Managing a Multi-Generational Workforce Professional Organization


Managing a Multi-Generational Workforce

Created: June 11, 2009 | Professional Organization | Members: 8,257

As you know, managing multiple generations is challenging. But not managing them properly is a sure-fire way to bring your company’s progress to a screeching halt. Do you really want to deal with misunderstood communication and the mistakes it breeds? Do you want to lose valuable input from talented employees? How do you feel about high-volume turnover? Those employees newer to the workplace often feel that leaders focus on their lack of experience and don’t appreciate their efforts, while more mature generations can feel that newer employees lack respect and a traditional work ethic. Though the values and attitudes of each group can vary greatly, you don’t want to promote misconceptions, biases, and inherent conflict. If you aren’t putting any effort into finding and working with the unique strengths of each generation, you’re missing out. What can I do? Group members will identify the needs and motivations of different generations in your workplace so that we can better understand the dynamics about managing a multi-generational workplace. Also learn to use leadership skills to create and sustain a culture that not only brings people of all ages into your workplace, but keeps them there.

*If you are on “linked in” think about joining this group.  The forum is so supportive and the writings are exceptional and both can be helpful to your business or organization.

Here is an article that one of the contributors in the group shared.

 1.  “Age and Thinking Big” 

Thought…A Person’s ideas and observations will be evaluated on their own merits. A Person’s thoughts on thinking “Big” can shed a whole new light on our journey. The definition of the word and meaning of “Age” is a topic that must be discussed, then discussion of age by itself can develop into being moot as it is not our age moreover, the uniqueness of each person and his or her diversity and individuality that can play a greater asset to the team when discussion or chatting takes place.  Please read about Cramer’s Cube and his commentary on Creating a Generational-Friendly Framework and the role that age plays in it. > Creating a Generational-Friendly Framework is an operating framework, which meets this sensible objective, is Cramer’s Cube. It is structured in a manner that enables everyone to maintain his or her uniqueness and individuality without feeling the pressure to accommodate the others on the team. Each person’s generational uniqueness is not tempered. It is not allowed to be. The uniqueness of each person, which is embodied in his or her diversity and individuality, is the greatest asset that each will bring into the team. This includes generational diversity. In the operating environment of Cramer’s Cube generational diversity does not need to be discussed. It need only be applied. Some people may feel that this simply avoids a topic that needs to be discussed and resolved. However, think of it in a different context. When groups of people begin to work as a team they avoid discussing many topics that provide no value. If discussed, some of these topics may prove to be distracting or destructive. For example, do we need to put our intellectual credentials on the table so that the rest of the team knows how much credence to give to our inputs? No. Our intellect will be manifested in a pragmatic manner. A person’s ideas and observations will be evaluated on their own merits, not the intellectual credentials of the presenter. In a similar manner, the unique qualities embodied in generational diversity can be effectively and dramatically applied without needing to resolve the generation gap. The methodology of Cramer’s Cube makes that requirement moot.

Please visit…..  above where this excerpt id taken from … Let’s ask ourselves ….Are We Communicating Effectively? We are ALL Members of This Diversity Group.    Another article by Cramer Entitled: Baby-Boomer Retirements: Pending Doom or Making Room? Talent Management – Workforce Performance Solutions December 2005 By Vincent M. Cramer Transfer of Knowledge Why the rush to retire?   It says…We are living longer, healthier and more active lives. Two factors that affect quality of life are the financial means to enjoy life and the opportunity to be valued. As William James said, “The deepest principle of human nature is the craving to be appreciated.” It is important that the younger employees take the wisdom and experience that the “gray” workers can provide. This is accomplished by transferring knowledge effectively. To launch a knowledge-transfer initiative, a collaborative decision-making process must be put into place to enable individual skills and insights to permeate the team. By osmosis, the experience of the baby boomer employees spreads throughout the organization. Conversely, the insights of the younger, more diverse workers influence the baby boomers.

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