Managing a multi-generational workforce

In today’s workforce, whether its in the public, private or development sector you will have at least four generations working side by side. This wide range of diversity across various ages comes with a range of implications, both positive and otherwise. A good leader must find the best way to manage any problems and draw on the strengths that this diversity would bring.

Though the age ranges and behaviours of these generations are not “cut and dried”, most writers agree to the following delineations:

• First of all, we have the Baby Boomers: These professionals were born from about 1946-1964. A number of them are beginning to exit the workforce, but those that remain are like remnants of “the old guard”. Baby boomers are an asset to any organization for their wealth of experience, professionalism and firmness. They believe in maintaining a “slow and steady” pace, and as a result a large number of them have stayed in a single organization for years, thus offering institutional experience. Their communication style is usually more formal and impersonal.? While some Boomers have adapted to technology, a number are still grappling with it and are sometimes resistant to change. They are motivated by reward and recognition, and they do well with bureaucracy and even a distant leadership. ?
• Then we have the Generation X : These workers were born from 1965 to 1980, although some literature puts it from 1965 to 1977. These group are now mostly in leadership and mid-management roles, and are the first heralders of work-life balance. They understand the importance of teamwork and collaborations. I was born in the late 70s, and some literature put me in this group while other literature put me in with the Millennials. This generation, along with the Millennials, are the bridge between the Boomers and the Generation Z.?
• Next, we have the Millennials, also referred to as Generation Y who were born between 1980 and 2000. They are driven and are happy to move to new careers as often as feasible. They are known to be entrepreneurial and tech savvy. They tend to be confident and ambitious, which can sometimes be misinterpreted as arrogance. This generation has taken work-life balance to a new level of importance, and will often prioritise family and mental health over work.
• Generation Z popularly known as "Gen Z": These are the digital natives who grew up in a world full of technology, and thus their superpowers are innovation and technology. They love flexible work regimes, and like all the other generations are valuable members of the workforce. They are usually very creative and independent. They are very conscious of the causes they believe in, and due to growing up in a technologically saturated world, may seem to have a shorter attention span that previous generations.

What are some of the issues that may arise with a workforce with all these people?

1. Communication: Because the mode of communication differs across generations, there could easily be misunderstanding. For?instance, a Baby Boomer who prefers to communicate face to face may be irritated when a Gen Z just sends him a text - in fact he may even find it rude. In the same vein, a Gen Z may be put off by elaborate physical meetings on issues that could be sorted by a short virtual meeting. Leadership would therefore need to ensure that the most acceptable form of communication is adopted to prevent communication breakdown within team members.
2. Stereotyping: If you work in any organisation with a wide generational sweep, I am pretty sure you have heard comments like "all these Gen Z people, always complaining about their mental health", “can you imagine all these lazy children” or "don't mind these old people, they don't want progress". Such generalizations are not healthy and will do nothing but promote schism among the team, lack of cohesion and a fragmented organisational culture. A strong leader should ensure such statements (even where there may be some truth to them) are avoided.
3. Motivations and Need: I remember an occasion where funds were released for office socialisation. Two options were given: either each team member would be given money, or we would have a small party. While the Gen Zs and Millennials all wanted a party, some of the senior Gen Xers and the Boomers wanted the money. The same goes for flexible work scenarios - while some Boomers and Gen Xers are happy to come to the office each day, for a typical Gen Z and some Millennials a job without flexible working options will not be considered desirable.?
4. Retention beliefs: My mother only worked in a couple of places before she retired. Similarly, my father spent the majority of his career working in the civil service. This was normal for Baby Boomers and Traditionalists (the generation before them). However, do not expect such patterns?with younger generations. Gen Z and Millennials are more in tune with following "purpose" and "passions", and will change employment as led. As a leader, do not take it personal when your Gen Z superstar employee decides to move somewhere else; rather maintain the relationship and continue to enjoy a mutually beneficial relationship. Firms like KPMG and Deloitte understand this well and have built a strong "alumni" network.
5. Us versus them: In some organisations you find a disparity between generations. This happens more where the younger generation are suppressed and overly criticised. ?A good leader will ensure that everyone, irrespective of age and experience, will have a say and that such needless demarcations are removed. A cohesive team is always a great organisational goal.

In my honest opinion, a multi-generational team has more pros than cons, and its benefits when harnessed will make the team go far. Here are a few benefits;

1. Mentoring, Coaching and Knowledge Sharing: A diverse team means more opportunities to learn from people with different skills and wealth of experience. This mentoring can even be from bottom up, as each generation has a different skill set. The more experienced hires can pass on their skills and lessons from yesteryears, while those in the younger generations can enhance everyone's technology functions. It's a bit like running a family business where Mum, Dad, Children and Grandchildren all come together and improve on past successes.
2. The right balance: A multi-generational team will have the balance needed to succeed. The steady but much needed experience of a Boomer when combined with the innovative nature of a Millennial will ensure that new projects have both foresight and hindsight. The older team members may have more emotional intelligence when dealing with external bodies, especially those where “respect” is a big deal (e.g. Public Sector) while the younger team members will improve speed and efficiency in every task.

Irrespective of the sector in which you operate, having a diverse team should always be a goal. The truth is that the benefits in terms of productivity, knowledge sharing and getting the job done are enormous in a multi-generational team. Any discerning leader will do well to harness these positives and ensure that the organisation uses it for its good.

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