Blog Post: Managing a Multi-generational Workforce

For the first time in American his­tory, four distinct generations are working side-by-side in the work­place: Veterans (b. 1922-1945), Boomers (b. 1946-1964), Generation X (b. 1965-1980), and Generation Y (b. 1981-2000). As a result, decision-making roles are less defined by age or job tenure, and standard rules of practice are being rewritten on a daily basis.

Business owners concerned with maxi­mizing employee productivity, retention, and overall success—and that means all business owners—need to understand how each genera­tion’s varying values, ethics and expectations affect the workplace; make appropriate changes to address their different motivational needs; and develop effective communication tools to minimize conflict.

The two groups that make up the majority of today’s workforce are Boomers and Gen X’ers. The 76-million-strong generation of Boomers created a workplace of fierce competition, 60-hour work weeks, and a strong sense of loyalty to the company. They also enjoy a more socially-oriented environment, preferring in-person and telephone conversations to electronic correspon­dence.

On the other hand, Gen X’ers desire more balance between their work and personal life than their predecessors. They are more loyal to themselves than to any company, and are typically more comfortable using electronic com­munication over in-person or telephone.

Because these two groups have oppos­ing views on work ethic and communication preferences, there is much room for conflict and misunderstanding. For Gen X’ers manag­ing Boomers, it is important to acknowledge the Boomer’s expertise, experience and history with a company in all dealings; while Boomers would benefit from being less resentful and more embracing of a healthy work-life balance. If Boomers took more advantage of electronic correspondence, and Gen X’ers devoted more face-to-face time with their Boomer coworkers and employees, a majority of these problems would be avoided.

Veterans and Gen Y also comprise a strong portion of today’s employees. As Veterans are looking to finish their careers on a high note, they will stay loyal to the employer that values their experience, offers them job security, and appreciates their dedication. Veterans also prefer personalized communication and recogni­tion: an email thank you pales in comparison to a handwritten note.

The rising Gen Y workforce is most focused on personal fulfillment in all aspects of their lives—especially at the workplace. They are looking for open communication, positive reinforcement, appreciation for their input and professional development in the form of mentor­ship and growth potential. Since Veterans and Gen Y share similar communication and work-life balance values, it would be a good idea to have Veterans in the workplace become career men­tors to Gen Y.

Small business owners and managers should communicate with each of their employees on a one-on-one basis to identify their individual needs, goals and expectations. Understanding their employees at this level will help diffuse generational conflict and miscommunication. With a little more consideration of the impact of generational issues at the workplace, managers and coworkers alike will be better equipped to respect their differences, learn from each other, and ultimately bring about more harmony.

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