Managing Intergenerational Conflict in the Workplace

Susan Haywood, MA, CHRP

Human Resource Blueprints Ltdshaywood@hrblueprints.ca

(613) 867-2554

What is this all about?First time ever that we have 4 different

generations in our workforce working together side-by-side Traditionalists, Boomers, Xers, and Millennials (Y’s)

Each of these generations were impacted by various events that shape who they are and how they work

We need to understand what motivates the various generations and how to work together

Workplace ConflictsConflicts frequently have generational

issues as their cause“He is not committed to his job”“He has a poor work ethic”“He does not follow direction”“I can’t believe the way he/she dresses”“What do you mean I can’t work from home

on Friday’s”

The Challenge

"Managing multigenerational workforces is an art in itself. Young workers want to make a quick impact, the middle generation needs to believe in the mission, and older employees don't like ambivalence. Your move."

Harvard Business School "Working Knowledge“ newsletter, April 2006: "Can you manage different generations?"

Generational Snapshot of Workforce

A New Generation Gap

“The term Generation Gap was used mostly to describe conflicts between parents and children. Today, the “Gap” has more of a presence in the workplace, where employees from different generations are finding it difficult to work side by side because their experiences, goals and expectations are different”.

GOVEXEC.com

What Shaped You?

National EventsMusicTechnologyValuesRelationshipsParental ExpectationsOther?

Characteristics TraditionalistsBorn 1925-1945

Baby BoomersBorn 1946-1964

Generation XBorn 1965-1977

MillennialsBorn 1978 or after

Age Span 65 to 86 years old 46 to 64 years old 33 to 45 years old 32 or younger

Traits ConservativeBelieve in DisciplineRespect for authorityLoyalPatriotic

IdealisticBreak the rulesTime stressedPolitically correct

PragmaticSelf-sufficientSkepticalFlexibleMedia/Info/Tech savvyEntrepreneurial

ConfidentWell-educatedSelf-sufficientTolerantTeam buildersSocially/politically conscious

Defining Events Great depressionWorld War IIKorean War

Vietnam WarWoodstockWatergate

Missing childrenLatch Key KidsComputers in school

School shootingsTerrorismCorporate scandals

To Them Work Is If you want a roof and food….

Exciting adventure Difficult challenge To make a difference

Work Ethic Loyal/dedicated Driven Balanced Eager but anxious

Employment Goals Retirement Second career Work/life balance Unrealistic

Education A dream Birthright Way to get to an end A given

Communication Face to face Telephone Email IM/Text messaging

Time at Work is defined

Punch clock Visibility Why does it matter if I get it done today?

Is it 5 PM? I have a life.

Most need in the workplace

Continued involvement past 65

Recognition! More information Praise and fun; or is that fun and praise?

Traditionalists GenerationMajority (95%) of them have retired

Possess intellectual capital and institutional knowledge

Have strong work values and ethic

See themselves as vigorous, contributing members of the workforce

Silent stoicism (not much feedback given or expected)

Managing the Traditionalists GenerationOffer opportunities for them to mentor

Offer opportunities to continue working

Allow them to volunteer if they do not want to continue working

Show them that you value their expertise and contributions

Baby BoomersThe “Me” generation

More hours equals better performance; now regret

They are the managers that are running our organizations today

Career oriented

“Love the good life”

Love job performance feedback

Managing the Baby BoomersHelp them explore their next set of

workplace options, and demonstrate how your organization can continue to use their talents.

Walk the talk on work-life balance by redesigning their jobs to accommodate multiple life demands.

Encourage them to enrich their present job and grow in place if they need to slow their career pace.

Generation X The next generation of leaders

The most well educated generation

Goal-oriented

Free Agents vs. Company Loyalist

Thrive on independence

Want to be challenged

Led dot.com boom

Managing the Generation XTalk to them about their reputation, not

just job tasks; they want your candid perspective and feedback

Acknowledge their ability to work independently and encourage them to leverage their entrepreneurial abilities.

Help them get the most out of every job position by discussing what the job can do for them and what they can learn from it.

