The key to managing a multi-generational workforce

Look around any workplace and chances are you’ll see a recent university graduate working alongside their 60-something colleague.

Today, as more people choose to work past the traditional age of retirement, many employers are faced with the challenge of managing a workforce that spans four generations.

Traditionalists (those born before 1945)
Baby Boomers (1946-1964)
Generation X (1965-1980)
Generation Y/Millennials (1982-2000)

Then there are the teenagers – known as Generation Z or the iGeneration – who are just entering the job market.

Each generation brings distinct values, work habits, and communication styles into the workplace – differences that can lead to misunderstandings and negative stereotypes.

Andrew Bartley of Platinum Leadership says it’s a mistake to judge individuals based on their age.

Generalizing about people is a barrier to real dialogue and understanding.

As a leadership coach and Western Continuing Studies instructor, Bartley says examining the forces that shaped each generation is the key to bridging the workplace divide.

Understanding values, work habits, and communication styles

Born before World War II, Traditionalists remain a significant population in many organizations. They generally fill senior leadership or mentorship roles. This generation often places a high value on following the rules and self-discipline, Bartley says. “They have a strong work ethic, are self-sacrificing, and tend to be very family-focused.”

Baby Boomers place a greater value on individuality and material success. Many have risen through the ranks to management positions. “They focus on vision, mission and strategy,” says Bartley. “They are all about consensus, inclusion, and personalization.”

Baby Boomers began their careers in the era of the typed memo and although they have embraced new technologies, many still value formal presentations and face-to-face communication. “A friendly rapport is important to them,” Bartley says. “They will want to set up a meeting.”

Gen Xers came of age during uncertain economic times and recognize that jobs are no longer for life. They understand the importance of continuous learning, and place a high value on flexible work arrangements as well as time spent with family and friends.

“Gen Xers grew up in a global world. They are tech immigrants but were the early adopters of the internet. They are very tech savvy,” Bartley comments. “They prefer a more informal communication style and tend to be blunt and factual. Emailing, instant messages, and virtual meetings are very much part of their everyday work life.”

As the first generation who grew up as tech natives, Millennials have always had the world at their fingertips.

“They are highly connected to their virtual networks as well as their tangible networks,” Bartley explains. Younger Millennials often come with a tribe. “Social networking and their online presence is very important to them.”

While older colleagues might take offence when a Millennial looks something up on their iPhone during a meeting, it’s natural for this generation to research and double-check information online, he notes.

Despite the differences, Bartley says the generations can work together effectively if their organization cultivates a culture of empathy and mutual respect.

“Millennials grew up in a world that was very different from the world of the Traditionalists. But the fundamental developmental experiences that human beings go through – physically, intellectually, emotionally, socially and morally – are the same,” he notes.

“The job of a leader is to build relationships,” he continues. “And our fundamental similarities provide the building blocks that can help move an organization towards its goals.”