Generational tensions between Employees and Leadership are still widespread but Inclusive Work Practices increase productivity !
Nicolas BEHBAHANI
Global People Analytics & HR Data Leader - People & Culture | Strategical People Analytics Design
?? 25% of employees and especially younger generations self-report low productivity !
?? Generational tensions between employees and leadership are still widespread and many companies are failing to realize the productivity benefits of intergenerational inclusive work practices.
?? But even more worrying, 40% of employees don't view their company as having intergenerational inclusive work practices.
?? In companies with intergenerational inclusive work practices, the proportion of employee who self-report low productive drops from 25% to 13%
?? Employees with larger age gaps with their managers report lower productivity. Those with managers more than 12 years their senior are nearly 1.5 times as likely to report low productivity.
?? Gen Z and Millennials are more than twice as likely to excel in their work quality at companies with intergenerational inclusive practices.
?? Developing employees without regard to age/generation and having a workplace culture that makes it easy for people from different generations to 'fit in' is important to productivity. Hiring and retaining employees as well as developing employees, without regard to age/generation is also important to self-reported job satisfaction, according to a new interesting research published by Protiviti in collaboration with 英国伦敦政治经济学院 using data ?? from 1,472 employees between 14th march 2023 and 24th April 2023.
?Strong Intergenerational barriers between young employees and older leaders
Researchers found that employees with managers more than 12 years their senior are nearly 1.5 times as likely to report low productivity and nearly 3 times as likely to report being extremely dissatisfied with their job.
??When employees view their leaders as fair and committed to inclusive work practices, regardless of age or generation, they overcome age barriers and enjoy greater productivity and job satisfaction.
?Better Productivity, Job Satisfaction and Intention to stay with intergenerational inclusive work practices
Researchers found that 60% of employees that report intergenerational inclusive work practices at their company, the associated benefits to productivity, job satisfaction and intention to stay with the company are evident.
??87% of employees self-report high productivity compared to just 58% of employees from company without intergenerational inclusive work practices.
?? In addition of being more productive, researchers found that employees of all generations report being generally happier and more loyal in company with inclusive practices.
?The four key components of Intergenerational inclusive work practices
Researchers defined intergenerational inclusive work practices with four key components:
1?? The company makes it easy for people from different age groups to "Fit in" and be accepted.
2?? Employees are developed and advanced regardless of age.
3?? Leaders demonstrate commitment to hiring and retaining a generationally-diverse workforce
4?? Leaders effectively manage people from diverse generational backgrounds in their teams
领英推荐
?Top skills employees view as important to Productivity and career Advancement
Researchers also found the top skills employees across all generations that are important to Productivity and career Advancement:
1?? Active Listening
2??Time Management
3?? Judgement
4?? Decision Making
Researchers highlighted that while good judgement has long been seen as a core of quality of leadership, the emphasis on active listening and time management might speak to trends towards greater employee empowerment and the increasing challenges of balancing work performance while achieving work-life balance.
?Top 3 intergenerational inclusive work practices associated with Productivity and Job Satisfaction
?? Researchers discovered that for employees, the most important work practice for both productivity and job satisfaction is having a DIRECT MANAGER who does job of leading people from different generations.
??Top 3 intergenerational inclusive work practices associated with Productivity:
?? Top 3 intergenerational inclusive work practices associated with Job Satisfaction:
?? Researchers conclude that this research is a call to action for leaders to prioritize intergenerational inclusion by making it central to DEI and talent strategies. It shows that, despite the clear potential for productivity gains through intergenerational-inclusive work practices, firms continue to miss out due to frictions between employees of different generations negatively impacting productivity.
?? ???? ???????????????? ????????:
This outstanding research is a strong demonstration of the impact of DEI practices in organizations and having inclusive management practices by going beyond questions about age, has an increase in productivity as well as job satisfaction. The findings on which skills are important from the point of view of employees for the impact on productivity and career advancement are also very interesting.
