Mine the Gap: Battling Biases Thru Education & Training (pt. 3 of 4)

Newly hired, younger employees now find themselves working alongside colleagues who are 50 or more years older, with older employees reporting to managers half their age. Working alongside colleagues who are more than twice your age, or just too young to ‘get where you’re coming from’ can be daunting. Let’s be honest, at some point in our careers we’ve all either heard it or said it – “Those youngsters; I don’t know what they’re thinking!” or “Isn’t it time for him/her to retire? We need a fresh perspective?” These stereotypical comments are more common than we’d like to admit. Especially since today, for the first time in history, the work force is comprised of people spanning four generations [Silent (Veterans), 1925 – 1945; Baby Boomers, 1946 – 1964; Gen X, 1965 – 1981; and Gen Y (Millennials), 1982 – 2000][1], soon to be five with another generation close behind (Gen Z, 2001+).[2]

Because each of these generations came of age in a distinct and unique era, each group or cohort has its own views on things like leadership, communication, prob-lem solving, decision making and work/life balance. Understanding each generation’s unique experiences, views, values, motivators and communication styles are key to implementing knowledge sharing strategy. Veterans or the Silent Generation experienced the Great Depression World War 11 and the Korean War – this generation’s shared experiences have resulted in a strong work ethic; belief in the greater good; focus and perseverance; loyalty; stability; and view work as a privilege. Baby Boomers experienced suburban sprawl, the growth of television, the Vietnam Era and Watergate – their shared experiences resulted in a generation with a strong customer-service orientation. Baby Boomers are dedicated, optimistic team players with a wealth of knowledge and experience to contribute.[3]

Generation X, the first latch-key kids, grew up on Sesame Street, MTV and PCs – they are adaptable and technologically proficient; independent; creative and willing to ‘go against the grain.’ Generation Y or Millennials have grown in the era of social media (Facebook, Twitter, YouTube) and experienced 9/11 and Hurricane Katrina. This generational cohort is comprised of optimistic multi-taskers with a global world view who believe in volunteering and serving their communities.[4] These diverse world views and life approaches can lead to frustration and conflict as a result of biases or stereotypes. However, those cohort differences can also lead to increased productivity, innovation, and creative problem solving if leaders are able to get employees to focus on a common goal or vision.

Opportunities for employees to discover those things they have in common with their colleagues, rather than focusing on generational differences, is important for knowledge sharing. All age groups, to some degree, believe some of the generational stereotypes so it is important to have practices in place that help to dispel false beliefs[5] as it is much easier for employees to willingly work alongside older or younger colleagues when they view them as the ‘same’ as themselves. Providing both formal and informal touchpoints for multi-generational engagement helps to build relationships of common interests. Also, research has shown the problems typically associated with the ‘generation gap’ are much smaller than indicated as they are typically based on unsubstantiated claims and stereotypes.[6]

So, how can managers play an active role in forging common ground amongst multigenerational teams? Well, the results of my research (see the first blog in this series for details regarding my research) on business practices to increase knowledge sharing between these groups says education and training is one of the keys (along with mentoring, intergenerational work teams and conflict resolution). Educating employees on generational differences is important. Activities promoting intergenerational cooperation – like diversity training and motivation specific to the age group – work to overcome stereotypes and create greater tolerance, cooperation and understanding between the generations. Employees find value in feeling they’ve made a solid contribution to increasing knowledge sharing via communicating with colleagues, educating themselves and others in regard to mitigating stereotypes.

Training is necessary to expose workers to the needs of each generation[7]; the better each generation understands each other, the better they are able to collaboratively work together.[8] Age-related diversity education and training enhances employee recognition and understanding that generational differences is a means to bridging gaps,[9] enhancing productivity, increasing employee satisfaction and strengthening employee retention.[10] Enhanced knowledge is also an important intervention for negating generational misunderstandings, mitigating age related conflict in the workplace, and reducing stereotypes.[11]

Transformational leaders can set the tone by establishing education and training practices that help employees to see and think about things in a different way and to also employ critical thinking skills based on evidence rather than unsupported opinions or perceptions.[12] Those managers who employ transformational leadership challenge normal beliefs or views of a group and expect their employees to also question their own beliefs, values and assumptions.[13] Leaders support employees in developing their own ability to step outside the status quo and reach across perceived generation gaps to openly engage and share knowledge with their colleagues. Any cross-generational engagement – be it positive (education/training) or negative (conflict resolution) – is a chance for employees to gain mutual respect and directly challenge stereotypes.

Age diversity education and training lends itself to individual employees contributing to the collective goal of collaboration and knowledge sharing. Effective implementation of education and training practices leads to increased communication and trust – factors essential to employees moving from misguided generational stereotypes toward recognizing and appreciating the value of individual skills and experiences contributing to the collective success of multigenerational teams.

           Don’t miss the final chapter in my 4-part blog series where I address conflict resolution – a key business practice in moving multigenerational workforce toward knowledge sharing – and wrap up this series….so stay tuned!

About the author: Ilene serves as director and special assistant to the dean of the Krieger School of Arts and Sciences at Johns Hopkins University (JHU). She is currently pursuing a Doctorate in Business Administration (DBA) from University of Maryland University College. Her research areas of interest include developing and managing high-performance teams; resolving interpersonal and team conflict; and establishing cohesive interdisciplinary teams.

 [1] Comperatore, E., & Nerone, F. (2008). Coping with different generations in the workplace. Journal of Business & Economics Research, 6(6), 15-29.

[2] Cassata, C. (2014). Generational melting pot. OfficePro, 8-11.

[3], 4 White, M. (2011). Rethinking generation gaps in the workplace: Focus on shared values. Retrieved February, 10, 2014.

[5] Blauth, C., McDaniel, J., Perrin, C., & Perrin, P. B. (2011). Age-based stereotypes: Silent killer of collaboration and productivity. Tampa, FL: AcheiveGlobal.

[6] Davis, M. H., Kraus, L. A., & Capobianco, S. (2009). Age differences in responses to conflict in the workplace. The International Journal of Aging and Human Development, 68(4), 339-355.

[7] Mackin, D. (2011). Three strategies to build collaboration across generations. American Management Association, 45-47.

[8] Kapoor, C., & Solomon, N. (2011). Understanding and managing generational differences in the workplace. Worldwide Hospitality and Tourism Themes, 3(4), 308-318.

[9] Salahuddin, M. M. (2010). Generational differences impact on leadership style and organizational success. Journal of Diversity Management, 5(2), 1-6.

[10] Kicheva, T. (2017). Management of Employees from Different Generations-Challenge for Bulgarian Managers and HR Professionals. Journal Economic Alternatives, UNWE Publishing Complex, (1), 103-121.

[11] Hillman, D. R. (2014). Understanding multigenerational work-value conflict resolution. Journal of Workplace Behavioral Health, 29(3), 240-257.

[12] Avolio, B. J., Waldman, D. A., & Yammarino, F. J. (1991). Leading in the 1990s: The four I′ s of transformational leadership. Journal of European industrial training, 15(4).

[13] Hall, J., Johnson, S., Wysocki, A., & Kepner, K. (2002). Transformational leadership: The transformation of managers and associates. University of Florida IFAS Extension.