Submitted by: Sharon H. Katz, Ph.D, Performance/Wellness Training and Coaching, Main Line Psychological Resources, LLC

One of the most exciting aspects of our workforce today is its diversity.  Diversity has become a core value, a business platform for success.

As a manager, you are charged with motivating employees who vary with respect to education, experience, cultural background, learning style, personality and talent. One of the most outstanding differences among your employees is GENERATIONAL. Each generation has shared a particular socio-economic-political history. This results in a set of values, expectations, and behaviors common to this group. The multi-generational workplace, when handled well, creates a vibrant, innovative setting and can significantly improve the bottom line.

Here are 8 tips to help you capitalize on generational differences:

1.  Identify the four major generations. The Traditionalists, born before 1945, are now in their late 60’s or older. The Baby Boomers, born between 1946 and 1964, are now in their mid 40’s to mid 60’s.  The Gen X ers, born between 1965 and 1980, are now in their 30’s and early 40’s.  The Gen Y ers, also known as the Millennials, were born between 1981 and 1997; most but not all are in their 20’s.

2.  Understand the differences. Recognize the value that each generation brings to your organization.

Traditionalists (late 60’s or older) are familiar with the consequences of the Great Depression where there was deprivation and uncertainty.  They have lived through many difficult changes that were not under their control.  They are used to an authoritarian model of leadership.  Understandably, they have historically valued loyalty, security and stability.  Change may be a little more challenging.  Because they were raised in a business environment that may have operated at a slower pace compared to today’s standards, they are better able to delay gratification and be patient.  They offer wonderful perspective and the wisdom associated with maturity, life and business experience.

The Baby Boomers (mid 40’s to mid 60’s) may prefer a more structured, compartmentalized approach to work.  There is a high achievement need, in fact, some may be “workaholics”.  Work has served as the significant vehicle for personal fulfillment.  They want to be valued for their accomplishments and status.  They have worked hard to climb the corporate ladder.  They will benefit from keeping up-to-date regarding technological advancements, diversity and globalization.

Gen X ers (30’s and early 40’s) are sometimes known as the “latchkey” generation. Both parents may have worked outside the home, and Gen X ers needed to be independent quickly and early. They are more inclined to seek a work/life balance. Gen X ers like a flexible environment. They have become well-acquainted with cultural differences as the workplace has become increasingly complex.  This group may help bridge the gap between the Baby Boomers and the younger Gen Y ers. They are poised to step into significant leadership roles.

Gen Y ers (the Millennials, mostly in their 20’s) have grown up in a very fast-paced, technologically driven and highly diverse environment. The concept of hierarchy may mean far less to them than a collaborative network. Authority resides in whoever has the necessary information. They would like frequent praise. They want to be evaluated on work completed. They may not wish to be tracked on where, how and when they accomplish assignments.  Gen Y ers are also driven by a social conscience.

3.  Provide Generational Diversity Training. This increases sensitivity to differences. It helps employees feel more comfortable with one another. It helps them understand one another.  Importantly, it helps each generation recognize its own value.

4.  Support inter-generational activity. Corporations have come to understand the enormous benefits of creating cross-generational teams.  Reverse-mentoring programs have been established that provide Gen Y ers the opportunity to mentor Baby Boomers and vice versa.

5.  Implement generational diversity as part of your strategic/marketing plan. Just as your workplace is diverse, so is the marketplace.  Depending upon your target customers, the generational differences among your staff may mirror the generational differences among your customer base.  This can certainly work to your company’s advantage.

6.  Be careful not to over-generalize. In spite of the message delivered here, respect for individual differences among your employees is paramount.  Each employee is certainly unique.  Furthermore, the differences between generations may be more pronounced in certain industries or under certain conditions and less so in other settings.

7.  Be mindful of policies. Stay current on legal and human resource diversity policies, regulations and procedures as you address and manage generational differences in your workplace.

8.  Recognize the complexities of this issue. Corporations, management consulting firms, academic institutions and professional associations conduct extensive research in the area of generational differences.  There is much sophisticated and detailed material available, the complexities of which go beyond the scope of this article.

Let’s embrace and enjoy our multi-generational workforce today as we move forward toward continued success!

Sharon H. Katz, Ph.D.

Performance/Wellness Training and Coaching, Main Line Psychological Resources, LLC, Bryn Mawr, PA

610.745.4009 ; drkatz@mainlinepsychological.com