Evaluation of the Impacts of a Multigenerational Workforce …...multigenerational workforce....

Running Head: Multigenerational Fire Department

Evaluation of the Impacts of a Multigenerational Workforce on the

Northfield Village Fire Department

Jason L Buss

English Intermediate Composition 2089, Summer 2019


CERTIFACATION STATEMENT

I hereby certify that this paper constitutes my own product, that where the language of others is

set forth, quotation marks so indicate, and that appropriated credit is given where I have used the

language, ideas, expressions or writings of another.

Signed:_____________________________


Introduction

“Each generation imagines itself to be more intelligent than the one that went before it, and wiser

than the one that comes after it” - George Orwell. Americans are both working to an older age

and entering the workforce at an early age. Currently, four generations of Americans (Baby

Boomers, Generation Xers, Millennials, and Igens) are all in the workforce and working

together. This is true in both the public sector, like the fire service and in the private sector. Left

unmanaged, conflict can arise between generations leading to a disruption of the workflow and

workplace difficulties. Leaders must understand that each generation has different beliefs and

norms, identify where intervention is needed, and focus on developing a high quality

multigenerational workforce.

Northfield Village Fire Department (NVFD) is one such public sector employer where this

transition and melting pot of generations can be seen working together on a daily basis. Each

generation sees the fire service through a slightly different lens (Stein, 2014) which effects how

members work together with each other. NVFD faces the same challenge the entire fire service

does at this point in time. Fire departments are rooted in tradition, focused on paramilitary

structure and are very slow to change. Due to this, there may not be a job field more

disconnected with the values and ideals of upcoming generations such as Millennials as the fire

service (Neal, 2017). The popular saying in the fire service of “That’s the way we have always

done it” is no longer a viable answer to questions that are being asked. With this in mind, every

fire service leader must accept that the workforce is changing and plan accordingly.

NVFD is an organization that employs about 50 emergency workers comprised of a

generationally diverse work force. While many fire departments have been experiencing

significant staffing shortages, NVFD has established a rather consistent workforce and has low

turnover. With this in mind, NVFD can serve as test organization to try and understand what

drives a firefighter to stay employed with an organization. Specifically, NVFD will evaluate

what effects have the existence of a multigenerational workforce had on the operations of NVFD

and has using a common operating purpose been effective in focusing and managing the

multigenerational workforce to accomplish a common goal.

Literature Review

The literature was first reviewed to gather common definitions of the three major generations

that make up the fire service at this time. These include the Baby Boomer, Generation X, and

Millennials. When considering the various generations, the literature is very clear that Baby

Boomers are currently retiring from the work force, Gen Xs are moving into positions of

leadership, Millennials are the up and coming generation and there will likely be a growing trend

of employee demand outweighing the available supply of workers (Neal, 2017).


The oldest generation in the workforce are the Baby Boomers (1940 – 1964). The labor forced is

currently comprised of 29% Baby Boomers between the ages of 53 – 70 (University, 2017). This

generation is said to have invented the “60 hour work week” and believes that hard work and

loyalty to an employer is the path to success. Many Boomers have a sense of self connected with

their career achievements and are often identified by their jobs. This generation prefers face to

face conversations and interactions (Berardinelli, 2014).Considered the “hardest working

generation”, they often focus on work over personal life and are now working much later into

life than previous generations (University, 2017). Many of these workers possess a wealth of

knowledge and a high level of base line skills (SHRM, 2017). Baby Boomers are known as the

“Live to Work” generation (University, 2017).

Generation X (1965 – 1981) followed the Baby Boomers and are between the ages of 37 – 52

currently. Gen X composes 34% of the workforce at this time (University, 2017). Known as the

“Tech Gen”, these individuals grew up with technology as technology began to flourish. They

are known to be tech savvy, independent and adaptable to change (University, 2017). Xs can

communicate both in person and with technology, with email, texting and teleconferencing being

second nature to them. Many Gen Xs are said to have a sense of skepticism due to scandals and

an increasing divorce rate they were exposed to as they grew up. They believe hard work is

important, but also believe when work is over, it is over. Gen Xs also have a lower sense of

employer loyalty than Boomers do (Berardinelli, 2014) and are more likely to question authority.

This generation believes in a theory of work – life balance, leading them to be known as the

“Work to Live” generation (University, 2017).

The most studied of the generations are the Millennials (1982-1999). Millennials are currently

between 19 – 36 years old and compose 34% of the workforce. They will compose 46% of the

workforce by 2020 and 75% of it by 2025. They constitute the most educated and diverse

generation ever to enter the workforce and are known to be energetic, socially conscious and tech

savvy (University, 2017). Millennials believe they can achieve anything they put their mind to

and they control their own destiny. They are eager to learn and will often ask lots of questions.

