As introduced in a previous HRTools.com Insight, it takes a flexible manager, and one who also has heightened awareness and knowledge, to effectively manage today’s diverse workforce.
It’s important, because those managers, who are aware of the generational differences, will better understand how certain tendencies affect employee motivation. For those who read the Tom Brokaw book, The Greatest Generation, readers learned about the so-called ‘matures’ generation. This generation came of age during the Great Depression and World War II. They tend to focus on meeting security needs; and they tend to be highly responsible and loyal to a company. The next-in-line generation, the ‘traditionalists,’ tend to place a high priority on quality, such as developing and producing high quality products and services.
And the baby boomers ‘invented’ the long work hours; you know what I mean—those 60-hour work weeks that many of us still see today. After that generation, we have Generation X, and they focus on productivity; they’re all for working smarter, not harder. And the latest generation, the Millennials, or Gen Y, are known as the contributors. They tend to view the overall end results for the quality and quantity of the work. So, it’s important for a manager to understand these generational tendencies in order to understand what triggers their motivations to perform.
Individuals from the ‘matures’ and the ‘traditionalists’ are usually involved in traditional church and community-organized environments. They’re the penny pinchers, and they invented recycling long before the word came into play. Baby boomers tend to be very competitive and they want success status. “What kind of status does this car or big house provide?”
Generation X tends to work toward a goal—they see things as a means to an end. “If I work very hard this year, then I’ll be able to take that trip to Europe.” And they will give you a solid eight hours of work, because that is what they’re getting paid for. Gen Y tends to want immediate gratification. “What is the immediate payoff for me today, right now?” And Gen Y may leave a job if things are not working out for them. Their attitude is one of “It’s all about me.”
So a manager has to serve as a liaison between all these generations in the workplace. Given these generational tendencies, then, I suggest today’s managers consider the following as they approach their responsibilities:
- First, recognize the differences. It’s important to respect their differences and walk the talk, as the other team members will be watching and taking their cues from the manager. I call that cross pollination. It helps to team up and mix up the generations, because the baby boomers have a wealth of experiences, and Gen X and Gen Y are so savvy with technology. When you put those two areas of expertise together, in the end, you have a win-win.
- Next, strive for flexibility. It often takes a great deal of flexibility to get these generations to cooperate and work with one another. As an example, employers are starting to take notice that oftentimes a flexible workplace is a more productive one. In fact, you will find that some employees will leave an inflexible employer, just as soon as they find another that is more open, for instance, to a flexible scheduling environment.
When a manager is more aware of these characteristics and tendencies, he or she is more likely to be successful at leading and managing their employees.