Arlene S. Hirsch* says managing a multigenerational workforce poses a unique organisational challenge for managers and HR professionals.
When Brian Formato began working as an HR manager for Golden Books, the editorial staffers of the now-defunct children’s publisher were mostly in their late fifties or early sixties and had been with the company for 25 years or longer.
After the company was purchased, it added more than 200 new jobs in one year, with most new hires being recent university graduates.
The new generation brought fresh ideas but were also far more focused on immediate gratification than long-term success, Formato said.
As a result, many veteran employees took early retirement because they couldn’t watch the company they had devoted their careers to change so drastically.
“What was left was a group of high-energy amateurs that lacked the industry knowledge, as well as the discipline, to negotiate attractive deals with the writers,” Formato said.
Revenues soon fell.
“After more than 50 years in business, the company was forced into bankruptcy.”
While this may sound like a typical clash between Millennials and Baby Boomers, it’s noteworthy that this happened before Millennials were in the workforce and when most Boomers were in their forties.
However, it does highlight the perennial clash that occurs — in every generation — between newcomers with fresh perspectives and more-experienced elders.
There are at least four generations now in the workplace: Baby Boomers, Generation X, Millennials and Generation Z.
Managing a multigenerational workforce with so many different perspectives, experiences, values and goals poses a unique organisational challenge for managers and HR professionals.
However, “generational differences” aren’t always the real issue.
Research scientist Jennifer C. Deal said employers invest millions of dollars in training and development because of their beliefs about generational differences, even though the evidence doesn’t support those beliefs.
Deal believes that life stage and position are better predictors of behaviour than the generation a person was born into.
“Most intergenerational conflicts are fundamentally about power or clout,” she said.
“A young person who wants more clout wants to be noticed.”
“They have new ideas that aren’t being listened to.”
“An older person wants their experience to be recognised and appreciated.”
“Everyone wants to be heard and respected.”
Establishing norms for working together
Author Haydn Shaw still finds value in traditional generational research, as long as it does not lead to stereotyping.
“Statistical generalisations are an aid to conversation, not a substitute for it,” said Shaw.
To stimulate productive conversations, Shaw has identified numerous “sticking points” where generational differences tend to emerge, particularly around the use of technology, communication, feedback, time management, work/life balance and organisational structure.
Managers need to start conversations at those points so they can better understand the situation.
Preferences around the use of technology is another potential sticking point.
While preferences matter, experts say the needs and goals of the team as a whole should take priority over any individual preference.
Shaw has developed a five-part process to help resolve these differences:
- Acknowledge. Talk about generational differences. “You can’t solve a problem if you don’t acknowledge it exists.”
- Appreciate. Focus on the “why”, not the “what”, and common needs. “The ‘what’ divides us. The ‘why’ is a uniter.”
- Flex. Agree on how to accommodate different approaches.
- Leverage. Maximise the strengths of each generation.
- Resolve. Determine which option will yield the best results if flexing isn’t enough.
Dismantling stereotypes
“Stereotyping is a symptom of discrimination,” Formato said.
“It’s important to treat people equally but not necessarily the same.”
Managers and leaders need self-awareness to make sure their own biases are not skewing how work is distributed.
In an Addison Group study of workers from multiple generations, 90 per cent reported satisfaction with the diversity of age ranges in their workplace.
However, the study also found that 35 per cent feel their organisation’s culture and processes favour one generation over others.
Forty-five per cent of respondents feel their employers are biased toward Millennials.
Rather than prefer one generation over another, organisations need to develop and recognise the unique value of each individual, as well as the synergy that can be created between people with different experiences and perspectives.
Formato says leaders can help team members build positive relationships by encouraging them to get to know each other better.
Volunteer programs often promote this kind of camaraderie, as do team-building exercises.
Uniting around a common purpose
When team members rally around a common vision, purpose or goal, there is often a greater sense of unity.
When Formato first began working with a small software-as-a-service company, the CEO and senior leadership wanted him to help the team become more closely aligned.
One of his first efforts to do so was to ask the team: “What does this company do better, special or different?”
The answers were not well-aligned.
After diving deeper into their successes, they discovered that while the software solution was important, what they were really selling was their knowledge and ability to manage relationships.
“They build trust with their clients and are truly focused on customer success,” Formato said.
Although each member of the team has personal strengths, weaknesses and preferences, what unites them all is striving toward a common purpose and set of goals.
“It’s up to the leader to make sure they are leveraging their strengths and working together as a team,” Formato said.
* Arlene S. Hirsch is a career counsellor and author.
This article first appeared at www.shrm.org.