Multigenerational Workforce free essay sample

Abstract Managing a 21st century labor force is becoming more complex as the marketplace becomes increasingly global. It is vital that organizations understand the challenges and benefits of effectively managing a diverse workforce in order to maintain a competitive advantage. While diversity in the workplace can take many forms (race, gender, religion, etc. ) this paper specifically examines generational diversity. This is the first time in history where there are four generations employed in the workforce. As such, it is imperative that managers â€Å"recognize what motivates each generation to develop effective communication tools to minimize conflict, progressive HR and work-life strategies to attract and retain key talent, and management practices to enhance productivity† (Boston College Center for Work and Family). This primary focus of this research paper is to examine each generation’s values, preferences, and provides managers with ways to minimize generational conflict. When managers obtain generational competence, organizations are able to maximize their human capital by increasing employee knowledge and experience. We will write a custom essay sample on Multigenerational Workforce or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page This new type of competence will provide organizations with a competitive advantage in the 21st century marketplace and beyond. Diversity as a concept in today’s business world focuses on a broader set of qualities than race and gender. Knowing how to effectively manage diversity in the workplace is one of the greatest challenges for 21st century managers. In the context of the workplace, valuing diversity means creating a workplace that respects and includes differences, recognizing the unique contributions that individuals with many types of differences can make, and creating a work environment that maximizes the potential of all employees. Historically speaking, this is the first time four generations of employees are active within the workforce: Traditionalists, Baby Boomers, Generation X, and Generation Y. â€Å"The plummeting economy is sending many workers back to the job market as layoffs and cutbacks abound; the massive losses of retirement savings are driving older workers back into the workforce in record numbers† (Lieber, 2010). Additionally, due to advances in healthcare, life expectancy has increased allowing workers to remain in the workforce well after retirement age. These are only three reasons for the four generations working together. While most research on the multigenerational workforce focuses on the differences between the generations, little has been documented regarding their similar values: family, respect, and trustworthy leaders (Boston College). When managing multiple generations, it is important to remember that managers must not use a â€Å"one size fits all† approach. If the generations in the workforce are managed effectively, â€Å"they create opportunities for collaboration and synergy among the different generations of workers, giving the organization a competitive edge† (Lee Hecht Harrison). Multigenerational Workforce It is an essential skill set for 21st century managers to understand what makes each generation unique, their expectations, values, attitudes, as well as the strengths and weakness each generation person brings to the organization. â€Å"These four generations of workers are now competing for and/or holding positions in the work-place, and may have to work with each other for as many as 10 more years (Cekada, 2012). With the right tools it is possible for the generations to work cohesively and give the organization a competitive advantage. Most generational conflicts arise due to a lack of understanding which is why examining the defining moments which helped to shape each generation within society will help to build the foundational knowledge for managing each group of generational employees. In order to fully understand how each generation might interact as an organizational whole, a clear understanding of what shaped each of the four generational groups individually is a critical starting point for any organization. Traditionalists. The Traditionalists are those workers who were born before 1946 and make up approximately 8% of the United States workforce. World War II, the Great Depression, Korean War, and the emergence of labor unions helped to shape their world growing up. They are extremely loyal to the companies that they work for and have a wealth of knowledge and work experience. Traditionalists have respect for their superiors and believe that their loyalty to their organization should be the basis for an employee’s climb up the corporate ladder. They feel most comfortable working for a traditional hierarchical business structure. TraditionalistsNeeds, approaches expectations. Traditionalists need respect and thrive on structure. They believe in working hard now and receiving gratification/rewards later. As previously mentioned they respect authority; are very task oriented; and have a strong work ethic. They prefer to have formal relationships with those positioned above them and expect their supervisors to tell them what to do. Traditionalists can be resistant to change, because they tend to believe that the current process works effectively. These individuals will put the needs of the company before what may be best for themselves