Mind the Gap

The workplace is very diverse, not just culturally, but because we have at least three generations working side by side. Each generation has a distinct style and set of values and the differences between them can cause challenges.

In a skill-short market, transfer of skills is critical for most businesses and yet the process of achieving this can be complex, especially if you’re pairing up employees from different generations. Understanding how and why they think and work can improve the chances of more effectively ensuring skills transfer.

Baby Boomers (1940s – 1960s)

South African Baby Boomers are those that invented the “bosberaad” and who are motivated by vision, mission, values and strategy. Both men and women are dedicated workers who associate much of their personal value with their professional success. A generation of conspicuous consumption they have created more wealth (and the associated debt) than any other generation, ever.

Typically, Baby Boomers are in the final stages of their careers, holding senior positions within organisations. Unlike their parents, Boomers are not ready to retire at 60 and many feel challenged by the thought of giving up work, a key driver of their personal value.

Generation X (1960s – 1980s)

Xers have grown up in a rapidly changing world and one in which divorce rates skyrocketed, causing them to be more independent and accepting of change. Generation Xers require options and don’t like to be boxed or reduced to being a “number”, preferring work opportunities that provide flexibility, essential for their strive for work-life balance.

Xers occupy many specialist and senior roles and pride themselves on challenging the status quo whilst simultaneously resisting what they perceive to be arrogance and incompetence from the Generation Ys entering their workplaces.

Generation Y (1980s – 2000s)

Also known as Millennials, this generation is typified by the change in South Africa’s political landscape and are living in an age of diversity and exposure. Their access to information through the Internet means that they’ve grown up very quickly and are confident and idealistic.

As a generation that have had wide exposure to the world but the contradiction of helicopter parenting, Millennials can find the transition into the working world challenging.

Cross-Generational People Development

Each of the generations brings its own unique set of advantages and challenges to the workplace and successful organisations are those that manage to balance the diversity, harnessing the best of each.

Each of the generations also have different learning preferences, meaning organisations should consider flexible options for skills development initiatives.

Baby Boomers:

• Interactive, facilitated group learning
• Like time to put their new skills into practice (role play)
• Want learning linked to how it adds value

Generation X:

• Flexible, just-in-time learning using technology
• Learn by doing – let me just do it and I’ll pick it up.
• Want learning linked to fun and their personal marketability

Generation Y:

• Combination of teamwork and technology
• Edutainment
• Want learning linked to earning money

Associating learning with what motivates the individual is essential to gaining buy-in and results. It is clear that a one-size-fits-all approach is not practical for most multi-generational workplaces and is the reason blended learning has taken off. Blended learning provides the opportunity for a combination of online and face-to-face learning programmes and should ideally also incorporate some mentorship options too. 

Knowledge and Skills Transfer

Critical for success, knowledge and skills transfer should be a top priority for all organisations. Not only do technical skills and knowledge need to be transferred from the Boomers to the new generation workers, but important Institutional Knowledge should be shared, providing context and continuity.

Reluctance on the part of the Boomers to participate is understandable. Many are simply not ready, psychologically or financially, to retire. Their value to the organisation is primarily their level of skill, experience and knowledge of the company. And, the thought of sharing this with a younger generation frightens them because their perception is that they’re making themselves redundant in the process.

To succeed organisations need to carefully consider how best to create mentorship programmes that will achieve the skills transfer required but also manage the egos and concerns of the individuals involved.

In Part 2 we’ll discuss mentorship programmes and how these can be used effectively within organisations to empower entrants to the job market whilst simultaneously harnessing the value of those who’re approaching their exit.