Order ID | 53563633773 |
Type | Essay |
Writer Level | Masters |
Style | APA |
Sources/References | 4 |
Perfect Number of Pages to Order | 5-10 Pages |
Multiple Generational Challenges in the Workplace
Do you ever hear statements like… • The younger generation doesn’t have a strong work ethic.
You’ve undoubtedly heard all of them, and more, if you work with people. We have four separate generations in our workplace for the first time in history; some analysts claim there are five. We’ve never had more than two, and occasionally three, but never four. And this poses an intriguing, if difficult, conundrum for us: how can we have such disparate viewpoints and experiences while being focused and devoted to a similar goal?
The solution, like any difficulty, is not simple, but it is well worth the effort. Understanding the existing situation is the first step. Who are the generations that are now employed in our industry?
They go by many names according to different specialists and writers, and there are several varieties, but the features are essentially the same. I most identify with Thom Ranier and Gary McIntosh’s “Four Generations” approach, which includes:
Those who were born between 1910 and 1945 are known as builders.
Boomers are people who were born between 1946 and 1964.
Busters (also known as Generation X) are people who were born between 1965 and 1984.
Bridgers (also known as Generation Y) are people who were born between 1984 and 2002.
Each generation contributes its unique perspectives, experiences, and value systems to the table, and each one must be recognized and acknowledged for what it provides. The problem arises, of course, when one generation’s contributions are significantly different from another’s, and neither can comprehend, much less value, the other. Let’s take a look at each one in turn.
The Builders are those aged 63 and over, and they now make up the smallest group. These are the traditionalists, who value hard effort and dedication, as well as commitment to a cause or a corporation. Their slogan is “whatever it takes,” and they will do exactly that to complete a task. Builders, on the other hand, like things to stay the the way they’ve always been; what works for them will work for others. They are uninterested in technology and are sluggish to see it as a benefit, let alone a requirement.
The Boomers (also known as Baby Boomers) are people who were born in the years after WWII. It’s commonly believed that there are two ‘waves’ of Boomers, each with its own set of features. But, in general, this is the generation that is dedicated to moving ahead, to giving their children a better life than they had. They were reared by parents who had to scrounge and save to get by during the Great Depression. The Baby Boomers feel that hard effort, education, and long hours may help them advance in their careers, which is vital to them. They believe in themselves and strive hard to overcome challenges. They, on the other hand, are more likely to embrace change if it helps them individually rather than ‘the whole.’ They have a reputation for being rebellious and for breaking the norms. This is the most powerful generation right now, with people between the ages of 44 and 62. As a result, they are considered to be in senior leadership positions. As a result, it’s crucial to emphasize that many corporations and organizations are today governed predominantly by Boomers.
The Busters are the generation on which experts argue the most regarding their age range, however they are now between the ages of 24-43. Busters value connections above everything else, and maintaining and safeguarding important relationships will take precedence over most other considerations. That is far more essential to them than, say, output or completing a large assignment. They do not, however, always hold business executives in high regard, particularly when they make judgments that do not appear to appreciate individuals.
The Bridgers are people in the workforce who are under the age of 24, i.e., those who have recently graduated from college, are still in college, or are not planning to attend college. This cohort has grown up in the computer age and is your most technologically savvy group. With their extensive understanding of the internet, they have access to information at all times. They haven’t had to do much planning or figuring things out on their own because of this, and they’re used to being bombarded with technological stimuli of some sort, so their capacity to work quietly and alone is restricted.
So, what’s the point? How might understanding the characteristics of the generations assist you in your role as a leader of all of them?
First and foremost, what is shown here is a smattering of information about each of them; much more is accessible from a variety of sources. Leaders of multigenerational teams should become well-versed in each generation’s values, strengths, and shortcomings. Discover what each individual need, how they define work, how they prepare for the future, and so on. Read what others have written; contact me for further information and training on the subject; and, most crucially, pose essential questions to each generation in your workplace and compare their responses.
Second, leaders must be aware that the Baby Boomers are going to embark on a huge departure. By 2018, 60 percent of our existing leadership will have left the company. As a result, it’s vital that deliberate succession planning takes place, and that existing leaders learn how to participate in knowledge management and transfer plans, which entails far more than simply producing a process manual.
Third, understand that each generation has some commonalities, such as the fact that none of us enjoy change, especially when it is forced upon us; the need of trust, regardless of generation; everyone wants to be treated with respect, and everyone wants to feel important to the bigger goal.
Fourth, when you have a better understanding of the generations you manage, customize your leadership approach. Builders, for example, like one-on-one attention; Boomers value prizes and recognition; Busters require constructive criticism; and Builders gain from mentorship ties. To’speak the same language,’ adjust your approach to each one. Build on each generation’s strengths while minimizing its flaws.
Finally, don’t encourage conformity by attempting to fit all generations into the same box. “Are the individuals who fit in best now the ones who will help the organization thrive tomorrow?” ask yourself. “What will the organization of future require?” “How can we, as leaders, ensure that we are prepared for the future?” The answers to those questions will provide you with a clear plan for using and celebrating the many generations in your organization.
Teresa Gilbert, also known as “The Emerging Leader’s Champion,” produces the weekly ezine “Emerging Leadership.” Get your FREE advice at [http://www.leaderschampion.com] if you’re ready to ascend to the top as a leader .com]
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