as an individual. Traditionalists are more receptive to face-to-face interaction with co-workers as well as supervisors. Because they are the oldest employee generational group they tend to be resistant to wholesale change. However, many are still eager to continue learning about new technologies that are incorporated into the workplace. Managers must not neglect these workers from leadership and development trainings. Managing Traditionalists Currently the United States has over 1 million workers who are over the age of 75. These workers have a wealth of knowledge that if a company fails to transfer that knowledge to younger employees, that knowledge will be lost when Traditionalists retire. When managing Traditionalist employees, supervisors must respect the knowledge and experience these worker bring to the workplace. Larry and Meagan Johnson identified several ways that managers can effectively work with Traditionalists. They are: 1. Find interesting ways to get older workers engaged and to contribute their considerable experience, knowledge, and perspective 2. Show Traditionalists that you are willing to work hard to earn the loyalty of your elders 3. Be smart about and sensitive to what motivates older workers to perform, produce, and excel 4. Be creative and figure out ways to tailor one’s management approach to the very distinct working styles and preferences of older workers Traditionalists are the least technologically savvy generational group and as a result, may not feel comfortable using Internet, e-mail, web conferencing, and other social media tolls that are second nature to other generational groups. While they may not be as up to date with the recent innovations in technology, many are willing to learn how to use the new tools in the workplace. If management overlooks this age bracket because they think Traditionalists are too set in their ways. This can negatively impact productivity in the workplace, including fundamental training issues such as knowledge transfer. It is important for management to remember that Traditionalists must remain engaged with their work. These employees can â€Å"disengage if they believe the organization, management, or coworkers do not respect the value of a lifetime’s worth of experience† (Lieber, 2010). Baby Boomers Those born between 1946 and 1964 make up the Baby Boomer generation. These employees experienced the Vietnam War, the civil rights movement, and man’s first steps on the moon. This is also the first time that large numbers of women entered the workforce. Baby Boomers comprise 41% of the workforce and just recently reached the start of the â€Å"typical† retirement age on 1/1/11. While they are beginning to reach an appropriate retirement age, many have no intent on retiring in the near future. This group is known for challenging rules and place high value on personal satisfaction, obtaining high achievements and enjoys receiving recognition for their accomplishments. Baby BoomersNeeds, approaches, and expectations. Due to numerical dominance of this generational group, it is important for managers to retain these employees for as long as possible. Like Traditionalists, they have a vast wealth of work knowledge and experience that will need to be passed down to Generation X and Millennials. Baby boomers demonstrate a more independent work style than the other generational groups. Due to significant characteristic, managers must find a way to let them take ownership of assignments. This generation struggles the most with finding balance between their work and personal lives. Because this generation comprises the largest section of the workforce, retaining these workers and their knowledge is vital to management in developing and effective efficient succession-leadership plan. To facilitate the transition away from the Baby Boomer generation, it is important for managers to be aware that these workers will most likely remain in the workforce well past the normal retirement age. Managing Baby Boomers Baby Boomers enjoy being recognized for their achievements and often times do not enjoy sharing praise. While these employees have a more independent working style than their predecessors, â€Å"boomers promote collaborative efforts and prefer business decisions to be made by consensus† (Lieber, 2010). Much like Traditionalists, Boomers enjoy having loyalty to their company. It is important that these members are incorporated into mentoring programs to assist with knowledge transfer. When training this generation managers need to draw on employees past experiences, include case studies and facilitate discussion sessions. Generation X Generation X-ers (1965-1980) are considered to be the best educated of the four generations and make up 30% of working United States employees. They live to work, rather than work to live. â€Å"The emphasis of Generation X is more on close friends and virtual families than no material success or traditional associations† ( ). In addition, this generation marked the advent of the dual-income family. As such, Generation Xers elect to accept change rather than challenge rules like the Baby Boomer generation did. Generation X grew up with Operation Desert Storm, the fall of the Berlin Wall, AIDS, and the start of the video game era. Needs, approaches, and expectations. This generation expects managers to utilize direct communication where expectations are clearly stated and to take the time to â€Å"explain how successfully completing the task at hand can serve them† (Beekman, 2011). Managing Generation X. Generation Y (1981-1994) The youngest employees in the workforce, Generation Y otherwise known as Millennia’s, were born from 1981-1994. These employees comprise 21% of the workforce and this number is increasing rapidly as Traditionalists and Baby Boomers retire. It is also interesting to note, â€Å"the number of young people in the United States without jobs has exploded to 53. 