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Days of Our Lives: Lexie meets Marlo - Part 1 (2000)

Generations in the Workplace: A Brief Strategic Overview

In the increasingly diverse workplace, an unexpected form of diversity is creating a challenge for both the private and public sector organizations. The increased life expectancy and postponement of retirement has broadened the age spectrum in the workplace setting.  Persons born and raised during the great depression are co-workers with persons who have always had color television, cable and computers.  With all of this, there may be a 60 year age difference between the oldest workers and youngest workers in an organization.  The interactions of the four main generations in the workforce, the Traditionalists, or Silent generation; the Baby Boomers, the Gen X'ers, and the Millennials, have caused a questioning of traditional expectations and ideas for creating a harmonious group.  The tests in a generational diverse workplace represent a challenge leaders and managers in creating a cohesive team.  By addressing the different values, motivations, and behaviors associated with each generation, administrators have interesting opportunities for innovation and growth for their organization in daily operations as well as succession planning.

For the leaders in an organization facing a multigenerational workforce, there are a myriad of approaches that may meet the issues and concerns raised.  Here are three broad recommendations based on information gathered from subject area experts and human resource professionals.

First, and most urgently, leaders must plan for the future and begin to develop their succession plan to effectively address concerns of a large group retiring or scaling back involvement in the workplace.   This is a time for leaders and human resources to work together in planning for succession formally and informally.  This can include a mentoring program or a more modern approach as suggested by Paul Harris in his article, "Beware the Boomer Brain Drain."  In it, he suggests that companies begin to create a video archive so that the knowledge of older generations is preserved within an appropriate context.  The very process of doing this increases the depth of information for the entire company and organization.

Secondly, companies must also focus on training leaders and managers in address the behavioral challenges and differences.  In their book, When Generations Collide: Who  They Are.  Why They Clash. How to Solve the Generational Puzzle at Work., authors Lynne Lancaster and David Stillman address several areas in which it important to look at generational differences.  For instance, it is very important that managers and leaders are aware of differences when giving and receiving feedback.  Surrounding feedback is a  "clashpoint"- Traditionalists don't require a lot a feedback, for them "No news is good news",  Baby boomers prefer a formal, once a year evaluations, Gen X'ers want to know how they are doing now and Millennials want feedback at the push of a button- immediately.  The company must also make sure their organization's professional development policies and plans are offering each generation the training and opportunities they seek- in order to retain their quality employees.  Additionally, company leaders and managers need to address the differences between generational etiquette (Formal versus informal) as well as definitions of diversity.  Diversity goes beyond gender, race, or even generations.  It should include a diversity of skills and temperament.  (Lancaster & Stillman, 2002).

Finally, in addressing the developing and retention of a quality, multi generation workforce, it is important that companies offer a variety of incentives to encourage their varied employees.  In research addressed by E. Lynn Wieck, Jean Dole, and Sally Northam in their  article, "What Nurses Want: The Nurses Incentives Project", the authors found that there were differences in what boomers, X'ers and Millennials want as part of their benefits and rewards.  Despite the differences between the generations, overall, all wanted individualized, greater control over their work environment and benefits package.    "Attention to generational priorities and flexible benefits programs may help to create (a) cohesive work environment." (Wieck, Dols, & Northam, 2009, p. 174)

The interactions of the four main generations in the workforce, the Traditionalists, or Silent generation; the Baby Boomers, the Gen X'ers, and the Millennials, have caused a questioning of traditional expectations and ideas for creating a harmonious group.  By addressing the different values, motivations, and behaviors associated with each generation, leaders in the public and private sector have interesting opportunities for innovation and growth for their organization in daily operations as well as succession planning.

Harris, P. (2006, January). "Beware of the Boomer Brain Drain. T+D , 30-33.

Lancaster, L. C., & Stillman, D. (2002). When Generations Collide: Wh o They Are. Why They Clash. How to Solve the Generational Puzzle at Work. New York: HarperCollins.

Wieck, K. L., Dols, J., & Northam, S. (2009). What Nurses Want: The Nurse Incentives Project. Nursing Economic$ , 169-201.

About the Author

Marlo H. Walston is an educator. Marlo has worked in the field of early childhood for 17 years serving as a lead teacher,  director, education manager and principal.   An advocate for children and those who have chosen early childhood education as a career path, Marlo bases her dedication to the field on Kate Douglas Wiggin's observation that, "Every child born into the world is a new thought of God, an ever fresh and radiant possibility

She is a founding partner at Engaged Leadership Solutions.