This generation is not motivated by employer mission statements like previous generations and

often times will reject being limited by guidelines established by organizations or through job

descriptions (Berardinelli, 2014). Millennials are drawn to professions that give them meaning

or purpose as they desire more than pay and benefits from a career (Neal, 2017). They are

protective of their time off work due to a belief their parents “wasted” too much time at work.

Millennials often want flexibility in how, when, where and with who they will work with

(University, 2017). This generation craves feedback more than any other previous generation

and prefers to work in teams. Ongoing conversations with them are important to keep them

engaged and motivated as they prefer to be coached rather than “bossed.” They also prefer for

their strengths to be highlighted over weaknesses. Millennials have a belief in continued

personal development and a focus on enjoying life. This has lead them to be known as the “Life,

not the job” generation (SHRM, 2017).


With generations defined by the literature, it then moved to looking at where generational issues

arose. The term “Generational Divide” highlights the root of what can create conflict in the

workplace. As time passes, what is an essential and valued changes over time. People tend to

place the highest value on “things” that were highly valued during the prime of their career. 20-

30 years ago firefighters came from military service and trade industries, now they come from a

background of higher education and technology. The origins of the groups as their values are

very different. Each generation now enters the workforce with different skill levels and life

experiences compared to previous generations. For firefighters, the Boomers grew up watching

“Emergency!” and the Millennials grew up watching “Ladder 49” and “Rescue Me.” Both of

these programs helped form the reality of how their generation of firefighters should act and

think. This can increase the “generational divide” as older members of the work force assume

newer ones have had the same life experiences they have had (Rhodes, 2016).

The literature points out that defining generations by birth years is a “generality” and by no

means is scientific or carved in stone. People may identify with several generations or span two

generations. These people are known as “Cuspers” as they share traits from two different

groups. These individuals can be very influential in fostering understanding and bridging the

gap between two generations (Berardinelli, 2014). Furthermore, the literature identifies that

many generational stereotypes are simply not true. People should focus on the actual person

being evaluated rather than judging by the generation they belong to. Getting to know people

individually will provide a better picture of the employee's attributes rather than stereotypes

(Knight, 2014). Broad generations do not apply to everyone; they only show the trends among a

large group of people. The reality of the situation is that the newest generation at work will

eventually be the majority of the workforce and is the only future generation of staff there is

(Willing, 2018). A survey published in the Harvard Business Review found employees of all

generations value meaningful work, yet “every generation perceived that the other generations

are only in it for the money, don’t work as hard and do not care about meaning” (University,

2017).

With the generations and the divide defined, the literature was able to highlight several

additional reasons the generations find themselves in conflict. In general, Boomers value job

security where as Gen X and Millennials value career security, leading to a difference of

opinions when it comes to employee retention. Millennials frequently changing jobs signals that

loyalty to one employer is not a high priority. This is in contrast to the Boomers’ view on

employers. Another areas that frequently appears is the difference between Millennials being

native and intuitive to technology where Boomers are only “tech fluent.” This leads to difficulty

in communication amongst the different generations. Boomers often times are quick to label

Gen Xs and Millennials as disrespectful for not respecting the “status quo” or traditions while at

the same time Millennials state Boomers are dismissive of their past experiences, do not respect

them in the work place, and do not want to hear about change or innovation at work. These

types of conflicts, rooted in generational and personal experiences, can create significant tension


at work (University, 2017). Older generations expect the “new kids” to adopt the work ethics

and values of previous generations despite they themselves rejecting the norms of the generation

that came before them. This cycle can be found to repeat itself from generation to generation

and must be managed (Berardinelli, 2014).

With a greater understand of how managing a multigenerational workforce may be difficult,

there is a lot in the literature that helps guide a leader through managing this type of workforce.

Key to this was having an open mind. Employers must recognize that changing expectations of

employees is not the same as lowering. New generations will need to be taught skills that they

may never have been exposed to. It is unacceptable to be upset with a person who does not

know how something works when they have never been taught how to do a certain task or

operate a certain machine (Rhodes, 2016). Mangers must be able to help employees identify the

areas they excel at and look at the workforce as a whole to identify the key set of skills each

employee may possess and be able to bring to the table (Knight, 2014). Furthermore, leaders

must study each employee on their own merit. Find out what each employee needs, values and

excels at and then work with them to be an important part of the team. Finally, managers must

also under the life paths each of their employees may be on. Younger employees tend to have

fewer obligations and are often looking for new opportunities and experiences. Once an

employee is in their 30s and 40s they usually have more commitments, including families and

property. Finally, those employees at the end of their career are probably more concerned with

retirement and planning the next stage of their life rather than seeking opportunities for training

