Designing a Successful Multi-Generational Workplace

Designing a self- do Multi-Generational sueplaceIntroductionSignifi bottomt characteristics including set, knowledgeable and external motivators, and communication ardors qualify greatly among employees. This sort is a subject of the variety of genders, ethnicities, frugalal situations, educations levels and ages be in the functionplace. We chose to review how age, or generational diversity, impacts the proceedingplace today. Specifically, we wished to watch at how similarities or differences regarding the generational case-by-caseisedities of employees whitethorn affect the travel surround and employee satisfaction.A generation is defined as a group that sh bes special birth geezerhood and a car park set of diachronic and kind events. Each generation is defined by common tastes, attitudes, and experiences a generational cohort is a product of its clocks and tastes (Zemke, Raines, Filipczak, 2000, p. 16). Most studies instruction on the following groupings t he Matures or Traditionalists those born before 1946, the muff Boomers born among 1946 and 1964, Generation X born between 1965 and 1980, and the Millennials or Generation Y born after 1980.Today, members of each of these generations atomic number 18 much represented in the croakplace, especially as the Matures and babe Boomers delay retirement due to economic circumstances. The featherbed Boomers and Generation X are the most(prenominal) prevalent groups however, the outlet of Millennials is continuing to increase. This poses a unique challenge to managers as they attempt to quietus the unique perspectives and wait of the four generations, piece creating a unified corporeal culture. While this generational diversity, much like whatever former(a) symbol of diversity, back end ca drill conflict and breed stereocases, we will outline recommendations for managers to set to the differences and leverage the similarities in pronounce to use them as a parentage of c reative strength and a source of probability (Zemke, et. al, 2000, p. 17).Historical neighborly ContextEach of the aforementi integrityd generations has a distinctive set of historical and social events that has shaped their development. Globalization of business has increased the breadth of nationalities that whitethorn be represented in an organization however, for our study we will focus on the unique context of employees born in the United States.The Traditionalists or Matures were influenced by World warfare II and the Great Depression. They felt a strong sense of commitment to their families and coun savour. They endured financial challenges and gum olibanum had to learn to work vexed and devote (Ballone, 2007, p. 10). These soulfulnesss similarly held onto the nonion of a nuclear family with traditional roles. Ultimately, their commitment, foresight and hard work bring ind the United States we know today from the infrastructure, to the topographic point program an d scientific advancements, to social programs much(prenominal)(prenominal) as Social credential (Zemke, et. al, 2000, p. 31).The mar Boomers are the children of the Matures and were raised in the prosperity and expansion of post-World War II America. Their parents had sacrificed throughout the Great Depression and the war and rented their childrens lives to be better(p). They were afforded opportunities to pursue their passions often without boundaries, ca exploitation them to be much optimistic and raised(a) than the generation before. Since they were the largest generation of Americans, these individuals had to learn to work to visither from school-age on, darn likewise maintaining a competitive attitude. Based on their upbringing and plastic events, they often felt that the purpose of world they lived in was to actively serve their films, wants, and whims (Zemke, et. al, 2000, p. 67). At the s assistance(prenominal) metre, societys status quo counterchanged, affec ted by the Vietnam War and Civil Rights movement, which made individuals wary of authority and feel a fill to gain forefinger by challenging it.Generation X grew up in the follow of the Baby Boomers. They are often characterized by a survivor mentality, as they grew up in the wake of the Vietnam War, the Watergate scandal and massive layoffs by U.S. corporations (Zemke, et. al, 2000, p. 95). not only that, except the U.S. divorce rate nearly tripled during their birth years, so they became distrustful of the permanence of institutional and depend-to-face relationships (Lancaster Stillman, 2002, p. 25). The instability in economic structure, political affairs, and even home vitality created a strong believe to become sovereign and learn to thrive in the midst of unceasing change.The final group in our study, the Millennials or Generation Y, was raised in the era of soccer moms who were extremely ingestd in the legion(predicate) activities of their children. Family actio n was usually centered on them and they were often involved in the finis making. They are the first generation to necessitate admittance to engine room since birth. spacious exposure to heterogeneous cultures, races, and religions through the internet and even their hold classrooms, has habituated this group the opportunity to carry diversity as a norm in daily life, which is unique to that of the views of previous generations. Major events of conflict, including the shootings