posted 10-16-2001 12:19               

From Leverage Points 18
(posted by admin-RW)

Do you want to improve productivity and morale in your organization? You might do well to address the "generation gap" in your workplace. In many organizations, four generations of employees are working side-by-side-with varying degrees of comfort. In particular, Baby Boomers (born between 1944 and 1961) and Generation Xers (born between 1961 and 1980) often find it difficult to work together, but Generation Next (born after 1980) and Veterans (born between 1922 and 1943) can also feel frustrated.

Some Boomers consider their younger counterparts unmotivated slackers with poor work habits. They themselves like task-oriented projects and seek praise and recognition. Many Gen Xers complain that their older colleagues are workaholic, technophobic bureaucrats. They prefer flexible schedules, mentoring, and interesting work. Nexters have similar goals but seek more direction. Veterans respond best to personal contact and strong leadership.

How can leaders successfully manage this diverse workforce? According to human resources professionals, they must understand the experiences, goals, and expectations of each group and adapt their supervisory styles and tailor work assignments accordingly. For instance, successful managers leverage Veterans' vast experience, rely on Boomers' attention to detail, capitalize on Gen Xers' ease at multi-tasking, and turn to Nexters for out-of-the-box thinking. Some U.S. government agencies have developed "mutual mentoring" programs, in which seasoned managers and new hires share knowledge in their areas of expertise. While it's always important to value people's individual qualities regardless of generational differences, by understanding what each age group needs in order to thrive, managers can create optimal working conditions for all employees.

Source: Marcela Kogan, "Federal Managers Work to Bridge Workplace Generation Gap," GovExec.com, August 31, 2001