(Knight, 2014). An employer must understand each of their employees’ wants and needs if they

hope to successfully manage them

There is plenty of advice given in the literature reviewed on best practices in terms of a

multigenerational work force. The entire situation should be looked at the same as any type of

diversity. Employers should recruit employees of all ages without regard to generations (SHRM,

2017). The first focus must be on the similarities of the group and their goals. Then, approach

the situation of applying consistent fair and respectful treatment of every employee. (Iden,

2016). Next, there must always be open lines of communication and leaders must give feedback

to employees, which they desire (University, 2017). Mentoring is a key way of opening these

lines of communication. This process gets parties of all generations talking and focused on the

job at hand. Mentoring will also build the teamwork that the upcoming generation of workers

also value. The mentoring process must start early and the manager must be proactive in

integrating the workforce together. Through creative engagement practices, the workforce can

be integrated together and potential problems avoided (Iden, 2016). In addition to traditional

mentoring, leaders may also consider the use of “Reverse Mentoring,” where new employees

help teach the seasoned staff a new skill or task. This is common in the IT field where new

graduates may be more familiar with a new program than senior workers. This also feeds the

Millennials desire to be accepted by the workplace, feel they make an impact and matter, and are

part of the team (SHRM, 2017). Finally, managers must move on from the traditional thinking


of a “top down” manager and adopt a leadership mentality of forging partnerships with their

employees. This is created by asking questions, having employees share opinions, and receptive

to all types of feedback (Knight, 2014).

From the literature, it is clear there are several items that will cause a millennial worker to move

on from an employer. These include not allowing flexibility in the work place as far as

scheduling, requiring excessive amounts of overtime, engaging them in work that does not

require a team dynamic, having few opportunities for advancement and the likelihood of minimal

wage growth over their career (University, 2017). In the fire service, the para-militaristic

leadership style and hierarchy are also likely to clash with millennial beliefs on equality. Finally,

all employers must not assume the new generation of workers shares the same knowledge of

procedures and policies as they do. These workers will leave if they are judged and held

accountable for information they have never been exposed to (Iden, 2016).

Methods of Research

Three methods of research were utilized to gather information for this research project. The first

involved an extensive literature review. The literature review consisted of researching thesis

papers, journals and trade publications on the topic of managing a multigenerational workforce.

Included in the literature review were both sources that focused on management in general and

articles that specifically related to the fire service. This portion of the research was important to

establish baseline definitions of generations, and previous research and information that is

known on the topic.

In addition to the literature review, a survey tool was utilized to survey the current workforce of

Northfield Village Fire Department. The survey was conducted through Survey Monkey and

delivered to all members of the department. The survey itself consisted of ten questions and

purpose was to gather information on the demographics, motivations, concerns and values of the

department’s staff.

The final research tool utilized was an interview with former a former human resources manager

from The Cleveland Clinic health system. I chose her to interview as she has worked for

numerous years managing employee of all ages and had considerable experience and knowledge

of the area I am researching. Questions with her were aimed at finding out what practices had

been successful and those that had not been successful at a large organization.

Findings / Data

The literature review formed the foundation of background knowledge to be used to analyze best

practices in managing a multigenerational workforce. It mentioned key ideas to implement and

pitfalls to avoid.


The results of the Survey Monkey survey distributed to the staff of NVFD provided significant

insight into the workforce. 17 members responded to the survey which represents about 40% of

the department.

The first question asked was “What is your age” and had 35.29% state 20-29, 47.06% reply 30-

38, 5.88% 39-44, 5.88% 45-54 and 5.88% 65 or older.

The second question asked “What generation do you identify as belonging to?” The results were

5.88% Baby Boomer, 29.41% Gen X, 41.18% Millennial, and 23.53% considered themselves

“Cuspers.”

“What do you like most about working at NVFD” was the next question asked. The most

popular answers were teamwork, the people they work with, flexible schedule, progressive

environment, ability for advancement and ability to serve the community.

Question 4 asked the opposite by asking “What do you like the Least.” These responses

included pay, drama, bad attitudes, bullying, complacency, facility issues, unpredictable hours,

and low call volume.

Question 5 asked “Which generation do you have the most difficulty working with?” They

responded 5.88% Traditionalists, 17.6% Boomers, 17.6% Gen X, 17.6% Millennials, 5.88%

Igen, and 35.3% no generational issues.

