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Multi-Generational Workforce
Emerson Richard
Rasmussen College
December 4,2021
Summary
The current workforce in the United States of America and globally contains a multi-generational individual because of the increasing average lifespan of human beings that has increased the preference that many people to work past their typical retirement ages. Currently, there are five generations in the workforce all that have diverse needs, work perspectives, and cultural expectations. The traditionalist generation also known as the silent generation is made up of those workers who were born between the ages of 1925 and 1946. These people display characteristics such as dedication and loyalty to the organization, they are practical, display strict adherence to rules and policies of the organization and have a strong respect for those in authority (Wolski, 2021). In addition, the silent generation is hard working and they believe that their job responsibility transcends personal leisure.
The baby boomer’s generation was born between 1946 and 1964. This generation currently occupy a majority of their top management and executive positions. As a result, the exert a strong influence of organizational culture in the organization. This generation values hard work which can be demonstrated by the relatively long hours spent working. They are focused, competitive and goal oriented. Also, the baby boomers are team players (Wolski, 2021).
Generation X was born between 1964 and 1981. One characteristic of this generation that sets it apart from the others is the capitalized focus on work-life balance (Wolski, 2021). These people prefer striking a balance between their job responsibilities and then work time. They are also skeptical of authority and in most cases do not respect job titles and Hierarchical statuses in the organization. Further, this generation also has been characterized win self-reliance that requires minimal supervision when undertaking individual projects. This generation is pragmatic on several fronts.
Generation Y also known as millennials consist of those employees born between 1982 and 1995. This generation is characterized by ambition, optimism, full commitment towards moral and ethical policies, and civic-mindedness. The last generation is also known as Generation Z that describes all employees born after 1995. This generation has been characterized by their tech savvy nature, entrepreneurial competence and their ability to adapt to different technologies.
Strategies for Communication, Motivation and Support
All members of this diverse workforce consisting of multi-generational employees requires that organizations develop effective strategies for communication, motivation and offering support to the employees to ensure an effective workforce. One strategy for communicating with a generationally diverse workforce is the application of multiple communication channels (Dill, 2018). Such multiple communication channels result from the fact that all these employees from different generations grew up in different periods that had diverse communication channels as the acceptable forms and the most technological appropriate ones in the workforce. As a result, it may be difficult for some of them to make use of current technologies in the communication of work relevant information. If not effectively managed, there may be communication breakdown.
Multiple communication channels ensures that communication has been tailored and customized towards meeting the generational needs of communication within the organization. For example, Generation Z is technological savvy and can adapt easily to using the Internet and software for collaboration from remote areas. However, the same technological means of communication would not be effective for the silent generation. Therefore, developing parallel means of communication for traditionalists and Generation Z might be a strategy that organizations need to consider to ensure that all important work information has been received by the diverse workforce.
Also, these generations are characterized by different psychological needs, and as such, different ways of motivating them to achieve job related tasks. Therefore, it is important to develop strategies for motivating employees that will ensure certain needs have been met that motivates them towards achieving organizational objectives (Jones, 2017). For example, the baby boomer generation has often been characterized as a generation that is in pursuit of personal gratification. Such people find themselves more self-loving. Therefore, to motivate this generation the organization needs to tap into their personal gratification and use into this need to effectively prompt them to maximize their work input. In contrast, generation X values work-life balance. A possible means of motivating them could be offering retreats that allows them to take time away with their family or friends. Other forms of motivation could include free gym membership. The differences in motivation strategy comes with the need that such generations have for self-fulfillment.
To support a generationally diverse workforce, the best strategy that the organization can employ is collecting feedback from members of the workforce. Feedback using effective channels of collecting them allows for the top management to understand and accommodate the various unique needs of its employees in the workforce (Boatman, n.d). Some of the needs like working styles, schedule and assessment are important in ensuring employee job satisfaction. Therefore, organizations need to develop strategies for collecting feedback from employees and providing feasible solutions to any challenges that they may be facing. This will ensure employees have been provided with a conducive environment where they can effectively work and achieve maximum output.
