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10.13007/381
Ideas for Leaders #381
Managing the Multigenerational
Workplace
Key Concept
There is an increasing demand in the workforce today to add
multigenerational diversity to the mix. What exactly comprises a
multigenerational team, and what are the unique characteristics and
expectations each generation brings the fore? Read this Idea to learn more
about how to ensure your organization makes the most of its multigenerational
workforce.
Idea Summary
In a white paper published by Kenan-Flagler Business School, Dan Bursch
and Kip Kelly describe today’s workforce has decidedly multigenerational and
comprised of five generations each with distinct general characteristics:
Traditionalists (born pre-1946): traditionalists tend to have a strong work ethic that
translates into stability and experience. Essentially they view of work as a privilege, they are
reticent to disagree with others and are uncomfortable with conflict. They represent only a small
percentage of today’s workforce, but their wealth of knowledge and experience is difficult to
replace.
Baby Boomers (born approximately between 1946 and 1964): like traditionalists baby
boomers have a strong work ethic, but this generation, which saw vast post-war societal
changes, are for different reason motivated by rank, wealth, and prestige. They prefer
managers who seek consensus and treat them as equals. The oldest baby boomers are now
nearing retirement.
Generation X (born approximately between 1965 and 1979): this generation’s formative
years were marked with uncertainty and turmoil (such as the AIDs epidemic, the fall of the
Berlin Wall, divorce rates reaching an all-time high, etc). Many experienced independence early
in life and learned to thrive on change. As a result, they are resilient, flexible, adaptable, and
technically proficient having also witnessed the birth of the Internet.
Generation Y (or Millennials) (born approximately between 1980 and 1995): Millennials
have been shaped and defined by the Internet and the World Wide Web more than anything
else, which opened a whole new world of opportunities. The most diverse generation ever, their
technological fluency can be at the root of some workplace conflict between them and Baby
Boomers. Millennials are goal and achievement-oriented, tend to value social and corporate
responsibility, and are good team players and optimistic. However, they are also prone to
frequent job changes as they seek new opportunities and employment on their own terms.
Generation Z (born from approximately 1996): this generation is just entering the
workforce, and it is expected that its members will bring their own attitudes and expectations to
work, just like the generations before them. Having witnessed the cost of higher education
rising, along with an explosion in student loan debt, they may place more value in work
experience over education. Research also suggests that Generation Z is even more
technologically ‘plugged-in’ than Millennials.
Authors
Bursch, Dan
Kelly, Kip
Institutions
University of North Carolina Kenan-Flagler
Business School
Source
White Paper
Idea conceived
May 2014
Idea posted
May 2014
DOI number
Subject
Organizational Structure
HR Management
Team Building and Teamwork
A multigenerational ‘5G’ workforce brings with it a wide variety of challenges
and opportunities; the benefits of multigenerational work teams include the
fact that such teams are more flexible, and can gain and maintain more market
share because they reflect the multigenerational market. In addition, they
make better decisions because they have received broad-based input from
multiple generational perspectives.
Business Application
The key to managing the 5G workforce, according to Bursch and Kelly, is to
appreciate their differences and focus on what they have in common. This is
particularly important for HR and talent management professionals to do when
developing plans to recruit, retain, and engage employees from different
generations.
It is important to honour each generation’s unique contributions, and
understand how the events they experienced in their lives have shaped their
expectations in the workplace; for example, when recruiting Traditionalists,
organizations should focus on personal contact and show respect for their
age and experience. On the other hand, HR and talent management
professionals who want to recruit and retain people from Generation X should
appeal to their desire for flexibility in how and where work gets done.
Similarly, each other generation will have its own expectations that need to be
understood and worked with in order to build a successful multigenerational
team.
Further Reading
Managing the Multigenerational Workplace. Dan Bursch & Kip Kelly.
UNC Kenan-Flagler Business School White Paper (2014).
Further Relevant Resources
Dan Bursch’s profile at UNC Kenan-Flagler Business School
Kip Kelly’s profile at UNC Kenan-Flagler Business School
UNC Kenan-Flagler Business School’s Executive Development profile on IEDP
© Copyright IEDP Ideas for Leaders 2014
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