managing amultigenerational

team

The recent influx of multigenerational workplace studies is a result of current managers facing the struggle of uniting teams that contain four generations of employees. So when multiple generations coexist in your workforce, what is the right strategy to capitalize on employee strengths while still encouraging teamwork?

Each generation brings di�erent values, motivations, expectations, behaviors, communication and work styles. Before you can manage a workforce of varied ages, it is helpful to understand what each generation contributes to the team.

understanding generational di�erences

Baby Boomers believe hard work and sacrifice are the price to pay for success. They have a strong work ethic and don’t mind long hours at the o�ce. Dedication and loyalty are attributes of this peer group, so they tend to remain with the same company long term. Baby Boomers value collaboration and group decision making, but they are competitive. This group wants their achievements recognized, but does not need constant feedback. Job security is extremely important to Baby Boomers. Their preferred communication style is face-to-face or phone conversations (Hu�ngton Post 2017).

baby boomers 19461964

This generation strives for work/life balance; therefore flexibility in work schedule is ideal. Individuals in this peer group are independent, autonomous, and self-reliant workers that are adaptable to change. They possess strong technical skills, but want to continue to learn and develop skills. This generation is not intimidated by authority figures and will question them. They want to be seen as leaders. Communication style is primarily through email and text.

19651976generation x

This group of workers is highly educated, as well as highly confident. They want their work to matter in the world and truly want to make a di�erence in what they do – They also want credit for doing so. This peer group values feedback and “kudos” as a non-monetary reward. Millennials expect that their life revolves around work, but they value freedom and flexibility in work schedules. They are always connected to internet and are good at multi-tasking. Means of communication is informal through texting and Instant Messaging (IMs) through company chat or social networks (Hu�ngton Post 2017).

19771995generation y

Born and raised in a time of technology, Generation Z are truly digital natives. They are natural entrepreneurs with one in four interested in owning their own business, and many already having accomplished this prior to starting college. With this group, work/life balance is extremely important. Generation Z is looking for a career that o�ers flexible work, long term career growth, and a company that adds value to their lives. They would prefer mentorships and feedback for professional development over money (Wingard, 2018).

19962012generation z

“Each generation can learn something valuable from another.”

Having a multigenerational workforce can and should be an advantage for companies. Collaboration and sharing of individual perspectives on the same idea benefit all involved and create an engaging environment. “The wide range of ideas and knowledge from a broad group of people can actually serve the company well, and help employees excel in their work,” states Wes Gay in Why a Multigenerational Workforce Is a Competitive Advantage(Forbes.com, October 2017).

Each generation can learn something valuable from another. For example, Gen Y and Gen Z are tech savvy and can help Baby Boomers and Gen X navigate the ever changing and advancing world of technology in the workplace, while the older generations can teach their younger colleagues about business intuition and interpersonal relationships in the workplace, which take more time and experience to develop. (Forbes 2017)

benefits of a multigenerational workforce

There are issues that can arise if one does not take the correct approach to managing a multi-generational workforce. Since each generational group has di�ering work values, occasions of disparity can cause conflict. For instance, Boomers tend to see younger generations as lazy, unmotivated, and too dependent on technology. Younger generations see Boomers as unwilling to adapt to the ever changing world, as workaholics, and too trusting of authority. These negative stereotypes stem from di�ering life expectations and value systems. Generation X,Y, and Z yearn for a work life balance, they would rather work part time than make more money. In the end, the younger generations see spending more time for themselves and their family as valuable. Baby Boomers, on the other hand, want to work hard and earn money for themselves and their family. They see value in being able to support themselves and their family.

A one-size-fits-all managerial style can cause conflict in a multi-generational workforce because each generation requires a di�erent approach regarding feedback on job performance, skill development and training, and motivation through job perks and rewards. Each generation has their own management challenges and a savvy manager will learn that understanding the disparity of values is the key to creating a positive dynamic in their workplace, thus enhancing productivity.

that can arise in the workplaceproblems

for managing a diverse workforceManaging a multigenerational team doesn’t have to be hard. Tim Hird, Executive Director at Robert Half Management Resources says in his 2017 article How Do Generations Di�er, “Much of the consternation about generational workplace di�erences is frequently unnecessary handwringing.”

For managers, begin to dissolve workforce worries by demonstrating care and understanding for each of your employees. Here are some strategies for successfully managing a multigenerational workforce:

1sidestep

the stereotypingBe aware of the generational di�erences, but

stop talking about it. Work with individuals and don’t worry about their ages. Strive to make the

focus of your colleagues be working as a unified team. You read about the negative

stereotypes, but rather than believing in them, treat associates as individuals and look

at their strengths and flaws.

strategies

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concentrate onconnectionsInstead of harping on what divides a group, find and focus on what the group has in common. This will grow trust between generations and will help with strengthening work relationships. Get things rolling by having team outings or events.

mentorship momentsThere are a set of skills that are

associated with each generation. Rather than letting these di�erences divide your team, use them to build

each other’s skillset. Provide opportuni-ties for each sta� member to teach or

lead the group that highlights their forte.

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modify yourmanagerial methodsIt's OK to manage people di�erently based on their goals, abilities, and strengths as long as you stay within human resources parameters. Tailor your management for each person’s personality and aspirations.

manage conflictWhen there is a lack of understanding di�erent generational values, conflict can arise. Tensions

will flare up from time to time. Smoothing out these workplace tensions is challenging but

possible. Leaders simply need to understand how these strains play out and what steps to take to reduce the friction. Address it straight away keeping in mind the di�erent feedback

approaches for each individual involved.

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1. Robinson-Celeste J. How to manage a multigenerational workforce and not go totally insane. Hu�ngtonpost.com Web site. https://www.hu�ngtonpost.com/janice-celeste/how-to-man-age-4-generatio_b_8125158.html. Updated 2017.

2. Wingard J. Training generation Z. Forbes.com Web site. https://www.forbes.com/sites/jasonwingard/2018/11/21/train-ing-generation-z/#82da62bde071. Updated 2018.

3. How do generations of workers di�er? rh-us.mediaroom.com Web site. http://rh-us.mediaroom.com/2017-01-17-How-Do-Genera-tions-Of-Workers-Di�er. Updated 2017.

4. Gay W. Why a multigenerational workforce is A competitive advantage. Forbes.com Web site. https://www.-forbes.com/sites/wesgay/2017/10/20/multigeneration-workforce/. Updated 2017.

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