sometimes stressed by technology and mass media. They want a paper in their hand with information based on facts. They believe in authority and structure.

Baby Boomers born between 1946 and 1964
The Baby Boomers competitive entrance into the work force (due to the population growth) shaped their work ethic as success-oriented and passionate. Within the Baby Boomer generation is a sub-group known as the Jones Generation. The Joneses were born just at the end of the baby boom; they were introduced to technology and mass media in their late teens and early twenties.

Communication and management: This generation is more open to change than the Silents. Baby Boomers (and Joneses) appreciate paper-based communication, e-mails and verbal communications. They are stressed by personal life challenges such as caring for aging parents along with their Generation X children, financial comfort and retirement plans. Many boomers readily investigate “post-retirement careers.” There is a growing popularity among Silents and Baby Boomers to opt for reduced hours rather than retirement.

Generation X born between 1965 and 1980
Generation X came into the workforce in competition with the experienced Baby Boomer generation. As a result, many of the Generation X returned to school and training to further their experience. This generation is highly educated and independent.
 
Communication and management: The mantra of Generation X is “work/life balance.” As a result, their work ethic is creative and flexible. They are stressed by education debt and housing cost. They prefer self-directed projects and learning. This generation prefers e-mails, SMS and conference calls over traditional communication. An effective message for this generation contains rich visuals; with headlines, quotes and models.

Generation Y (or Millennials) born after 1980

Generation Y is a team-centric generation (much like the Silents) as their learning years were programmed with formal activities (like sports and music) to allow more working hours by their Baby Boomer parents. As a result, this generation is confident, educated and optimistic. Generation Y has strong technical skills, as well as solid education, making them likely to become life-long learners.

Communication and management: Generation Y is attracted to personal challenge, teamwork and technology. They are motivated towards meaningful work. Like Generation X, visually appealing communications and mass media communiqué works best with this generation.

There is a growing popularity among Generations X and Y to gravitate towards working with experienced mentors.

The key to leading a team of multi-generational workers is to maintain that each individual is a valued contributor. Education, experience and age no longer determine responsibility or seniority in a team. This can create conflict, fear and tension among co-workers. It is important that a leader convey to their team that some things are not negotiable, like respect and inclusion for every team member. By doing so, the leader can set clear expectations and de-escalate conflict.

By making office communications available in multiple formats, the leader ensures that all members of the team receive the message. Multiple message formats also helps to reduce the “fear” that the veteran generations may hold over technology, also reducing the anxiety of being judged.

An innovative leader will provide a stimulating work environment for the entire team. Silents appreciate motivational messages that acknowledge their experience. For example, “Your contribution of knowledge has been significant to this project.” Boomers are stimulated by assignments that engage them in meaningful learning. Generation X, still searching for that life/work balance, is motivated by flex-hours and telecommuting opportunities. Generation Y is stimulated by working on projects where they will learn new skill-sets that they can apply later in their careers.

By using the strength of a diversified, multi-generational team, one can build a strong, innovative workforce. Each of the four working generations brings a unique contribution of knowledge, experience and creativity. Imagine: grandparents working with grandchildren. The pioneers did it then, modern pioneers are doing it now.

Michelle Dagnino is an expert on generational change and the shifting expectations of customers and staff. As a professional speaker, consultant, author and media personality, she stays ahead of trends as they move into the broader market. www.newgenerationgap.com

This entry was posted on Saturday, September 6th, 2008 at 12:00 am and is filed under Fall 2008. You can follow any responses to this entry through the RSS 2.0 feed. You can leave a response, or trackback from your own site.