Multi-Generational workforce – Does it really have an impact on the organization

Today's workforce is consisting of four main generations, Baby boomers, Generation X, Generation Y and Generation Z. These four generations are segregated based on the born year and it is said that each group share the same qualities, requirements and working patterns based on the life experiences they took. Their personal values, communication styles, how they approach work, language and perception of each other may vary from each group. To effectively manage and recruit a multigenerational workforce it is important to be aware of these characteristics as these make conflicts in the workplace (Dwyer, 2009). Hence managing these four groups’ needs as per their group requirements and carefully designing the interactions between four groups to achieve organizational goals as one team will be one of the future challenges for human resource management.

According to Dwyer (2009) and Gabrielova and Buchko (2021) below Figure 1 summarize the different age cohorts in today’s workforce.

 

                                  Figure 1 – Summary of generational groups (Author developed)

Let’s look at the characteristics of each generation type in detail as per Dwyer (2009), Iden (2016), Gabrielova and Buchko (2021) and Sessoms-Penny.

a. Baby Boomer

Having the concept of equal pay for equal work, workaholics, are willing to give up the work-life balance for their careers, focus on teamwork, prefer efficient communication either face to face or by telephone and committed to company loyalty They perceive as key to the success is paying your dues to the organization.

b. Generation X

Inspired by diversity, resourceful and independent thinkers, have a high value on work-life balance, have better personal time management, demonstrated flexibility, welcome change, drive outcomes drawn from facts rather than emotions. Less company loyal than boomers, place a high value on personal goals and professionalism, change careers or jobs to get a quality of life. Appreciate honest and respectful feedback from managers.

c. Generation Y (Millennials)

Represent the largest group of workers in the current workforce. Competitive, achievement-driven, may prefer multiple job movements, risk-takers, work should be meaningful but spend non-value-added time on meetings as well. They want leaders who will challenge them, develop them, and value them. They contribute to social change both inside and outside the organization. Prefer organizations that promote flexible and remote work schedules and promote healthy work-life balance.

d. Generation Z

Achievement driven, desire on-going professional development, require constant feedback, competitive, have less social interaction, desire balanced work-life, value their independence, prefer to communicate using technology and risk aversion. Like working with millennial managers and anything generating new technologies.

With above mentioned distinctive characteristics belonging to each group, organizations face issues such as a decrease in long term employment relationships, finding skilled workers when Gen X and Boomers are not attracted and retained, resistance to change by boomers or perceived by millennials as they are resistant to change, job dissatisfaction, disengagement, workplace stress and turnover. From a leadership perspective, Millennial managers should earn the respect of Gen X and Boomers and trust them rather than supervise them. More time and skill are needed in supervisory roles to deal with the above-mentioned issues and represent the face of the organization. (Sessoms-Penny), (Dwyer, 2009), (Iden ,2016)

HR needs to revise its strategies in recruitment, retention, and development to integrate a multigenerational workforce into the work environment. In doing so below are a few strategies they can use to manage the needs of the four groups and manage the interactions between the same as mentioned in Sessoms-Penny, Dwyer (2009), Iden (2016), Buchko and Gabrielova (2021).

1. Manage the needs of the four groups

Use of change management and learning and development for turning boomers into a technology-able workforce. Introducing an open-door policy for all the leaders including HR. For all the generations fair pay, personal and professional development, recognition, coaching and mentoring, and timely feedback. Development of social skills for Gen Z employees and organizing team-building events as they lack social interactions. For leaders, training and development on leadership and supervision skills, communication skills, technological skills, planning and organizational skills, problem-solving skills, creativity skills, and critical thinking skills to face dynamic growth in the organization due to a multigenerational workforce.

2.  Managing the interactions between four groups

Training programs designed considering different learning styles of each generation to make them aware of the different generations, their values and work ethics so that it will become part of work culture, provide team sessions and regularly connects, employee engagement activities.

As opposed to above mentioned multigenerational theory Parry and Urwin (2021) state that year of birth alone cannot determine the characteristics of a people or group of a people and thus it will lead to age discrimination. Hence more research is needed in order to discard or accept categories based on year of birth.

 

References

Dwyer, R.J., 2009. Prepare for the impact of the multi‐generational workforce!. Transforming Government: People, process and policy. Available from https://www.researchgate.net/profile/Rocky-Dwyer/publication/235274451_Prepare_for_the_impact_of_the_multi-generational_workforce/links/5572d50308ae75215868ce1c/Prepare-for-the-impact-of-the-multi-generational-workforce.pdf [Accessed 13 April 2022].

Gabrielova, K. and Buchko, A.A., 2021. Here comes Generation Z: Millennials as managers. Business Horizons, 64(4), pp.489-499. Available from https://www.sciencedirect.com/science/article/abs/pii/S000768132100015X [Accessed 13 April 2022].

Iden, R., 2016. Strategies for managing a multigenerational workforce (Doctoral dissertation, Walden University). Available from https://scholarworks.waldenu.edu/cgi/viewcontent.cgi?article=3190&context=dissertations [Accessed 13 April 2022].

Parry, E. and Urwin, P., 2021. Generational categories: A broken basis for human resource management research and practice. Human Resource Management Journal, 31(4), pp.857-869. Available fromhttps://onlinelibrary.wiley.com/doi/pdfdirect/10.1111/1748-8583.12353 [Accessed 13 April 2022].

Sessoms-Penny, S.G., Collaborative and Strategic Planning to Meet the Needs of a Multigenerational Workforce and the Organization. Available from https://www.phoenix.edu/content/dam/altcloud/career-institute/White%20Paper-Generations-%20Sessoms-Penny%20Formatted.pdf [Accessed 13 April 2022].