Last updated on July 9th, 2024 at 03:25 pm
We live in a multigenerational world where we interact with and learn from people of all ages. While professionals within the modern, diverse workforce acknowledge that multigenerational environments pose distinct challenges, most also believe they can benefit from exposure to different perspectives.
The power of the multigenerational workforce is evident in XYZ at Work’s 2021 Multigenerational Workforce Study. Many respondents admit they sometimes struggle to work with employees of different ages, partly due to inevitable communication struggles and associated conflicts. Still, many report that they actively enjoy working with other generations, and across all generations, fewer than half cite a preference for working exclusively with employees from their own age group.
Regardless of how employees feel about a multigenerational work environment, they must learn to get by within this diverse landscape and draw on each age group’s unique perspectives to achieve a more productive and innovative workforce. Many employees can benefit from tailored guidance and access to resources that help them easily navigate the multigenerational workplace.
Human resources and management can play a vital role in ensuring that the many advantages of the multigenerational workforce are leveraged while easing inevitable conflicts. Read on to learn how generational differences in the workplace can be addressed and why this is worth the effort.
Recognizing Generational Diversity and Its Importance in the Workplace
The modern workforce is more diverse than ever. Though there is always room for improvement, many fields now boast an impressive blend of employees from all backgrounds. This diversity encompasses not only race, gender, socioeconomic status, and educational attainment but also employees of different ages. From entry-level positions to leadership roles, professionals of all types can expect to interact regularly with people far younger or older than them.
A growing body of research indicates that age-related inclusivity can drive powerful benefits. This type of workplace delivers the ultimate win-win: fresh ideas grounded in a wealth of experience. The Organisation for Economic Co-operation and Development (OECD) cites various benefits, including greater resilience, a more robust talent pipeline, and the improved “retention of know-how.”
Common Generational Differences That Arise in the Workplace
The current workforce encompasses members of five distinct generations. Each tends to share certain traits related to their shared life experiences. Keep in mind, however, that there is a broad spectrum of qualities present within each generation, and often, professionals will not align with the stereotypes you’d expect based on their age. Still, it helps to look at broad trends, which can tell you a lot as you interact with these generations in the workplace:
The Silent Generation | 1928-1945
Although members of the silent generation have largely retired and left the workforce, their impact remains considerable, albeit understated (as the generation’s name implies). Born into hardship during the Great Depression and World War II, this generation is, above all else, prudent and resilient. Because they take so much pride in their work and find so much fulfillment on the job, many have been reluctant to leave the workforce and continue to possess an unmatched work ethic.
Baby Boomer Generation | 1946-1964
Born into the prosperity of the post-war era, the Baby Boomers have long been intent on shaking things up and changing the status quo. This generation is known for protesting the Vietnam War and advocating for civil rights.
As they approach retirement, Baby Boomers have also reframed the conversation about how seniors can contribute to the workforce. For decades, their large numbers granted them a major voice in the economy, politics, and society. Competitive, resourceful, and passionate about their work, Baby Boomers have great confidence in their abilities, born out of years of experience and their outsized impact as a trailblazing generation.
Gen X | 1965-1980
Growing up as latchkey kids in an era permeated by high divorce rates and dual-income households, Gen X children were largely left to their own devices. This independence equipped them with a strong sense of self, which remains evident today.
Another trait that defines this generation—for better or for worse? Cynicism. As adolescents, members of Gen X felt disillusioned with the status quo. Previously referred to as the Slackers, Gen X certainly does not deserve this ridiculing tone, as what is mistaken for apathy often represents strong boundary-setting.
Gen X professionals tend to have a fiercely independent streak. Still, they get along wonderfully with members from all other generations, and their so-called cynicism can be key to uncovering core business problems that might otherwise never be addressed.
Millennials or Generation Y | 1981-1996
Defined by childhood and adolescent upheaval prompted by September 11th and the Great Recession, the Millennial generation (occasionally referred to as Generation Y) has frequently been the unfair target of criticism in the workplace, in part due to the misguided perception that they possess a mentality that “everybody gets a participation trophy.”
