MANAGING THE MULTIGENERATIONAL WORKFORCE · Managing multigenerational workforces is an art in...

MANAGINGTHE MULTIGENERATIONAL

WORKFORCE

According to the Harvard Business Review, this decade brings with it

the first time in history that



5 DIFFERENT GENERATIONS WOULD START WORKING TOGETHER, SIDE-BY-SIDE.



5 DIFFERENT GENERATIONS WOULD START WORKING TOGETHER, SIDE-BY-SIDE.

The Traditionalists Baby boomers Gen X The Millenials Gen 2020

HERE ARE A FEW TIPS TO

NAVIGATE THIS COMPLEX LEADERSHIP CHALLENGE

THE TRADITIONALISTS(Born before 1946)

WHO ARE THEY?


WHO ARE THEY?

• Grew up in tough economic times, followed by prosperity


WHO ARE THEY?


• Value authority, tradition, and contributing to the common good


WHO ARE THEY?


• Value authority, tradition, and contributing to the common good

• Loyal employees with strong work ethic

THE TRADITIONALISTS

• Show respect for their point of view

when managing change or ambiguity

DO’S:

THE TRADITIONALISTS



• Offer subtle, personal recognition

for a job well-done

DO’S:

THE TRADITIONALISTS




for a job well-done

• Lean on their experience

and facilitate opportunities

for mentorship

DO’S:

THE TRADITIONALISTS




for a job well-done



for mentorship

DO’S: DON’TS:

THE TRADITIONALISTS




for a job well-done



for mentorship

• Show a lack of respect for the

“chain of command” or hierarchy

in your organisation

DO’S: DON’TS:

THE TRADITIONALISTS




for a job well-done



for mentorship




• Leave room for ambiguity when

communicating what needs to

be done

DO’S: DON’TS:

THE TRADITIONALISTS




for a job well-done



for mentorship




• Leave room for ambiguity when

communicating what needs to

be done

• Fail to establish the procedures and

processes that help create a stable

consistent working environment

DO’S: DON’TS:

It’s important to be aware of generational tension among colleagues. It’s your job to help your employees recognise that they each have distinct sets of skills and different things they

bring to the table.

– JEANNE C. MEISTER: COAUTHOR, THE 2020 WORKPLACE.

BABY BOOMERS(Born between 1946 and 1964)

WHO ARE THEY?


WHO ARE THEY?

• Highest divorce rate in history


WHO ARE THEY?


• Value equal rights, teamwork,

and personal growth


WHO ARE THEY?


• Value equal rights, teamwork,

and personal growth

• Highly driven and most likely to

work overtime

• Communicate the bigger picture to

show them why their work matters

DO’S:

BABY BOOMERS



• Offer them opportunities to take

the lead on high-value projects with

diverse teams

DO’S:

BABY BOOMERS





diverse teams

• Offer them tangible, visual

recognition in the form of awards

or certificates

DO’S:

BABY BOOMERS





diverse teams



or certificates

DO’S: DON’TS:

BABY BOOMERS





diverse teams



or certificates

• Be closed off to their attempt to

challenge the status quo

DO’S: DON’TS:

BABY BOOMERS





diverse teams



or certificates



• Make them feel like there’s no room for

growth - whether it be a promotion or

taking on more responsibility

DO’S: DON’TS:

BABY BOOMERS





diverse teams



or certificates



• Make them feel like there’s no room for

growth - whether it be a promotion or

taking on more responsibility

• Forget to earn their buy-in to the bigger

picture, as well as your company’s vision,

mission, and broader strategy

DO’S: DON’TS:

BABY BOOMERS

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.

– HARVARD BUSINESS SCHOOL

GEN X(Born between 1965 and 1976)

WHO ARE THEY?


WHO ARE THEY?

• First generation not likely to be as

financially secure as their parents were


WHO ARE THEY?



• Value independence, work-life

balance and education


WHO ARE THEY?



• Value independence, work-life

balance and education

• Entrepreneurial spirits who believe in

working smarter, not harder

• Give them time to pursue outside

interests and be more than their job

description

DO’S:

GEN X



description

• Create a casual work environment,

or schedule bi-weekly inspiration

sessions

DO’S:

GEN X



description



sessions

• Reward them with time off or allow

them to work remotely every now

and then

DO’S:

GEN X



description



sessions



and then

DO’S: DON’TS:

GEN X



description



sessions



and then

• Enforce a rigid work schedule

or routine

DO’S: DON’TS:

GEN X



description



sessions



and then


or routine

• Fail to address signs of disengagement

early on - they will leave if not

stimulated

DO’S: DON’TS:

GEN X



description



sessions



and then


or routine

• Fail to address signs of disengagement

early on - they will leave if not

stimulated

• Micromanage or over-supervise

DO’S: DON’TS:

GEN X

Millennials are driving a fundamental change in the way we think about corporate culture and what we see as the potential for impact in the

social sector by both companies and employees.

