Let’s harness the skills of all three generations
WHEN you look around today’s modern workplace, it is highly likely you will see team members from at least three generations working side-byside.
With a broad range of experience, insights and attitudes, this can be a powerful force for any organisation — but only if these differences are recognised and embraced throughout the organisation.
Firstly, what are the generations and what makes them unique?
Baby-boomers are those born between 1946 and 1964. With increases to the government pension age, losses in retirement savings and higher costs of living, baby-boomers are remaining in the workforce for longer than previous generations.
Many are transitioning to semi-retirement with parttime work, often after moving to their chosen retirement location. Baby-boomers typically bring a strong work ethic, enjoy teamwork and face-toface or phone communication.
Generation X are those born between 1965 and 1980. This generation typically places high value on money, is independent, desires challenging work assignments, but also seeks work-life balance. Generation X has come of age along with technology and they embrace it, preferring to communicate by email or other online methods.
Generation Y and Millennials are those born after 1980. Many in this group have not known a world without the internet. As such, technology is second-nature and as a group they are the most educated generation. This group typically values flexibility in their work assignments, are happy to move around to learn different skills and they expect a digitally-driven, modern workplace.
Given these differing values and work styles, organisations must be creative and flexible in the way that they approach recruitment, role design, work practices and leadership. An employer’s appeal in a competitive market place will depend on the ability to meet the varying needs of their employees. One size does not fit all. Further, a culture of tolerance and respect for the unique attributes that each generation brings needs to underpin the fabric of organisation.
So, what strategies could employers use to ensure that generational diversity works in their favour? Flexible remuneration packaging allows employers to tailor benefits to attract and retain employees across the spectrum. Learning sessions can help to create awareness of the history, preferences and behavioural drivers of each generation. Workplace communication should use a range of different channels to ensure that everyone’s preferences are met.
Over time, we will see older generations exit and new generations enter the workforce.
One thing is for certain, a multi-generational workforce is here to stay so there is no time like the present to build flexible practices.