4 percent – a post-World War II high† (Lieber, 2010). This generation likes to create rules for themselves and find it hard to separate their professional lives from their personal lives. September 11, the digital age, Enron, and web-based social networking all shaped the world for these employees. Generation YNeeds, approaches, and expectations. Unlike the preceding three generations, members of Generation Y are extremely devoted to their careers and have little loyalty to the actual company or organization. These employees look for meaningful work that will have a positive impact on the world and are always looking for a way to leave their mark. Generation Y has never known a world without technology and consequently they are able to adapt to the changes, especially in technology, that occur rapidly in today’s world with ease. They also have a much different view of workplace norms than their counterparts as they do not like to have their work environment limited by cubicles, corner offices, and walls. These employees expect employer’s to implement flexible working schedules to accommodate their busy lifestyles. Generation Y learns best by doing, rather than in the classroom as they tend to be visual learners. Immediacy is a high priority for this generation. It is important for older managers to not take offence if an employee prefers to correspond via e-mail or text as it may be the fastest way for communication and getting the task at hand done. Managing Generation Y. This new type of generation always needs to be engaged and challenged. Additionally, â€Å"they want their managers to relate to them and value their contributions† (Kyles, 2005). They require flexible work schedules so that they are able to have a good work-life balance as they do not allow their careers to consume them. They will need to have a connection with their organization and their purpose within the company must be well known. To assist with this, managers can explain to employees the importance of their job responsibilities and how they impact the company and the world around them. Because this group is digital natives, it is important that company policy regarding cell phone and computer use during work hours is clearly explained. This will allow them to be most productive during their work hours. Managing the Generations Customizing one’s managerial style to the specific needs and expectations from the four generations is a challenge in and of itself. One additional key area where conflict may arise between the generations in the workplace is the use of technology. Technology (Tracey Cekada) The advances in technology that the world has experienced in the past few decades have drastically changed the way the world does business. What previously took hours, days, weeks, or even months to complete can now be done in a fraction of the time. While the two younger generations have grown up with and are comfortable using technology, the Baby Boomers and Traditionalists may need some additional time to get acclimated to the advances in technology that have occurred in the past few decades. Managers must be mindful that effectively utilizing technology may not come as easy to older employees; they challenge should not be generalized t suggest that Traditionalists are incompetent. Rather, managers need to find a balance between having the older generations work with new tools so they feel comfortable by effectively training these employees irrespective of their chronological age. Knowledge Management In the upcoming two decades, Traditionalists will be removed completely from the workforce and with them a vast amount of knowledge and work experience. According Roxanne Stevens, â€Å"42% of corporate knowledge resides in the brains of the workforce, [and as a result], companies are directly and severely affected by the knowledge loss of their departing senior executives† (Stevens, 2010). It order to minimize the loss of knowledge, organizations should implement a mentoring program as well as having a well thought out succession plan in place. A mentoring program is one of the most effective ways to help bridge the generational gap in the workplace. This type of knowledge management will help Traditionalists feel valued and respected while they are mentoring a younger generation employee. Additionally, because Traditionalists and Baby Boomers have been in the workforce the longest they have been able to develop extensive business relationships. Generation Yers can also impart some of their technical knowledge onto some of the less familiar employees. â€Å"Generation Y employees should modestly offer their expertise and remain open to opportunities to glean knowledge from experienced colleagues in other areas† (McDonald, 2008). The relationships between different internal departments and external organizations can continue to be productive long after the Traditionalists and Baby Boomers have retired if these relationships are natured through