As workforces continue to diversify, bridging the divide between cultures within increasingly global teams, while also maximizing the benefits of a multi-generational workplace, has never been more critical. Whether you’re a small business looking to enhance your team, or large corporation trying to increase its talent pool, it’s important to know what each unique group can bring to the table—while keeping the lines of communication flowing.
Let’s start with different generations. Cam Marston, a leading expert on generational change and its impact on the workplace and marketplace, tells us that the key to creating a robust and motivated multi-generational team is “understanding workplace preferences that are unique to each generation and figuring out how to make each group happy and productive in the ways they work”. But where to begin? Here are a few key findings about each generation that could help companies tap their unique talents:
Baby Boomers (1946-1964) and Matures (Before 1946)
- Benefits. According to Marston, while some businesses are not taking advantage of the so-called “older generation’s” talents, many others are—and with good results. For example, according to a recent survey, the 50+ generation has a strong desire to pass the baton and help younger people succeed. In fact, 80 percent of those who are still in the workforce say they’re willing to be a mentor to younger people entering their fields, even if it means sacrificing their own free time. This is evident in additional research that finds the older generation tends to flock to education, health care, government and nonprofit organizations in encore careers—cementing the idea that their work tends to take on a deeper personal meaning and connects them to something larger than themselves.
- Challenges. While they’re passionate about mentoring, Marston says understanding communication differences between the younger and older generations is critical. “The younger people aren’t willing to listen and learn the way the 50+ expect them to,” says Marston. “The younger people are interested in a quick solution to a problem and a mentoring approaching is a process they deem too long. Another problem is that the 50+ want a certain attitude of deference out of the younger ones and, when they don’t find that, don’t bother to follow through with the mentoring.” If this challenge is met, however, Boomers and Matures tend to be low-maintenance, high-reward, loyal and reliable employees that bring great customer service skills and teaching capabilities to the table.
- Takeaways. Give them predictability in benefits, and opportunities to learn, to teach, and to feel valued. Also, when training older workers, “The more senior the more hands-on learning they need,” according to Marston.
Gen X (1965-1979)
- Benefits. For this group, research finds work-life balance is one of the most important aspects of a job, much more so when compared to their baby boomer peers. Training opportunities, tuition reimbursement and office perks also registered more strongly. Having a sense of pride in their work is important to Gen Xers, according to recent studies, as is good pay and bonuses, time off, financial stability and a good company culture. While they may claim that vacation time is an important benefit, it often goes unused by this dedicated group—with many citing work as the reason in a recent survey. They’re also passionate about their jobs, listing the ability to “make a difference” as being important in job satisfaction. In addition, executives in a recent poll named Gen Xers as being the “most invested” in their jobs, when compared to other generations.
- Challenges. If your work culture doesn’t fit them, Gen Xers can feel like they aren’t thriving, leading to an uninspired worker. Experts find they tend to work well alone, which can be a positive and a negative, and enjoy their freedom and autonomy. Many have an entrepreneurial spirit, and may leave to pursue that path if they’re unhappy.
- Takeaways. Give them an opportunity for involvement. In addition, Marston says that offering good “pay and responsibility, and flexible scheduling to allow for child-care issues” is also important.
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