– JEAN CASE

6

THE MILLENNIALS(Born between 1977 and 1997)

WHO ARE THEY?

6


WHO ARE THEY?

• Grew up in the digital age, typically as children of divorce

6


WHO ARE THEY?


• Value idealism, fun, and competition

6


WHO ARE THEY?


• Value idealism, fun, and competition

• Tenacious and ambitious but not necessarily focused workers

THE MILLENNIALS

• Surround them with bright, creative

future-oriented thinkers

DO’S:

THE MILLENNIALS



• Provide them with opportunities to

work on varied projects that develop

transferable skills

DO’S:

THE MILLENNIALS





transferable skills

• Reward them with time off and the

opportunity to work flexi-time

DO’S:

THE MILLENNIALS





transferable skills



DO’S: DON’TS:

THE MILLENNIALS





transferable skills



• Remind them of any form of

hierarchy or inflexibility in team

structure

DO’S: DON’TS:

THE MILLENNIALS





transferable skills





structure

• Starve them of opportunities to

study part-time, or get involved in

corporate social initiatives

DO’S: DON’TS:

THE MILLENNIALS





transferable skills





structure

• Starve them of opportunities to

study part-time, or get involved in

corporate social initiatives

• Be hesitant to let them take the lead

on projects in teams sooner, rather

than later

DO’S: DON’TS:

GEN 2020(Born after 1997)

WHO ARE THEY?


WHO ARE THEY?

• Entire lives have been spent online,

they’re more socially aware than all

generations before them


WHO ARE THEY?




• Value peer-to-peer recommendations,

collaboration, and making a

meaningful impact on the world


WHO ARE THEY?




• Value peer-to-peer recommendations,

collaboration, and making a

meaningful impact on the world

• Likely to make cautious and considered

career decisions, with low levels of

organisational loyalty

DID YOU KNOW? Generation 2020 are also called “Generation C”.

• always connected


• always connected • always communicating



• content-centric



• content-centric • computerised



• content-centric • computerised • community-oriented



• content-centric • computerised • community-oriented

• always clicking

BY 2020, GENERATION C WILL MAKE UP 40% OF THE POPULATION IN THE U.S., EUROPE, AND OTHER BRIC

COUNTRIES, AND 10% IN THE REST OF THE WORLD.

GEN 2020

• Bring them in on solving complex,

meaningful problems

DO’S:

GEN 2020


meaningful problems

• Tread carefully in conflict

situations: they’re unlikely to

enjoy confrontation

DO’S:

GEN 2020


meaningful problems



enjoy confrontation

• Reward by giving them opportunities

to make their voice heard, and

providing them with the tools they

need to turn their ideas into action

DO’S:

GEN 2020


meaningful problems



enjoy confrontation





DO’S: DON’TS:

GEN 2020


meaningful problems



enjoy confrontation





• Expect them to make decisions as

quickly as generations before them

DO’S: DON’TS:

GEN 2020


meaningful problems



enjoy confrontation







• Badmouth your company or

colleagues around them - they will

convey their feelings to their peers

DO’S: DON’TS:

GEN 2020


meaningful problems



enjoy confrontation







• Badmouth your company or

colleagues around them - they will

convey their feelings to their peers

• Engage them in more than 20%

menial work - these employees will

need to be cognitively stimulated 80%

of the time

DO’S: DON’TS:

THE TOP 4

THINGS TO REMEMBER WHEN MANAGING THE MULTIGENERATIONAL

WORKFORCE:

THE TOP 4

THINGS TO REMEMBER WHEN MANAGING THE MULTIGENERATIONAL

WORKFORCE:

Understand their

differences and use

their strengths to

your advantage

Adapt training and

development to

different styles of

learning

Tap into their

knowledge

and expertise

Focus on

collaboration

New talent needs to respect and assimilate, while established talent needs to adjust and remain flexible. Companies should challenge their employees to rise above generational

differences, think outside their comfort zone and tackle problems together.

– RICH MILGRAM, CEO OF CAREER NETWORK BEYOND.COM

ARE YOU READY TO LEAD A

MULTIGENERATIONAL WORKFORCE?

ARE YOU READY TO LEAD A

MULTIGENERATIONAL WORKFORCE?

TO LEAD, YOU NEED TO LEARN.

BROWSE OUR SHORT COURSE PORTFOLIO TO LEARN MORE.

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MANAGING THE MULTIGENERATIONAL WORKFORCE · Managing multigenerational workforces is an art in...

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