at columbine High School in 1999 and the terrorist attacks of September 11, 2001, curb likewise influenced this generations perspective, while their upbringing has caused them to feel em situationed to reward authoritative action when things go wrong (Lancaster Stillman, 2002, p. 29).Work Values AttitudesWork shelters shape employees perceptions of cullences in the workplace, exerting direct influence on employee attitudes and behaviors (Twenge, Campbell, Hoffman, Lance, 2010, p. 1121). The historical and social context in which generations were raised and entered the workforce whitethorn throw off an impact on respects, attitudes and behaviors. It is necessary for organizations to be aware of both common and diametricaliating traits between generations and also individual privilegeences, in order to reconcile their management techniques for the combination of employees represented.The Matures tend to be rattling loyal to their employers and it is not uncommon for them to have a vast tenure with one company. They believe in the idea of sweat loveliness and that hard work earns one leadership arrangements. This is most often the result of a soldiers mentality created through their experience with the military and its tiered dodge of rank and authority and is often reflected in the management hierarchy that exists in many corporations today where its best to have the brains at the top, in executive ranks, and the brawn on the bottom, on the front lines (Zemk e, et. al, 2000, p. 41). This mentality is also transparent in their discipline and unwillingness to buck the outline or take issue with authority. Each person does his or her own part to achieve a goal, as determined by an identifiable leadership figure. Ambiguity and change are difficult for them and if forced to adapt, logic and facts are the elements that will stigma them the most genial. Ultimately, they want to leave a meaningful legacy and in the workplace this often means that they enjoy mentoring young employees and sharing their considerable knowledge (Crumpacker Crumpacker, 2007, p. 353).The sheer size of the Baby Boomer generation created an spirit that competition was tough and that they would lastly be responsible for their relative mastery (Hill, 2002, p. 62). Despite this competition, they understand that squadwork is important and often prefer a accordant leadership style (Ballone, 2007, p. 11). At the same time, the historical events which occurred durin g their formative years also lead them question authority and not always exact the status quo. They are comfortable with change and optimistic most what the proximo holds. However, since they are accustomed to beingness boffo and pursuing their passions, they can be overly sensitive to criticism and feedback.Generation X-ers are extremely self-reliant and often search autonomy and self-direction in their jobs. They witnessed their parents be overcomesized by large businesses and are distrustful of corporations and the validity of the established hierarchies. These individuals are also much more(prenominal)(prenominal)(prenominal) skeptical than the generations before, choosing to localize faith in themselves and their abilities sooner than putting it in others, being careful with their fealty and commitments, for fear of acquiring burned (Zemke, et. al, 2000, p. 101). They are more casual in their approach to authority, whole tone a more informal atmosphere in the w orkplace, and are vehement with essentialless bureaucracy and slow decision making.Millennials jimmy autonomy and the opportunity to learn, yet enjoy engaging with leaders and coworkers. These individuals are used to multi-tasking and being involved in numerous activities, so challenge and change is secret code youthful-fashioned. They want feedback on murder, but approximatelytimes have difficulty accept criticism (Welsh Brazina, 2010, p. 3). Since they were heavily involved in decision making in their families from childhood on, the lines of authority are blurry and they prefer flat organizational structures. However, they do respect those in leadership positions and enjoy mentorship relationships. At the same time, they have gamey conceptualiseations and desire to start at the top. Millennials want to be invested in the vision of the company and puddle substantial contributions to that mission. They want to make suggestions right away and expect to be promoted quickl yand expect fulfillment and meaning in their work (Twenge Campbell, 2008, p. 865). If these expectations are not met, they do not shy away from seeking out other opportunities as their loyalty is to their work and coworkers, kind of than the organization itself (Welsh Brazina, 2010, p. 3).Twenge, Campbell, Hoffman and Lance emphasize that these generational differences in work value can affect the perceived fit of employees in spite of appearance an organization. The vision and ideals of the companys founders, which today is often the Baby Boomers, can be reflected in todays organizational structure and culture. If new-made employees from any generation hold values that are contrastive from those of the leaders of the company, they whitethorn experience person-organization misfit which could yield more negative attitudes toward work, decreased performance, and greater likelihood of turnover (2010, p. 1137).Work-Life Balance Work EthicOnes work ethical code and requirement fo r a