Leading a multi-generational workforce

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We are now beginning to see clear effects of an increasingly multi-generational workforce where different lifestyles and formative experiences have created different attitudes - in turn driving different behaviours and expectations.

Having several generations working together will present new challenges. In particular, the balance between them is starting to shift. For example, as the 19 million UK Baby Boomers retire, there will only be 11 million Gen X-ers to replace them. Dubbed as "the most radical, self-confident, self obsessed of generations", companies will be looking to 8 million Generation Y-ers to fill the talent gap.

The implications of a multi-generation workforce

On the one hand, new work values could change the way we all work, and for the better. But the downside springs from generational differences that breed mistrust, misunderstanding and frustration - factors that disrupt and damage teamwork. Ultimately, productivity suffers.

Historically, co-worker misunderstandings could be more easily resolved, simply because people shared more ‘face time'. Teams often worked from the same location and regularly took their breaks together. Now, people commonly work from different locations and breaks are more fragmented.

The generations have similarities

But the generations have many common requirements from a job in spite of apparent differences. In surveys most people say they want more flexible work arrangements. Gen Y may be the most vociferous about flexibility, but if the work gets done effectively does it matter how and when?

Similarly, access to personal development opportunities is critical for all staff and not just Gen Y.

Coaching for example, manages unrealistic expectations and demonstrates care for people's development. Some companies are also ‘reverse mentoring' where Gen Y helps older people bridge the generation gap - or stop it forming in the first place.

The differences

Boomers once expected a ‘job for life' and planned for promotion accordingly. Gen-Yers, on the other hand, realise they need a portable skill set and do not usually plan a long stay in the same organisation.

Gen Y is technologically savvy, highly mobile and environmentally conscious. To a GenY-er, Boomers seem entrenched, technophobic and organisationally naive. To a Baby Boomer, Gen-Y-ers seem less satisfied, less loyal and more self-centred.

These different opinions have given rise to some common misconceptions:

Gen-Y is lazy: "No. I can work hard too. Reward my results not my effort."

Gen Y isn't dependable: "My parent's generation was loyal, but I remember the downsizing. Give me meaningful work with open and honest communication. Show me loyalty first."

Gen Y wants the top job - now: "Yes, why not? Explain to me what I need to do, help me understand what it'll take and give me the development opportunities I need."

Plan for effective working

How to get people working together effectively? Understanding the age profiles in your organisation is a good start point. What is your retirement and new hires expectation? As one shirlawsonline reader commented earlier - if you really want to know what your staff want, regardless of age, then have a conversation with them.

James Caan, from the BBC series Dragons' Den believes organisations must cut through bureaucracy and make room for an entrepreneurial culture that encourages new ideas and embraces change.

Younger generations are challenging older work values. For example, what constitutes a ‘good' employee and what expectations are reasonable. ‘Valuing diversity' often appears on an organisation's value set - now is the time to put it into action for real.

"Generation Y is comparably different to previous Generations. Their beliefs and behaviours are being driven by a different set of macro and micro socio-economic and philosophical contexts."

Christopher Lomas, Naked Generations

<u>http://www.nakedgenerations.com/blog</u>