Managing Employees Across Generations.

Generational change is an aspect that has been around for companies. Every few years, groups of new hires will come in with new mindsets displaying what we in popular parlance refer to as the ‘generation gap’. The generational differences can vary in how people communicate, their views on work and the things they find purposeful - in life and at work.

Traditionally, orientation programmes have helped youngsters learn how things are done in the company and integrate into the work environment over time. Today’s work scenarios, however, have undergone a sea change, and we have adapted to new ways of working that the new generation seems to be more comfortable with. In many cases, the senior workforce has needed to adapt and integrate into new working methods.

Human resource teams must look beyond orientation programmes for young hires and focus on making employees from different generations work together. Some issues that one needs to be cognisant of are:

Change across age

Rapid digitisation of work and the realities of online work/working-from-home engagements have made a change a reality for everyone, especially those working for decades. The new generation is more comfortable with this significant shift of working online and out of informal office spaces. Earlier companies would focus on training new hires to adapt to how work is being done; today, however, quite a few veterans need training in video-calling, cloud documentation and managing/working through remote work-based models.

"THE SECRET OF CHANGE IS TO FOCUS ALL OF YOUR ENERGY NOT ON THE FIGHTING THE OLD, BUT ON BUILDING THE NEW." - SOCRATES

Recognising this need for adapting to change for employees across age groups is a good step towards reaching a space where everyone can work together. While younger employees are maybe comfortable with the tools of getting work done, the experienced ones are the ones who know how to get the job done. If we don’t lose touch with this reality, it is easier for people to accept change and work towards skilling up.

Core company culture

Every company develops a culture over time, and this culture defines how various people come together to work in the company. The role of HR is to build this culture over time based on the objectives and values of the company. The culture also needs to be communicated clearly and reiterated occasionally. When managing a workforce consisting of multiple generations, the strength of this culture will be the defining factor in getting everyone on board for a common purpose.

A culture encouraging openness and working towards company goals will help keep employees focussed on outcome-based work. When there is clarity on the plans, allowing room for differences across age groups is more accessible. Experienced employees will be able to acknowledge the energies that new hires bring, and new hires will be assured of being heard.

Rising above the stereotype

Discussions around generational attitudes towards work fall into the trap of being over-generalised. There is a tendency to attribute certain qualities to specific age groups. Senior employees are judged to be unfamiliar with technology, for example - working with computers, and younger employees are considered impulsive in decision-making. These generalisations must be avoided, and sound assessments should be the basis for training employees over judgements based on age groups.

Attitudinal shifts and tendencies across generations can be the starting point for HR to address the various teamwork issues. However, assessing the requirements specific to the company in question is necessary for an excellent plan for better communication across multiple groups. This will help bridge divides and promote understanding of how different people approach different situations, thus contributing to a positive culture across the company.

When companies create an organisation where employees work towards a common goal, it is easier for people to see that learning can flow between generations. Every employee can gain from engagement with another employee – junior or senior. Both energies are required to grow as an organisation.

Senior employees bring their worldview and expertise into the picture that can only come from putting in the time required to gain experience in a given role. Younger generations usually have more progressive views and are willing to discuss topics that senior employees may not be comfortable discussing. Having these discussions about gender, race and work-life balance out in the open will prove more beneficial in the long run, and we will most likely have the younger generations to thank for bringing change in these matters.

Once this mutual exchange space is created, working with a multi-generational workforce, while challenging, can be much fun too. And happier workspaces are the oft-quoted places where HR has higher employee engagement and high levels of self-motivation.

With 24 years of experience, James is an established thought leader and the go-to person for professional services that span Executive Search & Selection, Career Transition Services, HR Advisory or Coaching.

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