Managing Multigenerational Workforces

Friday, December 07, 2012

Writing for the Tampa Bay Times on November 21, 2011, Marie Stempinski noted several attributes identified with Baby Boomers, Generation X, and Generation X (Millennial) which have a direct impact upon workforce dynamics. In her Times article, Stempinski focuses on the uniqueness of each generation as well as their interplay.

• Baby Boomers (1946 - 1964), many are remaining in the
   workforce due to financial reasons, because want to work,
   and they actually like what they are doing. Many may
   continue to work into their 70’s and possible beyond.
   Boomers are frequently the most loyal and knowledgeable
   employees in an organization’s labor force.

• Generation X, (1965 - 1976), they are often middle managers,
   hard workers, unique, want to learn new technology. Sometimes
   they can be distrustful and skeptical about the future. They are
   seeking a work-life balance.

• Generation Y (Millennials) (1977 - 1992), they challenge the
   status quo, they are team orientated, they want their input
   and their technology abilities to be recognized and compensated.
   They often distrust large organizations. They expect to make
   numerous job changes in their life in an effort to find a work-life
   balance.

The challenge for organizations is to integrate these three generations into a functioning, yet diverse labor force, making the optimum use of each groups’ skill sets.

In a 2007 publication by AARP, “Leading a Multigenerational Workforce”, prepared by Susan A. Murphy, PhD, of Claire Raines Associates, the author explores the impact of the developing multigenerational workforce. Murphy notes in the opening pages of the study that it is possible for 20 year olds to be working next to 70 year olds. Throughout her analysis, the differences, commonalities, assets, liabilities, myths, and realities of four generations are explored. The study identifies six guiding principles for managing a multigenerational workforce successfully:

1. Open a dialog around generational issues with the workforce.

2. Ask workers about their requirements and preferences.

3. Propose options, alternatives, and offer suggestions.

4. As a manager, style should be tailored to individual workers.

5. Build on the interplay of the strengths of each generation.

6. Practice a diverse set of viewpoints.

Why the concern ourselves with managing a multigenerational workforce? The simple answer is the ongoing demand for talent. Most organizations have a huge investment in its labor force. That investment is comprised of knowledge, skills, and abilities. Regardless of which generational segment is discussed, the demand and competition for top talent is not going to let up. While the workplace has seen astronomical advancements in technology, someone has to conceive, design, build, deploy, and maintain that technology. The current workforce has increasingly moved from an analog world into a digital domain and along the way acquired the talent to make today’s work environment the most productive in history. Attracting, retaining, and motivating an organization’s multigenerational talent may well make the difference between the success or failure of an establishment.