succession planning and focused mentorship programs. Mentorships can go both ways Looking ahead, organizations must have a strategic workforce plan (SWP) in place. If an organization waits until their older workers have exited the workforce to begin looking for replacements, it will be too late and the success of the organization will be at risk. One way to ensure the company does not fall victim to this trap is to develop a very specific leadership-succession plan. This type of planning can take years to develop to ensure that the goal of hiring or promoting the most qualified replacement is met and exceeded in all key leadership positions. During the process, it is important that â€Å"HR practitioners need to ensure their companies engage in a process where experienced workers review the current procedures, policies, guidelines, and customer data and determine which are still valid and which need updating† (Jenkins, 2008). Knowledge transfer should be one of the top priorities of the leader who is planning to exit. Workforce Accommodations As a manager, it is important for companies to reasonably create choices within the workplace. Some reasonable accommodation choices can include: telecommuting, education, and flexible schedules. It is important that employees are provided with flexible options, when appropriate, for how their work-life will operate, while ensuring overall organizational productivity. This focused approach will foster higher quality of work-life satisfaction, and as a result, help with retaining quality employees throughout the organizational environment. Offering employees the option of telecommuting greatly helps the younger generations (X Y) balance their work and home lives. As more women enter the workforce, this can allow women to remain active in the workforce if they decide to take time of to have children, or take care of elderly parents as an example. Telecommuting is another great way for companies to continue to retain Traditionalists knowledge in the event that they are unable to physically make it to a worksite. Telecommunication can be cost effective for companies, as well as being environmentally friendly. Traditionalists and Baby Boomers may not be as eager as the other generations are to use this technological advancement as it minimizes actual human interaction. With a little training and development and an understanding for the benefits of using telecommunication in the workplace, depending on the job this is a very effective way to manage the generational gap. Ensuring that your organization has quality training for all employees is another way to reduce the possibility of generational conflicts. Training on diversity in the workplace is one way for employees to achieve an appreciation and respect for one another’s differences. The mentoring program mentioned earlier is one way that younger employees can learn business practices from the experience of their older mentor. All employees need to be included in trainings that are pertinent to their job position such as business process updates, policy changes, and new software implementation. Additional training, which is beneficial to employees, is leadership and formal educational training. By taking the time to invest in employees education organizations are investing in their future. Flexible schedules are another option for effectively managing multiple generations. â€Å"Flexibility is the key to continuing success when dealing with different generations existing, leaving and entering the workplace over time (Macon, 2009). Furthermore, by offering flexible schedule plans to employees, this can increase younger generations’ quality of work life and assist with providing work/home life balance. For the older generations, they should still be offered the opportunity to take advantage of having a non-traditional schedule even if they respectfully decline. More and more organizations are moving away from the traditional 9-5-business day. Managers are beginning to see that as long as employees are able to get their job assignments and responsibilities accomplished in less time, then there is no need to require them to be at the office longer than necessary. Providing flexible scheduling to older employees shows that you respect the time that they have invested in the company and are willing to work with them if they choose to increase their pursuit of personal interests. Regardless of the generation or combinations of generations that managers oversee, they must remember to keep all employees engaged in their work. Understanding the value that each employee can add to the success of the company should be maximized. Being able to listen and understand the different wants, needs and expectations of your workforce will play a large role in effectively managing the generation gap within any organization. By being able to tailor one’s management style to fit generational preferences, this will ensure the success of your human capital strategy which is essential to overall business success. Lastly, managers must remember that the â€Å"key stage in the diversity program will be measuring its results and effectiveness. That part of the process will help us examine our accomplishments with an eye toward improving our efforts† (Scott Jr. , 2007). If this final aspect is neglected, organizations are unable to see how successful or unsuccessful their programs were and are unable to make appropriate adjustments.