Question six asked “What challenges do you see new hires to the station encounter?” The most

frequent response involved inconsistent training followed by pushing boundaries, firehouse

etiquette, self motivation, commitment to community and station, fitting in / acceptance, and

varied expectations.

Question 7 asked “Why do you continue to work at NVFD?” with members responding that they

stay because they “love it there,” enjoy the job, it's close to home, the friendships they have,

career advancement, the investment made in the employee and sense of belonging.

Question 8 asked the employees to rate in order of importance 10 items and the results were: #1

Co-Workers, #2 Schedule flexibility, #3 Being part of a team, #4 pay, #5 Feeling values and

opinions matter, #6 supportive work environment, #7 fire dept. equipment, #8 feedback, #9

ability to adapt and change and #10 advancement opportunities

Question 9 asked “What advice would you give on how to help generations’ better get along?”

The firefighters responded by saying listen to others, understand others viewpoints, treat people

how you want to be treated, respect, accept change, work together, find common ground, be

positive, find strengths and weaknesses and communicate

The final question asked “Does NVFD do a good job “coaching” and mentoring firefighters /

How can we improve?” Firefighters mentioned overall stated we did well but we could improve


in the areas of better continuity in training, assigning dedicated mentors, assigning new hires a

mentor, implement field training officers, improve continuity of training and develop standard

competencies for all members. This concluded an overview of the information gathered in the

survey.

The final data tool utilized was an interview with Kathryn Gamber who is currently the Human

Resources Manager for the City of Richmond Heights. Previously, she worked for the Cleveland

Clinic for over 35 years as a Human Resources Generalist where her responsibilities included

recruitment, retention, employee relations and supervisor training. She spent the last 15 years of

her career involved with hiring of the Nursing Institute. She stated the clinic always strived to

have a diverse work force, which included employees of all generations. One of the greatest

conflicts she saw arise was senior nurses failing to accept new nurse graduates. Senior staff did

not want to mentor the new nurses or teach them the protocol which left them feeling left out of

the team. A common comment between senior staff and new nurses was “Im surprised you don’t

know that.” These situations were handled through what they called an Interaction Management

Training Program.” The core of this program was to give effective feedback to all members

involved and provided a two way means of communication for employees and supervisors to

report feedback on work environment, supervision and work-life balance. One of the most

effective programs Kathy mentioned was the H.E.A.R.T program. In essence it was Hear what

the person is saying, Empathy / show compassion, Respond by taking care of the problem, and

Thank them for bringing it to your attention. Communication was the key to any successful

program she stated. For the Cleveland Clinic, she stated most people there were attracted by the

pay and benefits and some the notoriety of work for such a large organization. I asked Kathy

why people left the Clinic, and she stated the three most common reasons were having a

supervisor who lacked leadership skills, inability to provide constructive feedback, and failing to

deal with a toxic work environment. Finally, I asked her what advice she had to give to a person

managing a multigenerational workforce. She stressed the importance of hiring individuals with

the right set of skills you are looking for and that they have the ability to work with others. She

stressed the importance of team building, paying attention to how others are treating other

employees and being quick to respond to inappropriate behavior. The last piece of advice she

left me was to know my employees, be patient and make sure they have everything they need to

be successful.

Discussion

The literature, survey and interviews results all had several findings that were consistent with

each other. There was a common theme that having a diverse work force is good for the

workplace. This allows a variety of thinking and ideas to come together which can make the

team stronger overall. The idea of team is also stressed in the research and that everyone should

focus on a common operating goal or mission. When problems arose amongst the generations,

failing to accept others beliefs, training, or ideas was often the root of the issue. Furthermore,

those that developed preconceived notions about a generation based off of stereotypes also


struggled to work well with other members of the work force. Firefighters noted they did not like

it when new members did not follow department traditions and Ms Gamber cited issues of nurses

scolding new nurses because they assumed the new employees would know some certain type of

information. Both these examples illustrate why traditions and routines need to be taught and

that employers and co-workers should never assume the skill sets of new co-workers. In Ms.

Gamber’s interview, she stressed the importance of finding people “who have the ability to work

with each other.” The research found many common themes on how to achieve this. A repeated

message found was to focus on the person and not the generation they come from. The largest

response received in the station survey when asked the question “Which generation do you

struggle to get along with” responded 35% stating “it's not generational, just people.” This

shows the work force is judging people less by their age and more by their actual actions. This is

also seen in the way NVFD members identified themselves with the generations. Based on the

defined generational ages in the literature review, 82.35% of the department are Millennials,

11.76% Gen Xs, and 5.88% Boomers. However, they identified themselves very differently.