MillenniumsValue independence but need supervision

Look for new challenges

Challenge the status quo

We’re all in this together

Want the opportunity to make an impact

Fear boredom more than anything else

Managing the MillenniumsDemonstrate the stability and long-term

value of your organization, and also show how your organization is flexible and filled with learning opportunities for them.

Provide work schedules that help them build careers and families at the same time.

Make groups and teams part of their job.

Summary of Work CharacteristicsTraditionalists Boomers Xers Millennials

PracticalAlways at work

OptimisticWant recognitionSense of entitlement

SkepticalConfidence and independence

Hopeful and optimisticUnwillingness to commit

Patient, loyal and hardworkingDifficulty with change

Teamwork and cooperationDo not accept changeObjective sense of right and wrong

Self-reliant and techno literateAdaptable to changeImmediate gratification

Meaningful WorkMoral mindsetSocial activismSubjective view of reality

Respectful of authority AmbitiousPhysical health

Risk-takingWant recognition

Value diversity and changeGlobally connected

Rule followersRewards laterPrefer Structure

Workaholic –”Thank God Its’ Monday”

Balance work and life

Technology savvyImmediate responsibility

Generational FactoidsOnly 14% of survey respondents choose

Generation X as the generation most comfortable managing and this included Xers themselves

One-third indicated that they were often offended by someone from another generation at work

45% of Xers come from families that have experienced divorce

BridgeWorks' 2001 Generations Survey

Generational FactoidsWhen asked who they are most loyal to

at work, Xers put co-workers first, their boss or project next, and the organization last

40% of Xers said having a mentor directly influenced their decision to stay at their current job.

Millenniums ranked “personal safety” as their #1 workplace issue.

BridgeWorks' 2001 Generations Survey

Generational Factoids29% of the Traditionalists agreed that a person should build their career with one employer, compared to 14% for Boomers and 11% of Xers

When asked “Which generation is the best at finding work-life balance?”, all generations picked Generation X

Millenniums indicated that flexible workplace and opportunity for promotion was more important than salary

BridgeWorks' 2001 Generations Survey

The differences exist so....

DEAL WITH THEM!

3 strategies to manage by:

1) Communication

2) Delegation

3) The Gift of Feedback

CommunicationWhat do your employees want from a work

environment?Forget exit surveys; why do people stay?What do you want from your work

environment?

Talk about people’s differences amongst your team

Develop an action plan specific to your team

Talk about conflict – do not let it fester

DelegationBoomers want teamwork, Xer’s want

independence, Y’s want more responsibility

Delegation can be the answer to everyone’s needs

Prepare Xer’s for the next role, challenge Y’s, give Boomers some much needed balance

Requires accountability and feedback

P.S. Forget how long it took you to reach the point where things were delegated to you…those days are gone!!

The Gift of FeedbackKeys to providing effective feedback:

Immediate feedback – to recognize good performance, and address performance issues as they arise

Positive and constructive feedback – direct, non-judgmental, ethical and based on values governing the policy

Specific feedback – the feedback should pinpoint targeted strengths and areas for improvement

Give feedback OFTEN – keeps employee on course, prevents work from going “off the rails” for long periods of time, and reduces the stigma of giving feedback.

Keys to providing effective feedback:

Spend time with your employees to discuss the work and see how they are doing

Explain how the employee’s work contributes to the big picture

Delegate based on employee workload and capabilities

Show your commitment to their objectives by providing needed support and direction.

DON’T FORGET TO GIVE POSITIVE FEEDBACK

STAR Model for Giving FeedbackS Situation - describe the SITUATION where the

behaviour occured

T Task – describe the TASK the employee performed

A Action – describe the ACTION the employee chose in this situation

R Result - describe the outcome that occurred as a RESULT of the action

If it is constructive feedback add an additional AR:

A Alternative Action- suggest an ALTERNATIVE ACTION the employee could have chosen in this situation

R Aleternative Result - describe the likely outcome that would have occurred as an ALETERNATE RESULT of the alternate action

Questions?

Thank You!