5 November 2008

Human Resources

Managing Across the Generations

Katherine Power
kpower7@cogeco.ca

Each generation has a certain identity which most people of that generation can relate too. For example, Baby Boomers can be described as a group that is driven to succeed and eager to add value. These generational identities translate into behaviour—behaviour that influences their attitudes and values in the workforce. So the challenge as a manager is: how do you attract and motivate a multi-generational workforce? 

Giselle Kovary	Adwoa K. Buahene
Giselle Kovary and Adwoa K. Buahene are the managing partners of n-gen People Performance, a leading performance consulting company focusing on human resources from a generational perspective

There are four generations in the workforce today and each has its own set of attitudes, values, and characteristics. Giselle Kovary and Adwoa K. Buahene, managing partners of n-gen People Performance, spoke at the AIA Canada YES Conference in November. They believe that to understand how to manage a multi-generational workforce, you need to understand the identities of each generation and how that translates into their relationships with the organization and with authority.

Generational identities and workplace behaviour

Although most Traditionalists have now retired, you may still have a few working for you—or it might be you! Traditionalists respect authority. They are loyal and dedicated employees. They are usually stable, hard-working and detail oriented people whose goal is to build a legacy. As such, they are loyal to the organization and respect authority and a hierarchical system. They believe in long-term commitment and tenure and respect seniority and job titles.

To manage a multi-generational workforce, you need to understand the identities of each generation and how that translates into their relationships with the organization and with authority.

Baby Boomers likely make up the largest portion of your staff. Boomers want to be involved in decision-making, are team oriented and are looking for personal growth and gratification. They strive for equality. They are driven to succeed, are relationship focused, and eager to add value to an organization. Their goal is to put their stamp on things. Boomers believe they add value by going that extra mile, but they are more likely to challenge authority. They want to work for flat organizations that are democratic.

Gen Xers are very different from Baby Boomers and this can often lead to conflict. Whereas Baby Boomers had to set themselves apart from their peers through hard work and long hours, Gen Xers are more focused on life-work balance. Gen Xers tend to be self-reliant and independent, pragmatic, and skeptical of the establishment. Gen Xers are often flexible, adaptable, creative multi-taskers. They are results-driven and techno-literate. Their goal is to maintain independence. Gen Xers strive to exceed expectations and deliver results but their career is only one part of them.They tend to be unimpressed by authority and expect to be respected for their competence and skills.

And finally Gen Y—the youth entering our workforce today who seem to be causing much angst among managers and yet we are desperate to attract and retain them due to all those Traditionalists and Baby Boomers who want to retire! Gen Ys are confident, optimistic, dedicated, and believe in civic duty. They believe in the value of diversity, in collective action, and in accepting differences. They are techno-savvy, innovative, and self-reliant. Their goal is to find work and create a life that has meaning. They are loyal to their colleagues rather than the organization and want to ensure equitable treatment for everyone.

They see their career as an opportunity to add value and contribute to society. They respect competent authority.

It is important to remember when hiring and retaining staff which generation they belong to and what will motivate and inspire them to excel and add value to your organization. Generational identities translate into distinct workplace behaviours as they relate to relationships with the organization, with authority, and with colleagues. It will affect their work, management, and learning styles. By understanding the generational identities, you can adapt your management and recruiting programs to appeal to all four generations.

THE WORKFORCE

Traditionalists . . .(1922-1945) . . . . 62-85 years
Baby Boomers . . .(1946-1964) . . . . 43-61 years
Gen Xers . . . . . . (1965-1980) . . . . 27-42 years
Gen Ys . . . . . . .  (1981-2000) . . . . 7-26 years