23.53% identified themselves as “cuspers” and several Millenials identified themselves as Gen

Xs. The term "Millennial" appears to have taken on a negative connotation and members are

associating with other generations to avoid being stereotyped as a typical "Millennial." This

supports the notion that people’s backgrounds and beliefs form their behavior patterns more than

simply when they were born. Looking at these same numbers, with over 82% of the department

be classified as Millennials, it was interesting to examine what they valued in the workplace.

Several questions in the survey sought to seek what the department valued. Rated in order of

importance, members stated co-workers, schedule flexibility, being part of a team, pay, and

having their thoughts and feelings matter. These responses reflect the overall ideals of the

millennial generation and represent a shift in the norms of business that have already occurred at

NVFD. In the past money and benefits have always been the driving factor, that appears to have

changed. With numerous responses stressing the importance of co-workers, work schedule,

feelings of purpose, and job satisfaction, the modern workforce clearly cannot be influenced

simply by money and is looking for a job or career where they feel happy, are part of a team and

they “fit in.”

The message that all the research, literature and surveys had in common was the keys to

successfully managing a multigenerational workforce is to hire people who understand it is

important to put aside stereotypes and generalizations and focus on the actual people involved.

To do this, everyone must be open to listening and seek to understand their fellow coworker.

Even when we may disagree, it is beneficial to try and see others viewpoints so that you may

better understand the way they are acting. Everyone must realize change is inevitable and work

together to accept and adapt to the changing times. This will help keep both the employer and

the employees relevant to the rest of the workforce. Look for peoples strengths, identify their

weaknesses and work together to build up their weaknesses and play off each other's strengths.

This is how a high team is assembled. There is no master of all skills, we are all stronger

together. To do this we must communicate, ask questions and answer the questions we are asked


with legitimate answers. Finally, if nothing else, every person must respect one another.

Disagreements are just that, and should never become a personal battle against a person. Before

taking any action, each person should ask themselves the golden rule - "would I like to be treated

this way?" or how would it make me feel if someone answered my question the way I intend to."

Being nice goes a long way to helping everyone get along.

Conclusion

The generational shift at NVFD appears to be in an advanced stage with the majority of the

workforce being of the Millennial generation and supporting Millennial values; whether they

identify as Millenials or not. From the survey results, it appears the department is doing an

above average job of creating a work place that does not suffer from generational adversity and

is adapting to the values of the next generation of firefighters. Overall, firefighters reported that

they enjoyed the people they worked with, the flexibility the work schedule allowed them, that

their ideas were received openly and evaluated, felt they belonged and that there was a pride in

working as a team to provide emergency services to the Village of Northfield.

The results also found some areas where the department can continue to improve. Some

members did report that firefighter complacency was frustrating to them and others stated that

despite the welcoming environment, some members still appears to be "bullied" from time to

time. Firefighters also expressed several concerns relating to newly hired firefighters. While

bias did not appear to be due to generational issues, members reported that new hires received

inconsistent training depending on who trained them and others members did not seem to be

accepted if they did not understand firehouse traditions and etiquette. Other issues that were

mentions was the need for more competitive pay and mentions of facility upgrades that are

needed. Pay and facility improvements are fiscal and political manners that are not quickly

changed, but the treatment of co-workers as well as addressing their motivation is an areas fire

department officers can immediately take action and seek to improve.

NVFD must continue to the practices that have made the department become a welcoming and

generationally diverse workplace. Millennial and future generations expect this type of

workplace. They want to be accepted as a member of the team, have their ideas expressed, work

at a place they enjoy that gives them flexibility and the ability to work with people who are like

minded and they enjoy spending time with.

Next Steps

Based off of this research, it appears to be clear that NVFD needs to do additional research in

developing a mentoring program to help both incumbent firefighters and new hires navigate

issues as they arise at the fire station. Goals of a mentoring program should include teaching

firehouse traditions and etiquette and the reason various actions occur around the fire station.

Furthermore, the assignment of a mentor needs to help new members feel accepted by the


department and keep them motivated with their training. Finally, a mentorship program should

follow a standard set of training guidelines so all members receive consistent training. Luckily,

the department is navigating the waters of generational integration well, however through this

research on generations new areas were found that need to be addressed.

It appears that NVFD is ahead of the curve on many generational issues and understands

everyone needs to work together to achieve the mission of delivering quality emergency services

to the community. The goal for each firefighter should be to leave the department a little better

than what they found it and help the next generation prepare to take over the reins. As Ronald

Reagan stated " Each generation goes further than the generation preceding it because it stands

on the shoulders of that generation. You will have opportunities beyond anything we've ever

known."


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