Making age differences work at work
By Kelly Services
Despite any sweeping changes that recent economic challenges have brought to the U.S. business landscape, many dynamics remain the same. Time passes, eventually to a brighter future. And with it, the generational shift in our workplace marches on revolutionizing the way we all work together.
Most everyone recognizes the three main generations in the American workplace today: Gen Y (18-29), Gen X (30-47) and baby boomers (48-65). We understand that each age group brings a different perspective, its own unique expectations and its own culture. But how does this generational mix really affect our day-to-day affairs? And how can employers effectively manage a work force across multiple generations, with differing opinions and conflicting styles of communication?
No matter the age bracket — to attract and motivate the best talent available today, companies must communicate a value proposition and actively engage employees in their work. But there are some key factors that managers should address in juggling their needs, according to the latest findings from a recent international workplace survey by Kelly Services.
Understanding the differences
The study concludes that differences in communication style and attitudes toward rewards are key factors that managers should address when addressing the needs of the three main generations. The Kelly Global Work Force Index obtained the views of nearly 100,000 people in 34 countries, including more than 13,000 across the United States.
When receiving rewards and bonuses, the younger workers of Gen Y largely prefer cash payments, while many older workers opt for nonmonetary rewards such as time off work and training opportunities. Baby boomers tend to be the most tolerant of generational differences. That group was also the most positive about the benefits to productivity of diverse input spanning all generations of the work force.
Recognizing the needs and preferences of employees from different generations, cultures and life stages will go a long way toward ensuring that they are effectively engaged. Mike Webster, Kelly Services executive vice president and general manager, says that generational differences can sometimes cause friction between employees, but may not be as difficult to manage as is often imagined.
Leveraging the similarities
“A range of views and opinions from different perspectives is more likely to produce creative and innovative approaches. It is worth recognizing the differences in people’s needs at different stages of their life and career in order to best manage a range of age groups in today’s workplace,” Webster says.
The survey discovered that although Gen Y is increasingly using instant messaging, all generations overwhelmingly prefer face-to‐face discussion when communicating with colleagues, over any written or electronic formats. And workers share more common ground than they tend to think.
All age groups across the spectrum readily acknowledge that age‐related differences affect the way people go about their work. But most are willing to bridge any perceived gaps — with 72 percent saying they adapt their communication styles when dealing with colleagues from a different generation. Key findings from the U.S. show:
· Workers in the South are the most positive about the workplace benefits of generational differences, and those in the Midwest are the least.
· Respondents in the Northeast are the most concerned about the way they are being managed and rewarded.
· In the West, the greatest incidence of generational conflict in the workplace occurs among Gen X.
Bridging the gap
Baby boomers say they understand the generational differences better than their younger counterparts in Gen Y or Gen X. Yet across all age groups, the survey concluded that 39 percent of U.S. respondents actually think the differences among generations make the workplace more productive — whereas just 22 percent thought that they interfered with productivity. An additional 26 percent said they make no difference.
Webster says it is important that employers recognize and effectively manage the key differences among generations in order to achieve a harmonious balance and a productive work environment, concluding, “Managers who can juggle the generational differences and harness the benefits will have a great advantage over their competition.”
Kelly Services is a world leader in work-force management services and human resources solutions, providing employment to nearly 650,000 employees annuallywith skills including office services, accounting, engineering, information technology, law, science, marketing, creative services, light industrial, education and health care. For more information, please visit www.kellyservices.com.