Nowadays, walking into the workplace, you are likely to come across a range of different generations depending on the industry. Vast and rapid advancements in technology as well as delayed retirement ages have resulted in up to 5 generations being present in the workplace. [2] This changes workplace dynamics up quite a bit; presenting challenges for management when running teams with these differences.
Let’s
start with defining these generations and the tendencies they are likely to
lean towards.
Now,
keep in mind, these are generalizations based on studies and cannot be applied
to everyone in these generations- we are all still individuals here!
[3]
Managing
a team with such different individual experiences, skills, and preferences can
be quite a headache when you are trying to consider everyone’s specific needs.
The best way to approach this is to look at it as a HUGE advantage. Managing all comes down to how you harness
this positive force of diversity in your workplace.
Here are a few suggestions:
1- Embrace the value each generation brings to the table.
If your
target consumer market includes all these different generations on some level, then
you have your target market’s opinions right at your fingertips. When your
company is releasing a new product, launching a new campaign, or looking to
attract a new audience, you can utilize your employees as they may be in your
targeted audience.
Diversity breeds innovation. When
you need help with product and process improvements, you should consider
arranging your teams to include combinations of each generation and encourage
them to collaborate and share ideas. If a group of people of the same experiences,
generation, race, etc. come together to think of new ideas, they may come up
with some great ones. However, true innovation will come when people from different
backgrounds can come together, share their experiences, brainstorm, and expand
on one another’s ideas.
2- Acknowledge Strengths
Too
many times we make jokes about “those darn millennials” or how older
generations may struggle with “the cloud.” While these jokes may be funny to
some, they are only going to downplay the strengths each these groups.
For
example, older generations may struggle to keep up with technology, but they
can rely on their new generation counterparts to help them out whenever they
need to figure out where their document got lost in the cloud rather than just
struggling. Encourage each
generation to use their strengths to help/prevent their counterparts from
struggling within the office. On the other side of
this, sometimes technology does fail us, and a system may be down temporarily.
This is when the generations who did everything manually can step in and help
the technology-reliant generations with how to continue being productive until
the system is restored. [2]
Encourage
teamwork and discourage generation-based stereotypical jokes. We all know the
stereotypes of each generation; we’ve heard probably all of the jokes, now
let’s play on each other’s strengths and avoid the underlying animosity these
jokes may generate. [3]
3- Do Not Assume or Generalize.
Just
because I gave a basic outline of generational habits and preferences, it does
not mean your employees within these generations will fit into those little
boxes. [3] Nor should you place
them into those boxes. Even as I was compiling the information for that chart,
I found myself saying “wait, that’s not me, I’m not like that.” Likewise, you
should not do that to your employees.
Rather,
give them a chance to tell you how they like to interact, be motivated, etc. During
an interview for my previous company, I had to complete a Culture Index (essentially a workplace
personality test). [1] The
results determined if I had the tendencies for the job (introvert/extrovert,
logical /emotional based, etc.). This test was also used to see if I would be
compatible to work with the team they already had in place. Finally, the
company would recommend having your results posted in your workspace (they also
had it online available on their online portal), so others could understand how
you work and process.
This
helped deter a lot of office drama because people would learn “Susan” was not
“stand-offish” when she lacked eye contact or spoke little- she was just
introverted and preferred to communicate via email.
Giving
your employees this assessment can also give them a chance to show how they
like to be communicated with, how they tend to think, and why they interact a
certain way. This is extremely valuable
not only for you, but for their fellow employees. Keep in mind, this will also
help you from generalizing your employees into these generational stereotypes and
help you to manage them better in the long run!
4- Upgrade your workplace communication practices.
Communication
is going to be a major part of building a cohesive team and needs to be a
priority within management. Though the
blog post, 5
Ways to Revamp Communication in Your Workplace, is not specifically about
managing different generations it has some great tips on improving
communication, building company culture, opening communication channels, and
educating your team.
5- Build a mutual mentorship program.
Mentorships
can be extremely valuable, but have you ever heard of a mutual mentorship? This
is where you bring together two very differently experienced people, maybe of
two different generations, to work together and learn from one another.
They learn an understanding of each
other’s thought processes, share skills, and experiences, etc. [3]
This can be a very mutually beneficial program that
builds team morale throughout the company as well.
6- Survey. Survey. Survey.
Offer
your employees a chance to be heard anonymously. Some generations are more
passive, some people are shyer, and some employees fear speaking up because of
consequences. Offer your employees a chance to make suggestions for a better
workplace anonomously. With up to five different generations in one space, you
need to offer different avenues of communication; surveying your employees is a
great start. [2]
This
survey can be multiple-choice, Likert scale, short answer, or a combination
depending on how in-depth you want your feedback to be. Just like everyone has
a different style they learn best in (visual, audible, hands-on), people
communicate differently so these varying avenues are important.
7- Be a scientist!
No, I’m
not talking Frankenstein-style… Leave your employees intact, please.
Experiment
with your management techniques by making micro-changes. This means making
small adjustments, sometimes large ones, as you learn about your team and their
needs. If round-table collaboration is difficult with people talking over
one-another, tweak it into smaller teams, or have a method where only one
person communicates at a time. The best way to optimally manage your team is to
be open to trial and change.
Study
your employees and what works best for them and continue to adjust until you
find the perfect practices.[3]
Honestly, you may never find the PERFECT workplace practices, so adjustments
may always be made. Make change an active part of your management style and do
not give it the stigma of being a bad thing!
In
conclusion, consider your employee and
their experience. This consideration will bring more value to your management
techniques as you can play to their strengths and create an optimal workplace
for each generation to thrive. Embrace the strengths of each generation by
getting to know your employees without generalizing them based on stereotypes.
Innovation is formulated in diversity so create spaces for collaboration
between differing generations.
Thanks
so much for reading! Feel free to comment anything you may have to add or ask!
Be sure to subscribe for email updates on when REVEX posts a new blog!
Dani
Barry
Marketing
Manager
REVEX
____________________________________________________________________________-
[1] “Culture Index Inc.”
Culture Index, www.cindexinc.com/.
[2] Frey, Emma.
“Managing Five Generations in the Workplace.” BSCAI, Building Service
Contractors Association International, 31 Oct. 2017,
www.bscai.org/Contractor-Connections-Hub/BSCAI-News/managing-five-generations-in-the-workplace.
[3] Knight, Rebecca.
“Managing People from 5 Generations.” Harvard Business Review, Harvard
Business Publishing, 12 Aug. 2015,
hbr.org/2014/09/managing-people-from-5-generations.
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