4 minute read
How to Accommodate Generational Differences for a Stronger Team
How to accommodate generational differences for a Stronger TEAM
Unless your business contains some sort of superpower of unknown origin, chances are that you are, or at least have been, facing challenges in integrating multiple generations. Put more simply, with the growing numbers of millennials entering the workforce, and with Gen Z soon to follow, the level of complexity and difficulty in aligning individuals and teams around organizational goals is a challenge.
Advertisement
Earlier this year, I spoke at the AMC annual conference on the subject of Engaging Multiple Generations in the Workforce. The talk was put together after speaking with a half dozen members of the organization to understand the most significant challenges they face in today’s everchanging economy. Manufacturers from across Canada, and even within the United States, all shared stories and examples of how they struggle to attract, retain, and even more importantly, develop a cohesive team among their employees.
Studies have shown that the distinctions between generations continue to increase, specifically in the areas of interests and engagement. A simple example might be to look at why each generation seeks a job in the first place, and how they define loyalty to that employer.
Let’s take a look at a couple of examples.
Baby boomers, born between the years of 1946 and 1964, sought out careers and ways to support their growing families after emerging from the gloom of World War II. The idea of living in a nice home, having a nice car, and living and working within a community was most appealing. Baby boomers worked and sought stability in their job in order to support growing families. The last thing most wanted to do was to pull up roots from a company and job that they knew well and start anew with another company or in another city. This did happen in some instances, of course, as everyone’s circumstances are unique, but it was not the norm.
Let’s contrast this against Generation X, the children of the baby boomers, many of whom grew up watching their parents work in unfulfilling jobs that they did not like. Many Gen Xers recall the massive layoffs that happened during the recession of the 1980s and experienced first-hand how little support their parents received from their employers when job cuts were necessary. Often pushed by their parents to “get an education,” most Gen Xers went to college or university, hence their view of what a career consisted of was less employer-focused, and more self-focused. Where a baby boomer might have learned to be an accountant while being employed (in return feeling obligated to continue working for that company for much of their career), a Gen Xer went to school and earned a degree in accounting. They offered their education most often to the highest bidder; the company who offered the best compensation and benefits. However, with their education and initial work force experience, Gen Xers were more likely to move to a new company if that company offered a more appealing compensation package. Again, this isn’t to say that all Gen Xers moved jobs a lot; but that the generation as a whole did so more often than the baby boomers ever did.
Now, let’s look at the same scenario for millennials, the most predominant generation in the North American workforce today. Having seen their Gen X parents continuously strive to earn more money and to climb the corporate ladder, having been encouraged to attend university, to gain an MBA and possibly even pursue their doctorate by their parents, this generation has a very different philosophy about what it means to work. Entering the workforce with some of the highest levels of education of any previous generation, fueled by continued advancements in technology and at a time when the job market is wide open, millennials have numerous job opportunities, and the skills to attain them. The aforementioned influences have resulted in this generation wanting to find the perfect work-life balance. They have a strong desire to travel, to learn, and to collaborate remotely through the use of technology. Sitting behind the accounting desk at the same company for the next 40 years is the last thing they want to do.
So, the question is, then, what can we do, as leaders and business owners, to continue to fuel our teams despite these significant differences in needs and desires? The answer is, of course, in understanding the needs of each generation. Let’s look at this question from various levels within the organization.
A manager can gain the most from their team by understanding the needs of each generation on their team, and then integrating those needs into how they communicate and interact with team members. Consider, for example, that younger employees likely prefer to communicate through a software like Microsoft Team, an online platform, versus traditional email. An employee who might be nearing retirement, alternatively, is more likely to appreciate email or a face-to-face meeting. In essence, the manager has to become flexible in how they interact and communicate with team members, putting the needs and priorities of their employees first.
A business owner or someone responsible for hiring should seek to promote and advertise based on the desires of each generation. When trying to attract the attention of a Gen X, focus on demonstrating opportunities for advancement within an organization, whereas for a millennial describe how enjoyable the working environment is, specifically whether they can work from home and how flexible the hours are.
The key, as we discussed at the conference, is to understand the distinctions of each generation you have working for you today, and more importantly, of the generations you seek to hire tomorrow, and then build your environment and leadership approaches to satisfy these needs. Meet people at the level that they are most interested in, and you will gain and retain their interest.
So now what?
You might be wondering, with all of the potential changes you need to make in order to accommodate multiple generations, what is the best starting point? I would recommend the best approach is to speak with your people. Ask all your team members what they need and want from their job, from you and from the company. This first step will not only shed light on the needs of each generation, but will begin to help you understand the dynamic of your team. Generations are only one part of the equation. Use the responses to fuel your efforts to shape the working environment, and you will in turn create a compelling way in which to engage multiple generations to get the most from their brains, and most importantly, their hearts.
© Shawn Casemore 2019. All rights reserved.
ABOUT THE AUTHOR
Shawn Casemore helps business owners and entrepreneurs grow their business, increasing their team’s productivity and responsiveness to customers. Get a copy of his most recent book “The Secrets To Building A Self-Managed Team” here.
https://selfmanagedteamsecrets.com/ optin29559111