work-life balance can be influenced by numerous intrinsic and extrinsic factors, yet ones generation has an impact as it relates to the aforementioned work values.The Matures work ethic was wrought in an era of economic difficulty, so hard work and sacrifice are the rule rather than the exception. They also learned to not take a job for granted and are often thankful for the position they have earned. In their view, work is noble and ennobling it is something to be adore (Zemke, et. al, 2000, p. 47). Their attitude is that its indispensable to get the job through and to do it well.The Baby Boomers have been characterized as workaholics who are accustomed to 80-hour work weeks. They often formalise their worth through their careers, feeling strongly that work should be one of the most import parts of a persons life (Smola Sutton, 2002, p. 376). However, as some approach retirement, they are seeking more balance between their personal and professional lives. They have put in t he hard work thus far in their careers consequently they now feel entitled to more time to pursue lifelong ambitions and recreational activities. They may also have family obligations such as caring for their aging parents that make this balance a necessity.Generation X-ers are often described as slackers. This is not because they dont get the work make, but rather because they have a non-traditional view of how it gets done compared to the previous two generations. Flexible work arrangements, such as telecommuting, prayer to them. They desire a work-life balance, as they saw how much time, energy, and self-worth their parents invested in their jobs. These individuals value tractability in their work and many would refuse a progression if they feel the quality of their home life will be compromised (Ballone, 2007, p. 11).The Millennials grew up shuffling between numerous extra-curricular activities, so multi-tasking and multiple deadlines are not foreign concepts. They are also used to having culture never-endingly at their fingertips and expect to have the instruments necessary to perform their jobs efficiently. These individuals are willing to put in the extra effort, as they are optimistic and resilient in reaching for their goals and aspirations and know that the job is a means to an end (Ballone, 2007, p. 11). They expect to work more than forty hours a week to achieve the modus vivendi they want (Zemke, et. al, 2000, p. 144). At the same time, they want the flexibility to work when and where they want so they can pursue their outside interests.The differences in work ethic and work-life balance expectations often cause the most disagreement between generations. Assumptions can be made about ones productiveness and loyalty to the company establish on these two factors, so managers must develop policies that offer options for the differing needs of employees. They could do so by implementing options such as telecommuting, job sharing, vary startin g and ending times, or condensed work weeks. However, managers must recognize that the reliable culture and norms might not support such a shift, so communication of expectations and information are essential. Crumpacker and Crumpacker suggest training managers on a performance management focus that measures not whether the employee is present at work each day, but whether project deadlines are being met and/or whether work products are being delivered in a seasonable manner (2007, p. 359).indigenceThe uniqueness of each generation may cause individuals to react to different sets of motivators and rewards, while seeking to obtain varying experiences and benefits from their job (McDonald, 2008, p. 62). Thus it is essential for managers to understand those potential motivators in order to design jobs and empower employees for level best motivation.The Matures, Baby Boomers, Gen X-ers, and Millenials motivators may vary with respect McClellands acquired needs theory. McClelland main tains that the need for achievement, affiliation, and power are acquired as a result of ones life experiences. Those who have a richly need for achievement desire to be successful, while the high need for affiliation drives individuals to be liked by others and those who have a high need for power want to influence others (Bauer Erdogan, 2010, p. 103).The Matures tend to be motivated when their experience is recognized and utilized by the organization. This is an typeface of their need for achievement, as they have worked hard throughout their career to be successful and want their actions and knowledge be connected to the overall good of the organization. unregenerate to many stereotypes, these individuals rated recognition as the most important value in their work life an attribute most often associated to Millennial workers (Laff, 2009, p. 20). In addition, their status and the loyalty they have had over the years to the organization may translate into their need for power. As stated previously, they have a very traditional view of management hierarchies and how age and gender fit into them. They may be uncomfortable, which in turn could affect their motivation, when that structure is compromised with the implementation of a flatter, more egalitarian, environment.The Baby Boomers are motivated when organizations value their competencies, reward productivity rather than longevity, and create a sense of community (Kupperschmidt, 2000, p. 