However, in reality, Millennial employees have a strong work ethic. They will dedicate long hours in pursuit of passion, as evidenced by the very concept of “hustle culture.” They are all about optimizing, be it their personal lives or their professional pursuits. With a bit of guidance and plenty of positive feedback, harnessing this drive can yield impressive outcomes.
Gen Z | 1997-2013
While Gen Z is sometimes regarded as an amplified version of the Millennials, numerous differences set this younger generation apart. Millennials went through a distinct hustle culture phase. In contrast, Gen Z professionals might be more likely to protect their personal time and identities.
Also noteworthy, Gen Z can make the digital prowess of Millennials seem downright quaint as they navigate virtual systems with a level of ease that astounds members of other generations. These employees tend to shy away from labels and value individual expression and radical inclusivity. Additionally, they have undoubtedly been shaped by the pandemic and divisive political discourse of the past few years, along with the influential force of TikTok and other social media trends.
Generational Leadership: Bridging the Gaps
Given the descriptions featured above, there’s a clear indication that each generation has a distinct worldview, with some room for individuality. Still, central generational perspectives drive how various age groups handle everything from their responsibilities to conflicts on the job. Generational differences occasionally cause problems, but these conflicts are not always inevitable or worrisome. We’ve identified several management musts for bridging the gap:
Resolving Conflicts Stemming From Generational Differences
Generational differences represent just one source of conflict in the modern workforce. Still, there is no denying that differences in attitudes, expectations, and even vernacular can sometimes prompt tension. These conflicts aren’t necessarily a problem, though. They can arise from legitimate concerns that must be addressed to achieve maximum productivity and spark innovation.
Be willing to acknowledge generational differences while adopting research-backed conflict management systems. Practical frameworks should identify the issues that underscore workplace conflict and implement strategies that reflect the specific realities of the conflict at hand.
Adopting Open Communication
Open communication is a must, no matter the demographic makeup of the workforce. Communication is essential when multigenerational concerns enter the picture. Without this, employees may adopt mistaken assumptions about other employees. Instead, employees of all ages should feel heard and encouraged to listen to and empathize with professionals from other generations.
Effective communication can be boosted by building mentorship into the fabric of today’s multigenerational workplace. Both mentors and mentees can benefit greatly from these relationships. However, remember that age need not be the precursor to acting as a mentor: Gen Z employees, for example, could serve as valuable tech-oriented mentors, while Baby Boomers might provide leadership mentoring for younger employees.
Cultivating Inclusivity and Collaboration
A culture of inclusivity helps ensure that all professionals feel accepted and respected, regardless of age. Creating this culture begins with a top-down approach, in which age is purposefully built into diversity, equity, and inclusion efforts. Research conducted by AARP indicates this is still a point of weakness for many organizations and sectors, with more than half of diversity and inclusion strategies failing to account for age differences.
As experts at AARP point out, developing age-related inclusivity protocols is a crucial factor for developing a strong multigenerational workplace culture: “If age is left unaddressed in diversity and inclusion policies, employers will be ill-prepared for the multigenerational future of work that has already begun to surface with four to five generations working side by side.”
Promoting Common Goals and Shared Values
No matter how different they may seem at face value, employees from various generations likely share core values that have made a particular profession, sector, or enterprise compelling in the first place. These values and goals should be emphasized, as such commonalities provide a powerful reminder of the big picture. Shared values must be built into the very fabric of the work culture and strengthened through consistent messaging and values-driven policies.
Providing a Competitive and Flexible Benefits Package
If employees from different generations can agree on anything, they desire fair compensation for their hard work. Competitive pay should not only include excellent wages but also a robust benefits package that accommodates employees through their entire life spans.