Preferred Communication Channels
As initially stated, the different generations in the workforce all came into the workplace when there are different levels of technological advancements, and therefore different methods of communication. These generations therefore understand and prefer different methods of communication that they feel is more appropriate for them. The traditionalist generation grew in a time when telegrams and fax mails were used as the main form of communication. Also, this generation preferred many means of written communication including letters sent through postal address, internal memos and other forms of written communication. This generation therefore prefers written communication provided in hard copies for instruction about any changes that the organization deems important, or other means of communication the organization needs to pass across.
The baby boomer generation was born mostly in a time when technological advancement and industrial revolution was picking up across the world. However, because of the high value placed on hard work, the baby boomer generation prefers face to face meetings or verbal means of communication to pass information. Generation X because of its preference for work-life balance are not interested in spending time undertaking regular face to face meetings. Instead, this generation prefers to complete job responsibilities as soon as possible so they can have more time for personal activities. Generation X prefers using emails. The millennial generation came into the workforce during a time when the Internet was undertaking rapid growth. The millennial generation prefers emails and other means of technological communication and has often been characterized as one of the generations that is overly dependent on the Internet. Generation Z just like the millennials prefer emails and other technological means of communication including video calls and phone calls to pass information about job related opportunities and instructions.
Keeping Employees Engaged
To keep all employees engaged despite of their different generational differences, it is important to develop a culture that supports intergenerational harmony. This kind of work culture is one which accommodates and understands the different needs and expectations that each generation has and respect them. Such a work culture ensures that all employees within the organization are accommodated and their different needs well taken care of therefore allowing them to put maximum effort in their job responsibilities. Also, clearly defined expectations within the organization for every employee and each responsibility is important towards ensuring employees have been kept engaged. It is also a means of ensuring miss communication has been eliminated.
Benefits of Multi-Generational Workforces
Companies have experienced numerous benefits because of a multi-generational workforce. First, a multi-generational workforce contains employees that have multiple perspectives. The different generations come with vast knowledge and abilities that they incorporate into the workforce and this helps to drive innovation. Also, the multiple perspectives are important in problem solving within the organization to come up with conclusive and feasible solutions to any challenges that the company may be facing (Boatman, n.d). Companies have also benefited from a multi-generational workforce because it provides learning and mentoring opportunities for employees of different generations learning from each other. Finally, there is knowledge transfer and retention within the organization that allows this organization to have competitive advantages against industry rivals.
Collaboration and Communication Challenges
One potential communication and collaboration challenge that the organization might face because of multigenerational employees is the differences in the preferred communication style. The different generations all have a preferred communication style ranging from emails, written communication, text messages, phone and video calls. Therefore, it is difficult to find a common means of communication that all these generations prefer. Also, there are negative stereotypes associated with different generations about others. For example, the elderly generations like traditionalists and baby boomers perceive the younger generations like millennials and Generation Z to be over sensitive and entitled. On the other hand, the younger generations normally perceive the older generations like baby boomers and traditionalists as afraid to embrace technology and often inflexible. Such negative stereotypes influence collaboration between these generations. It is important to understand the potential challenges to communication and collaboration to ensure that the organization has developed effective strategies to deal with these challenges. Understanding these challenges is important towards developing feasible solutions to mitigate them.
References
Boatman, A. (n.d) Understanding Today’s Multigenerational Workforce: Benefits, Challenges, and 9 Best Management Practices. AIHR. Retrieved from https://www.aihr.com/blog/multigenerational-workforce/
Dill, N. (2018). Risky Business: Reducing Patient Harm by Improving Communication for a Multigenerational Workforce. Retrieved from https://repository.usfca.edu/dnp/133/
Jones, L. M. (2017). Strategies for retaining a multigenerational workforce (Doctoral dissertation, Walden University). Retrieved from https://search.proquest.com/openview/c04416f0a69d98a398681fbe216c5934/1?pq-origsite=gscholar&cbl=18750
Wolski, C. (2021) Generational Diversity & Workplace Conflict. Chron. Retrieved from https://smallbusiness.chron.com/generational-diversity-workplace-conflict-2830.html
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