70). These motivators reflect these individuals need for achievement, power and affiliation. The Baby Boomers need for power is most evident in their desire to have freedom from supervision and train over their own destiny. These individuals have a high need for achievement, apparent in their workaholic tendencies and the value they place on extrinsic rewards such promotions, titles, corner offices, and reserved pose spaces (Kupperschmidt, 2000, p. 68). At the same time, they have a need for affiliation, as they value team-based environments and building consensus in decision-making. According to a study by Jurkiewicz and Brown, the Matures and Baby Boomers did not differ importantly on any of the fifteen work-related motivational factors measured, including acquire, leadership, advancement and salary (1998, p. 27).Individuals from Generation X differ more significantly from the previous generations in terms of motivation. They are motivated by the opportunity to learn new things, leadership responsibilities, and making a contribution using their unique skills. These individuals want to be challenged and have a chance to try a variety of tasks, demonstrating their need for achievement. According to a study by Harris Interactive, 52% of Generation X employees want pathways to personal growth, compared with 41% for Boomers and 29% for Mature workers (Huff, 2006, p. 28). Generation Xs need for power is illustrated in their need to control their environment, as they do not want to conform to organi zational norms, but would rather have the flexibility to decide how and where to get their work done (Jurkiewicz Brown, 1998, p. 26). Generation X-ers are more extraverted, but place less immenseness on social approval than Boomers did (Twenge, et. al, 2010, p. 1125), thus their need for affiliation is not as high as the previous generations.Millennials are confident, assertive, and achievement-oriented (Ballone, 2007, p. 11). They are looking at for a compromising work environment where they can learn, while also having fun. However, their need for affiliation is not high, as they do not want to conform or seek social approval (Welsh Brazina, 2010, p. 3). These individuals expect that the organizations should stomach for their needs and offer freedom to succeed, and in turn they will bring out results. According to Ronald Paul Hill, Millenials are more likely to be motivated by individual development plans and evaluation criteria that allow them to personally measure and judg e their successesMotivation has increasingly turned inward, and work is more about personal fulfillment and less about external rewards (2002, p. 63). Millenials are ultimately motivated by seeing a connection between their personal growth and the growth of the organization.Team formation, rewards, and types of feedback are also influenced by the generational differences in motivators. For instance, Matures prefer long-term teams with long-term goals, while Generation X enjoys poor term teams with short term goals. Managers should also understand the generations expectations regarding feedback and adapt ones approach accordingly so miscommunication and misunderstanding do not occur. Boomers require lower-ranking feedback to do their jobs well, whereas Millennials like and expect constant feedbacklikely a result of heavy parental direction and involvement in their formative years (Glass, 2007, p. 101). In regards to rewards, there are also varying expectations. Matures seek perso nal recognition, while Baby Boomers want not just cosmos recognition, but also tangible rewards such as raises and promotions. Generation X appreciates being rewarded with additional flexibility and Millenials want more opportunities to learn. We have seen this in our workplaces, as Baby Boomers often desire individual, public recognition for an accomplishment, while Millennials would rather be rewarded with a more challenging assignment. concord these generational differences in motivation is beneficial for managers as they seek to align policies and incentives with individuals values. Companies such as Deloitte, Sodexho, and Cisco have recognized this need and specifically expert their managers on developing and managing a diverse and multi-generational workforce. For example, Deloitte provides a series of upcountry executive briefings that aim to help leaders understand, and capitalize on, the generational diversity of its U.S. workers. These briefings include an overview of c ommon motivators and rewards for the generations, including learning and development opportunities, role models and work/life balance for Millennials, skill development, real-time performance feedback, fast, tangible recognition rewards, whippy work arrangements, and positive work environments for Generation X, and retirement planning assistance, flexible retirement options, training, and time off, including sabbaticals for the Baby Boomers (Deloitte, 2010).TechnologyCommunication convey have changed extensively over the decades and continue to evolve rapidly. As new technologies emerge, workplaces face a challenge in accommodating the comfort level and styles of the various generations.The Matures lived through the Great Depression and the production of the television while the Millennials have lived and breathed the Internet since they were born. Generation X-ers typically fall just short of the Millennials knowledge