04/ 07/ 2008
by Marcia Passos Duffy
The workplace has always consisted of many generations working at one time. But today's age-diverse workforce has a new twist: The older generation is working past retirement age (the U.S. Census Bureau reports that 23 percent of Americans age 65 to 74 are still in the workforce). This has led to many workplaces with a generation gap of more than 40 years between the oldest and youngest workers. Needless to say, a one-size-fits-all approach is not appropriate in this age-diverse workforce that may have four generations of workers at one time.
Each generation comes with its own set of values, needs, attitudes and different expectations on communication styles and job requirements. The 35 and under tech-savvy generation feels less loyalty to a particular organization than Baby Boomers or those of the Silent Generation (62 and older); but they are also hungry for responsibility and flourish in environments where they can network and exchange ideas.
So how does a manager go about understanding the needs and priorities of each generation—from the younger Generations X and Y, to middle-aged Baby Boomers, to the older Silent Generation?
Here are three tips on managing your age-diverse workforce:
1. Work with the communication styles of each generation. The most pronounced difference among generations is communication styles. Gen X (age 35 years and younger) is familiar with technology, and feels comfortable using tools such as video conferencing, e-mail and text messaging. Baby Boomers and the Silent Generation (those 62 and older), who did not grow up in a high tech world, still prefer face-to-face meetings and telephone conversations. These differing styles can clash when various generations must work together on a project. Try not to favor one style over another, but work to encourage the generations to connect using both electronic and face-to-face communication. While it's important to encourage the older generations to use high-tech communication tools, remember that there is value in helping younger workers learn the merits of meetings and one-on-one networking skills.
2. Find out what motivates each generation. Each generation views the workplace differently. The Silent Generation tends to conform and not question authority. The Baby Boomers tend to favor optimism and idealism; they typically can be over-achievers and work long hours. Those 35 and under are markedly different from the preceding generations in that they are much more concerned about the work-life balance; while they work hard, they are interested in maintaining interests and volunteering activities outside the workplace. Bonuses and recognition may motivate Baby Boomers, but Gen X and Y might prefer to work toward the privilege of working from home or having a flexible schedule.
One caveat: While it is important to consider a person's generation when figuring out his or her motivation for performing optimally in the workplace, the best bet is to ask each worker. You might be surprised about what you hear. For example, a Gen Y worker might want to take a course to help him or her climb the career ladder; a Baby Boomer might be more interested in "downshifting" his career to spend more time with family. While it is important to understand the differences in the generations, the key is to talk to your employees, rather than make assumptions about what they want based on their age.
3. Bridge the generation gap. As a manager of a multi-generational workforce, your goal is to adapt your leadership style to the differences in each generation. Encourage your human resources department and other leaders to create compensation and benefits that target the needs of each generation. Realize the differences and openly talk about them; remember, each generation offers benefits to a workplace, which you, as the manager, need to be facilitating. You can also encourage mentoring roles for middle-aged and older workers, giving them an incentive to model productivity and also ensuring that their knowledge is passed on to the younger workers.
