Employer focus
How innovative employers are conquering the generational divide
How organizations manage the needs and expectations of their multigenerational workforce may be the difference between success and failure in attracting, developing and retaining talent for the future. Innovative employers are responding by shifting resources once focused on entry-level or new employees to workers at all ages and tenures.
The business research group Catalyst interviewed leaders from 25 top companies about their multigenerational action steps, summarized in the following recommendations. Comments made during a keynote panel at the September Benefits Forum & Expo complement the findings uncovered by Catalyst.
Address stereotypes among generations
Senior leaders and managers need to confront group generalizations and work to provide resources and training to highlight group similarities, and foster better understanding among group members.
James Clark, Director of Human Resources at KPMG, recommends a book, Richard Carlson’s Don’t Sweat the Small Stuff at Work. “The book shares details on getting to know your co-workers so you can create a supportive environment,” says Clark.
Increase communication and feedback
Communication needs and expectations vary across generations. Providing consistent communication across the board, opportunities to share knowledge among generations, and resources to share feedback with management are important considerations.
The IBM Center for Business Government offers the following communication tips to support managers in engaging their multigenerational workforce:
- Build awareness that the four generations bring different ideas, challenges and opportunities to the workplace. There is strength in diversity. The goal is not to make everyone fit into one mold, but to effectively communicate differences in a way that promotes creativity and innovation.
- Speak and communicate in ways that motivate each generation. Effective communication is essential for motivating multiple generations in the workplace.
Leverage technology at work
Technology can be a great tool for mentoring, knowledge sharing, social networking and professional development among the generations and across different locations.
Not surprisingly, Microsoft Corporation has embraced technology and social media to bolster employees’ energy levels. According to Fred Thiele, Senior Director, Global Benefits at Microsoft, “Our online town hall provides opportunities for moderated chats among all groups and helps to keep energy at good levels across topics and discussions.”
Manage work-life and career flexibility
It is important to develop flexible policies and practices while considering a broad range of “life” options among different generations.
KPMG understands the importance of managing work-life flexibility. According to Clark, “The work-life component is really important; nurturing the life side is important, we try and do as much on the life side as we do on the work side.”
At Intel Corporation, Tami Graham, Director of Global Benefits Design, describes their new parent integration plan. “The plan helps get people back in the groove; it’s driven by the manager and employee relationship,” she says.
For additional tips on developing a culture of diversity, see “Diversity dividends: how employers benefit from celebrating differences,” in this issue of Aware.
Sources:
Benefits Forum & Expo Keynote Panel, Dallas, TX, September 2011.
Catalyst, “Beyond Generational Differences: Bridging Gender and Generational Diversity at Work,” 2010.
HR Management, “Engaging the Multigenerational Workforce,” 2011.
Human Resource Blueprints, “The Multigenerational Workplace,” August 8, 2011.
IBM Center for the Business of Government, Hannam and Yordi, “Engaging a Multigenerational Workforce: Practical Advice for Government Managers.”
Where to start?
To manage a multigenerational workforce, employers must first understand their workforce demographics and the specific needs of each age group.
Begin by reviewing existing data, if available, for:
- Age or generational demographics
- Life-stage demographics
- Organization or industry seniority and/or tenure
Follow with surveys of demographic groups to learn of their concerns around managing work-life balance. Younger generations, for example, may be interested in fitness center memberships, while older generations want help with child care or retirement preparation.