of engineering and Baby Boomers often have a hard time embrac ing new technologies. In business, it is important to understand the different views that generations have on technology. Moreover, it is important to understand that technology affects everything from how generations communicate to how they learn. Understanding the diversity of technological capabilities and views of different generations can create a positive work environment, can attract the best and brightest of the younger generations and can create a team culture. Edward Cone explains in Bridging the Generational Gap that managers must recognize generational differences to head off potential conflicts and leverage the benefits (2007, p. 5). He supercharge explains that best managers need to think about ways that involve everyone doing their best work, recognizing that one group cant be successful without the other (2007, p. 4).The Matures, now 64 years old or older, had very little exposure to the technologies that are used today. To put this in perspective, the first on a re gular basis scheduled television service in the United States began at which time the early part of the Mature generation was born. While most of these individuals are currently or will be retired within the next some years, technology has come a long way during their careers. A common misconception about employees from this generation is that they cant learn technology and refuse to revert up the reins (Lancaster Cox, 2004, p. 3). However, many people from this generation are open to new technology, they just may not have the experience that some of the younger generations have.The Baby Boomers grew up in a time when technology was evolving and more advanced than the previous generation. Although these individuals are less likely to accept new technology compared to Millennials, the youngest generation (Waxer, 2009, p. 18), they are typically more tech apprehend than the Matures. The Baby Boomer generations biggest downfall relating to technology is its inability to rapidly acc ept and embrace technology. In Leveraging Generational Work Styles to Meet note Objectives Neil Simons writes, Boomers tend to have a limited view of technologys role in optimizing workplace efficiency they tend to look at business systems as discrete integrated solutions designed to fill a specific need. Simons further explains, As technology systems continue to evolve, this generation must be open-minded about exploring the latest technology solutions (2010, p. 32). In such cases, it may be beneficial to team Baby Boomers up with Millennials to try to overcome the technology gap.Generation X tends to use technology more frequently than the Baby Boomers. Generation X-ers grew up during the rise of video games, the inception of the home computing device and saw the Internet become used as a tool for social and commercial purposes (Simons, 2010, p. 32). This generation is typically more advanced than the Baby Boomers however, they may still lag behind the Millenials in proficiency and espousal of new technology.Generation Y, or the Millennials, is the youngest of generations in the workforce today and is the most savvy and knowledgeable as it relates to technology. During technological advancements during previous generations, images had simply transferred from the TV to the computer screen. A major shift did not occur until the far-flung advent of the Internet in the mid to late 90s (Proserpio, 2007, p. 70). The learning style of the generation essentially changed from verbal to virtual. This is an important aspect of the Millennials as their learning styles differ from the previous generations. Managers that understand this trait of Millennials can more in effect teach them by understanding that, for example, the old training videos or manuals may no longer be sufficient. In Blending Technology and Tradition, Amato-McCoy suggests delivering training through MP3 downloads (2008, p. 50). Having grown up in a time with constant exposure to the internet, Gene ration Y workers also have a high expectation of instant access to information and records. Unlike a time when communication was done via the US Postal Service, Millennials grew up communicating with fast feedback and results. Text messages, social networks and emails all contribute to this expectation of transparency and immediate access to information and may cause these individuals to be impatient with generations who do not keep up.It is important for managers to understand the technological viewpoints and capabilities of different generations in order to share information more effectively and efficiently. An example of overcoming these differences is seen in the Suwannee River Managements record keeping system. Dianne Bell, records coordinator for the Suwannee River Management District, explains that, Engineers like paper, especially the older ones (Boomers). They want something they can hold in their hands when they go out into the field. besides once some of the younger one s find out they can access documents from their PCs, they fall in love with our automated record management system and use it every opportunity they can get (Simons, 2010, p. 32). Another example of implementing new practices for younger generations, but allowing older generations to keep their same practices is how thorough divergence(a) Entertainments employees communicate. Virgins