The Best Ways To Handle A Multigenerational Workforce

If you manage a multigenerational workforce, you are aware of the talents and values that each generation brings to the workplace. However, managing both the youngest employees in the workforce, Generation Y, and the oldest, Baby Boomers and Traditionalists, can be difficult due to this diversity. How, therefore, can a multigenerational workforce be managed efficiently and effectively? Beginning with some basic information about each generation:

The Four Generations

Generation Y: Millennials, or Generation Y, are people who were born after 1980 and were raised using technology. Additionally, they value both online and offline relationships and ask for feedback on their work and performance.

Generation X: Workers from this group, who were born between 1965 and 1980, often aim for a work-life balance that gives them the high quality of life they want. Gen Xers value opens communication and respect for one another.

Baby Boomers: This generation, which was born between 1946 and 1964, is known for having a strong work ethic. They value in-person communication and are frequently regarded as devoted workers. The idea of climbing the corporate ladder is familiar to boomers as well.

Traditionalists: This group, which includes employees born before 1946, is sometimes referred to as the "Silent Generation." They could have been raised by parents who suffered during the Great Depression or recall the hard times of World War II.

Keep in mind that these are characteristics common to the multigenerational workforce. It's possible to find a younger employee who thinks like an older employee or the other way around. The most important thing is to be conscious that there are generational disparities and that, as a supervisor, you must take such differences into account.

How to Succeed in Multigenerational Workforce Management

Develop your mentoring connections: While Boomers have extensive knowledge of CRM and other enterprise management tools, Gen Y was raised in an era of email, text messages, Facebook, and Twitter. Utilize the advantages of each group by pairing up older and younger employees to serve as mentors.

Create a setting that is productive: There may be preferences for the workplace environment within each group. Consider offering a work-from-home option for Gen Y workers, as doing so is similar to how many young professionals worked while in college. While boomers and other generations are often at ease with regular office hours, they may also value flex scheduling since it gives them the flexibility to change their work schedule.

Use a variety of tools to communicate: A Gen Y worker is totally at ease with an email, SMS, or another electronic message, but a Boomer/Traditionalist may prefer face-to-face contact. To increase the likelihood that each group in the multigenerational workforce will read your message, think about disseminating it in a variety of ways.

Encourage a respectful atmosphere: The multigenerational workforce has different strengths and experiences among the different generations, so each employee deserves respect and trust. Work to eliminate attitudes like "Those darn kids on their smartphones..." or "Those old people just won't change" from the workplace as a supervisor.

Reward good conduct: When favorable action is taken, reward the multigenerational workforce regularly and as quickly as you can. Because there are many variations in what each generation values, think about letting the employee select their own reward. For instance, let them choose a gift card from a list of nearby merchants. The Gen Y employee now has the option to select a gift card to the trendy new tapas restaurant, whereas Boomers or Traditionalists might prefer a gift card to a gardening center or golf shop.

Although a multigenerational workforce can be difficult, you can create a group that works effectively and profitably by taking into account the values and preferences of each generation.