Thank you ?? Protiviti and 英国伦敦政治经济学院 researchers team for these insightful findings: Dr Grace Lordan Matt Duncan Joseph Tarantino
?? Follow me as a LinkedIn Top Voice on LinkedIn (+30 000) , and click the ?? at the top of my profile page to stay on top of the latest on new best?HR, People Analytics, Human Capital and Future of Work research, become more effective in your HR function and support your business, and join the conversation on my posts.
???Join?more than 13,500+ people and subscribe to receive my Weekly People Research
Everyday, I share a new research article about?People Analytics, Human Capital, HR analytics, Human Resources, Talent,…
Human Resources Management at Baran Insurance company
9 个月232?/?5,000 In my master's thesis about work-family conflict, it was clearly clear that older people have less work-family conflict and their spirit of resilience is higher; But it is strange that there is an age restriction in most jobs.
Lead consultant in HR Strategy & Value Management. Enhancing Value through Human Performance. Delivery of Equality, Diversity & Inclusion Training. Lecturer and International Speaker on HRM and Value Management.
9 个月Another interesting and insightful piece of research Nicolas BEHBAHANI. You might be interested in the comment by Adam Treitler together with my comment in reply. Given the increased speed with which new software and AI are coming to the fore, I feel that there is an opportunity for staff and leaders to learn from each other and collaborate in order to put data into context (ensuring that it provides value to all stakeholders). It really is down to people (of all ages) to work together and learn from each other. As I have highlighted previously, as a mentor at the International Business School at Lincoln University (UK), I probably learn as much from the students as they do me. Even some of the questions that they raise can have me 'diving' into research mode to come up with answers. No-one can know it all - sometimes even us oldies (me) will find it necessary to listen to the younger generation. Hopefully, by doing so, the younger generation will reciprocate and listen to us.
Industry Veteran | Exploring Future of Work | Great Manager’s Coach & Mentor
9 个月Thank you for sharing your insights, Nicolas BEHBAHANI - It's evident that our workplaces are evolving into diverse landscapes with the presence of 5 Gens, resembling the dynamics of our earlier family systems. Adapting practices from the past may not be feasible, given the continuous evolution. ? In addition to the research findings, here are some strategies to foster a harmonious multi-generational workplace: 1. Cross-Gen Collaborative Culture: Encourage an environment where employees of all ages collaborate. 2. DEI&B Training for Leaders: Provide DEI&B training for leaders to ensure they understand & appreciate the unique perspectives each generation brings. 3. Mentorship Programs: Establish mentorship programs that pair individuals from different generations, fostering mutual learning & professional development. 4. Success Stories Sharing Program: Create a platform for Gen Y/Z to share their success stories, allowing their achievements to be heard & appreciated by colleagues from other generations. 5. Organizational Structural Norms: The direct reporting to Managers who are slightly older (+4 to +7 years), promoting a healthy blend of experience & fresh perspectives.
Driving Performance, Solving Challenges, and Elevating Employee Experiences
9 个月Nicolas BEHBAHANI Thank you for the post ?? Leveraging common interests to create groups within the workplace is a valuable approach for improving communication and building a more cohesive and collaborative team, especially when it comes to bridging generational gaps. When employees are excited about the shared interest, they are more likely to actively participate and contribute to the group, fostering a positive and collaborative atmosphere.
Speaker, Author, Professor, Thought Partner on Human Capability (talent, leadership, organization, HR)
9 个月Nicolas BEHBAHANI Again, fun research. Generational research has been doing on for some time (Tamara J. (Tammy) Erickson is my go to person). When I look at the data, I see that many of the fundamental reasons WHY people work are the same, but HOW they work may differ (see chart). https://www.dhirubhai.net/pulse/why-how-people-work-generational-similarities-tailor-dave-ulrich/ I like this research that reinforces this logic and extends it to skills that build inclusiveness. "Researchers also found the top skills employees across all generations that are important to Productivity and career Advancement: ?? Active Listening ?? Time Management ?? Judgement ?? Decision Making" Thanks again for your incredible ability to source relevant insights.