employees communicate via text messages with younger generations, but via emails and phone calls with the older generations (Amato-McCoy, 2008, p. 50). These types of practices are important because it allows the company to be at ease knowing their employees veritable important information in a manner that is the most comfortable to them. If, for example, the younger generation is more comfortable receiving text messages, they will escort their cell phones more often. On the other hand, if the older generation is more comfortable receiving emails, chances are that they will be checking their email mo re often. either way, organizations are getting information out to employees and customers in a timely manner, increasing productivity.One thing is certain technology is not going away. In order for organizations to attract and retain young talent, they will need to continue to implement new technologies into their businesses. On the other hand, they also need to provide training tools and a culture of learning in order to increase previous generations comfort with technology. For example, Urban Outfitters uses instant messaging quite of emailing (Amato-McCoy, 2008, p. 50). Not only is this form of communication quicker, but it cut down on storage needs, allowing record archives to decrease. Zappos uses Twitter to run new ideas by its fan base as well as alerts to internal issues like outages (Amato-McCoy, 2008, p. 50).Conclusion Designing a Successful Multi-Generational WorkplaceIt is compulsory for organizations to evaluate their current culture and policies in order to ensure they meet the needs and values of their multi-generational employees. If necessary, the generational differences in work values, desire for work-life balance, motivators, and use of technology which we have identified create opportunities for organizations to design various homosexual resources policies and adapt their management styles to increase workplace satisfaction. These polices can encompass numerous areas including communication mechanisms, training and learning opportunities, rewards, and other benefits.To ease the implementation of such workplace modifications, it would be beneficial for organizations to train both managers and employees on the primer coat and work attitudes of their diverse and multi-generational workforce. Betty Kupperschmidt encourages aggressive communication by managers They must cheer open discussions of what different cohorts are looking for in a job, what makes work rewarding, and what organizational factors attract and retain multigeneration e mployees (2000, p. 71). Since each individual sees their work values and experiences through their own framework, educating the workforce on the generational similarities and differences will aid in the recognition of these characteristics and development of a united corporate culture, rather than promotion of negative attitudes and stereotypes.As indicated previously, each generations use of and comfort with technology varies, so organizations should consider communicating important messages through multiple channels to ensure it reaches all workers. For example, an organization may use blogs, social networks, or instant messages to communicate to Millenials, whereas face-to-face meetings or memos may work better for Baby Boomers or Matures. We have seen this in our own companies with the communication of health insurance information via online tutorials, in-person classes, and distribution of hard copies.An organization should consider adapting training methods for each generatio n, as their learning styles also differ. Mangers should personally delivering information and education, possibly in lecture format, for the Matures, while Baby Boomers prefer team and consensus-derived information and technology is the best avenue for teaching Generation X and Millennials (Kupperschmidt, 2000, p. 72). Our companies accommodate these differences by providing both in-person and online training, so that individuals have the flexibility to choose. Most Baby Boomers and Matures take advantage of in-person training, while Gen X-ers and Millennials prefer the online training.Employees within each generation also have different preferences for the type and amount of guidance and feedback they receive therefore managers may need to adjust their leadership and communication styles when interacting with and evaluating the performance of different generations. For instance, performance feedback at an annual review is often sufficient for both the Matures and the Baby Boomers, while more continuous feedback is appreciated by Millennials. In terms of leadership and guidance, the Matures prefer consistent, respectful and direct leadership, while Baby Boomers prefer a more democratic approach. Generation X wants more informal, yet results-oriented leaders, and Millennials seek collaborative, achievement-oriented and learn type leadership. An example of tailoring ones style to such differences is given in our textbook, where a regional manager at Novo Nordisk Inc. would start each performance feedback e-mail with recognition of team performance, which was later followed by feedback on individual performance (Bauer Erdogan, 2010, p. 35).A culture of learning could also be fostered by offering job sharing opportunities or possibilities for lateral movement. This would give employees from any generation an opp