Everyone is part of some group, whether it is family, community, neighborhood, city, state, country, etc. Most likely, the largest group that any of us belong to is being part of a generation. One dictionary entry for the word "generation" says that it is the average span of time between the birth of parents and that of their offspring.
Today’s workplace can include four generations. Generally categorized according to a span of time in birth years, the four generations are usually known by the following:
Traditionalists (born 1900-1945)
- Baby Boomers (born 1946-1964)
- Generation Xs (born 1965-1977)
- Generation Ys or Millennials (born 1978-1999)
Historically we know that every generation is equally important and makes lasting contributions. By gaining knowledge and working to understand general traits and/or characteristics of each generation, business leaders and managers can strengthen relationships and better manage the workforce. As a result, businesses can definitely gain a competitive advantage.
Open your arms and embrace the advantages.
In my work, I encourage leaders and managers to be more willing to ‘open their arms’ and include all generations, particularly Generation Y. Businesses that do a better job of this will not only gain competitive advantages in the recruiting race for talent, but also in the business-development race for attracting and retaining long-term clients. When business leaders and managers are more sensitive to the attitudes of another generation—for example, Generation Y—that attitude also carries over to employees and clients or customers who also happen to be a part of that generation.
So it’s simply in everyone’s best interest to be "generationally aware," and this approach applies to each generation. For anyone tasked with managing employees, everyone is better served by being aware of the various generational characteristics, as it helps develop and sustain that direct rapport.
A one-size-fits-all approach doesn’t work in managing four generations.
These viewpoints are also supported by research and, especially from a diversity-standpoint, using a "one-size-fits-all" kind of approach is not helpful. It’s important that managers learn to adjust and accommodate when supervising and managing generational employees. And since we are dealing with people, effective managers should take into account and try a variety of management approaches. This level of managerial effectiveness requires sensitivity to the likely differences in expectations and values that each generation holds. As a result, business leaders and managers will be rewarded with increased opportunities for maintaining positive work relationships.
For example, many members of Generation Y are used to accessing online information and media, 24 hours a day. Accustomed to searching and sharing relevant information in ‘real time,’ this group tends to assimilate lessons-learned into their game plans. Consequently, many Gen Y employees can become frustrated while functioning in a "monthly-only-meeting" format often found in more traditional organizations. They naturally want and expect information immediately or when it happens, so to speak. A manager from another generation, such as Generation X or baby boomer, might find their questions or pressing for more timely information as overly demanding. As a result, the Gen Y employees become even more frustrated because they are simply trying to understand. As a way to bridge the gap and show an understanding of their needs, a proactive manager might e-mail updates covering critical information in between the regularly scheduled monthly meetings. By adapting to the needs of their younger workforce, managers can, in turn, be rewarded by a more engaged workforce.
As a final note: As mentioned, every generation is equally important. In addition to these generational diversity considerations, employers must take care and caution so that employees are treated fairly, especially in areas where federal- and state-discrimination laws apply. Be sure and check with an HR specialist or employment attorney if you have any questions or concerns in this area.
Additional Resources:
The Center for Creative Leadership as a nonprofit provider of executive education focuses on leadership education and research. Its faculty and staff include subject matter experts and researchers specializing in generational diversity. The Center has also published a book, written by Jennifer Deal, Ph.D., relevant to this topic:
Retiring the Generation Gap: How Employees Young and Old Can Find Common Ground
Another book, written by William C. Byham, Ph.D. and published by Development Dimensions International (DDI), is titled:
70: The New 50SM Retirement ManagementSM: Retaining the Energy and Expertise of Experienced Employees.
In my next Insight, I will review some of the common mistakes made by employers when they are charged with leading and managing generational diversity.