We are embarking on an exciting, yet challenging time in our organizations; for the first time in history, five generations will be working side-by-side. Leaders must consider the differences as well as the similarities in order to effectively create and execute a successful strategy in the multigenerational workplace.
Each of the five has its own general traits and characteristics. Core values, work ethic, communication style, and feedback needs tend to be similar within a generation; however, these can vary greatly between the cohorts. Despite the differences, there are important similarities across the generations, including the expectation of job satisfaction, feeling valued, and having their needs met, whatever those needs may be.
Three approaches to consider:
Gather Segmented Input
When creating a vision and plan, whether it’s for three months or three years, it’s beneficial to gather input from those who will be responsible for its execution. This will pay dividends when asking those individuals and teams to act on the plan.
Consider segmenting the data you are gathering along generational lines and analyze at both the macro and micro level. On the macro level you may find that all groups identify increased training as important; however differences in the details might be detected for each generation. For instance, Baby Boomers may want classroom training while Millennials want to use videos to increase their skills. Everyone will want a work environment that maximizes their productivity, but expectations about how to achieve that will likely be different; one group may find open concept offices distracting, while another believes it encourages collaboration.
Strategy in the Multigenerational Workplace
Multigenerational teams in which members trust, support, respect, and guide each other, can assist in creating and executing strategic initiatives. They can play a part in the planning process. Also, they can assist in gathering or disseminating information to their generational peer groups. People from different generations bring important perspectives to the organization. However, preference should not be given to one generation over another.
Ensure the teams accurately reflect the generational diversity of the workplace.
Squash Negative Stereotypes
“They” are not productive in the workplace – we’ve all heard it before. Avoid perpetuating negative stereotypes and focus on the positives instead. Accept the differences of the multigenerational workforce. Strive to create and execute strategies. Consider the unique motivations, technical abilities, leadership expectations, learning styles, work ethic, communication styles, and core values of each generation.
In the end, it’s important to create a strategy that inspires everyone, which means first understanding all the generations. Pay attention to the unique benefits each brings to the workplace. Think about the specific needs that must be met to maximize performance. Regardless of the generation, listening to, understanding, and respecting everyone is always a great strategy for workplace success.
Our Aspiring Leaders microlearning program includes concepts and activities to raise awareness in a multigenerational environment. Contact us to learn more.