Keep in mind that different professionals face different challenges depending on their age and life circumstances. These can be accounted for with benefits packages that allow employees to proceed with healthcare, retirement, or family leave as they see fit. The goal is to help all employees feel supported. They should trust their employers to back up lofty promises with desirable policies.
How Can Leaders Leverage the Strengths of Different Generations?
Each generation brings unique strengths to the table. As a leader guiding employees from several generations, you will see the best outcomes if you leverage each generation’s distinct qualities and develop nuanced strategies for overcoming their weaknesses. Generation-specific strategies worth pursuing include:
Utilizing Baby Boomers’ Experience and Expertise
Baby Boomers may be hovering around retirement age. Still, like their predecessors from the Silent Generation, many remain committed to their careers. They’ve learned a thing or two during their several decades in the workforce, and many can spot large-scale, long-term patterns more easily than younger employees. Their experience can prove especially valuable during crises when they can remain level-headed and keep the big picture at the forefront.
Some Baby Boomers might call for extra technological assistance—but avoid patronizing. After all, many were at the forefront of the tech revolution and often have a solid grasp of the foundational principles that underscore today’s most cutting-edge solutions.
Capitalizing on Gen X’s Self-Reliance and Adaptability
Gen X’s independent streak may seem to fly in the face of today’s collaborative work environments, but remember: There are many situations in which self-reliance is a valuable trait. Instead of forcing them to consistently work in the confines of a physically-together team, give them a little breathing room so they can shine on their own.
This generation has been exceptionally responsive to the flexibility and solo opportunities made possible by remote or flexible work arrangements, so continue to provide these to facilitate independence. Above all else, resist the urge to micromanage—a little guidance is appreciated. Still, Gen X works best when given the trust and the room to do their own thing.
Leveraging Millennials’ Tech-Savviness and Collaborative Spirit
Millennials stand in contrast to Gen X in that they thrive when encouraged to work together. While many have taken wonderfully to hybrid setups these last few years, they still crave interactions with their coworkers. Tech-oriented solutions allow them to accomplish both: maintaining strong digital connections and the flexibility they’ve come to appreciate.
This generation may need more guidance, but this shouldn’t be considered a liability. Instead, there is an excellent opportunity to train Millennials for future leadership roles and help them integrate into the workplace culture.
Finally, avoid patronizing these employees. Their generation has historically been dismissed, and many are tired of receiving undue criticism. Strike a nuanced balance between guiding them and allowing them to learn and grow within the workplace team setting.
Making the Most of Gen Z’s Creativity and Digital Fluency
Millennials have long been regarded as digital natives. Still, they are arguably surpassed by their younger counterparts from Gen Z, who are eager to embrace new technological opportunities. They are the new “it” generation and are clearly tuned into the zeitgeist. Make the most of this and look to Gen Z for a blend of creativity and tech-forward solutions.
Gen Z professionals value work-life balance and might quickly flee jobs they perceive as cutting into their personal time. That being said, they may be highly productive within short bursts with space to unleash an intense sense of flow and concentration.
Another must is empathy, an underrated value that Gen Z holds dear. These employees are more likely to be forthright about their mental health concerns. Their transparency can be an asset, as it helps them tap into their creative selves while connecting with clients or customers more meaningfully. Stability can also be a significant plus for Gen Z—because while they value flexibility, these professionals are increasingly worried about job security.
Embracing a Multigenerational Team
The multigenerational workplace of tomorrow promises to draw strength from professionals of all ages and all walks of life. Yes, multigenerational teams present distinct challenges, but they more than overcome these with their remarkable blend of skills and perspectives. With solid leadership, communication, and cultural awareness training, you can build a vibrant team of professionals linked to a common goal and a desire to make a difference.
As you prepare for a rewarding and impactful career, seek graduate-level training to help you tackle the many challenges of a rapidly evolving workforce. Salem University offers multiple programs that appeal to the leaders of tomorrow: the MBA in Management and the MBA in Human Resource Management. Feel free to get in touch and learn more about these exciting opportunities.
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