September/October 2007

Developing Employees
Managing employees who can span
over four decades in age

It’s no secret that an increasingly faster and more competitive global environment is stretching managers. Many are faced with the additional challenge of managing staffs that are comprised of individuals from different generations and varying levels of experience. Each generation brings their own expectations and perspectives of how their jobs should be done and the company that they work for. The once traditional management approach of “one size fits all” is no longer sufficient.

Managers will find that directing this mix of perspectives is challenging. The best method is to match the strengths of cross-generational employees to each other so that they can complement rather than be in conflict with one another. This reduces friction and maximizes overall productivity. Some helpful approaches managers can follow when dealing with different generations include:

Traditional Employees

Traditional employees are in their mid-60s. These are longtime employees who possess extensive knowledge and experience. However, they are also more rigid and less flexible than other employees. Managers should approach these individuals with deference and a sense of formality due to their experience and years on the job. Direct challenges to their authority should be avoided.

Baby Boomers

Baby boomers born between 1946 and 1964 make up the majority of the workforce. Many are expected to remain in the workforce into their late 60s, although a great deal are scheduled to retire within the next decade. They are steadfast and possess a great deal of knowledge and expertise that is valuable to companies. They typically know the company processes and how to use them and also know what obstacles to avoid.

Many baby boomers are increasingly supervised by or work with Generation X’ers. This can cause increased friction for a variety of reasons such as the age and experience gap.

Managers need to assure baby boomers that their knowledge and loyalty are valued. They should recognize and praise baby boomers about their experience, corporate savvy, and willingness to put in the long hours and go the extra mile.

When it comes to training, baby boomers are accustomed to learning in a classroom setting with an instructor. They are resistant to web based and distance learning technologies that are more cost-effective to implement. However, companies can utilize this tendency to tap into and capture their knowledge and expertise before they retire.

Gen X’ers

Generation X’ers, were born between 1965 and 1977. These employees expect flexibility, display less loyalty and are more focused upon their personal needs than baby boomers and traditional employees. Managers should tap into the technological creativity of these young workers and frequently praise them for their contributions.

When it comes to training, Gen X’ers prefer web-based training that they can do on their own. This allows companies additional opportunities to cheaply provide more training opportunities. However, the lack of personal interface in training can develop inaccurate perspectives and biases.

Gen Y’ers

Gen Y or “millennial” employees are the current generation entering the workforce. They bring excitement and exuberance that must be properly harnessed. Many are technologically savvy and take these skills into the workplace. They tend to have many “out of the box” ideas and an appreciation for the force of change. Unfortunately, this creates a sense of urgency to bring change about in the workplace that can cause conflict and friction with other generations of workers.

Gen Y’ers are also known as the “praise generation” as they have been showered with compliments throughout their lives and expect to be praised for everything they do. As a result, many bring unrealistic expectations to the job that can cause problems in a fast-paced environment.

When it comes to training, Gen Y’ers prefer to network and work with others on blogs and in groups. In addition, new forms of simulation and game-based training appeal to them. However, many need training in interpersonal skills.

The key to dealing with all generations is to listen and clearly and consistently communicate. The manner in which managers communicate may need to be tailored to each generation. Yet, if successful, an organization will experience reduced conflicts and increased bottom-line benefits.