Workplaces today have up to 5 generations. While multigenerational workplaces aren’t novel, their diversity (e.g. racial, socio-economic, gender, international, etc.) has spotlighted the need to successfully navigate the multigenerational workforce. There may be few members of the Silent Generation in your ranks, but their influence as board members or strategic advisors remains. Boomers are retiring, but don’t expect them to clock out at 65. Many are working well into their seventh decade, others are unretiring. Millennials comprise the largest proportion of the workforce, but Gen Z will eclipse them in a few short years. To begin, here’s a quick run-down of today’s multigenerational workforce:
- Gen Z | 1997-2012 | Digital natives | Value security, boundaries, and mental health
- Millennials | 1981-1996 | YOLO | Value purpose-driven work, collaboration, a seat at the table
- Gen X | 1980-1965 | Latch-key kids | Independent | Value transparency, independence, efficiency
- Boomers | 1946-1964 | Competitive | Value stability, loyalty, and security
- Silent Generation |1928-1945 | Respect hierarchy | Value conformity, discipline, and working towards the same goal
Challenges managing a multigenerational workforce stem from how generational traits shape different responses to the same information or situations. Let’s examine three areas where multigenerational teams’ wires can get crossed and how to successfully navigate these multigenerational workforce issues:
Communication: This is probably the biggest area for breakdown and conflict in multigenerational workplaces, simply because communication and its nuances continue to evolve (especially with the addition of new tools). Everyone wants to be heard, but problems arise due to misaligned expectations around how, when, and what we communicate. This leads to interpersonal issues as well as system, operations, and process breakdowns. Expect differences in everyday language between generations. Silent generation and Boomer staff may communicate more formally (both written and verbally) than their Gen X, Millennial, and Gen Z counterparts. The informal tone can come off as lazy or disrespectful whereas the formal tone may seem impersonal or cold. Silent generation and Boomer staff likely prefer face-to-face communication whereas other generations may default to other modes (e.g. phone, email, instant messaging) to raise issues, solicit feedback, or ask a question. Some solutions: assume positive intent, ask for clarification, and set expectations around communications.
Belonging: Every person in the workplace wants to belong. Across generations 34% of respondents felt the greatest sense of belonging at work. However, how we create that sense of belonging at work may look different across generations. Older generations’ deference to authority and stability in the workplace (e.g. think life-long tenures at organizations and pensions) led many to put their heads down and do their work believing that “paying their dues” earned them the right to voice opinions and for their experience to be valued. By contrast, Millennials and Gen Z might raise their hands, ask for work, or pipe up with opinions because they feel they should have a seat at the table and everyone (including the most junior) has a right to be heard. Some solutions: solicit feedback (more than once a year) and through various channels to engage your entire workforce, leverage experienced staff to mentor younger staff, facilitate face-to-face connection (e.g. video calls and in-person activities) but also digital tools that can connect people from across the organization, or use an assessment to determine and fall back on shared values (like flexibility) among your multigenerational workforce.
Trust: Trust is a must. It allows people to buy into new strategies and keeps them optimistic when forced to approach work in a whole new way. Older generations like the “personal touch” whereas Gen X prefers a transparent and efficient explanation. Millennials like the dialogue, but Gen Z will fact check for accuracy. Some solutions: be transparent, provide credible and concise messaging, foster the ability to ask questions, and share what you know and what you don’t know.
People are our organizations. To better understand our people, we must successfully navigate the multigenerational workforce. That means including generational understanding into the picture to recognize how these differences emerge and impact multigenerational teams. However, generalizations should only be used as a first point of inquiry. Our workplaces are diverse and complex. We must remember every person is different and more than their generational stereotypes.
If you’re curious how managing multiple generations in the workplace impacts your organization, or are looking for someone to speak to your team about managing across generations, schedule a call with Molly Ahearn to learn more.