64 Business and training
<< Continued from page 63 generation assume that these workers are not as dedicated. Yet, Generation Xers are willing to develop their skill sets and take on challenges. Also, they are perceived as very adaptive to job instability in the postdownsizing environment.
• Millennials or Generation Yers. This group is the first global-centric generation, having come of age during the rapid growth of the internet and an increase in global terrorism. They are among the most resilient in navigating change, while deepening their appreciation for diversity and inclusion.
With significant gains in technology and an increase in educational programming during the 1990s, the Millennials are also the most educated generation of workers today. Additionally, they represent the most teamcentric generation since the Silents, as they grew up in a time where parents programmed much of their lives with sports, music, and recreational activities to keep them occupied while their Boomer parents focused on work. A major influence from Boomer parents is their willingness to work hard and set goals to achieve the lifestyle they want. They also share many of the common values of patriotism and family from the Silents era. At times, they can appear more demanding than previous generations.
Strategies for cross-generational leadership As these four generations continue to interact, companies can no longer assume that high pay and basic benefits will secure the top talent. As more Silents retire, Baby Boomers seek postretirement‘ careers’, Generation Xers demand challenging but balanced work assignments, and Millennials expect high perks in exchange for loyalty and technological savvy, leaders must find creative ways to recruit and retain talent. available in multiple formats( thus increasing the number of times you communicate a message), you’ ll ensure that you reach all workers. Silents and Baby Boomers may appreciate verbal communication about changes in policy or procedures, while Generation Xers and Millennials may prefer email, instant messages, or corporate broadcasts.
Conduct generational information sharing A great way to get people to work together across the generations is to provide them with an opportunity to educate each other about each generation’ s own history, characteristics, milestone events, culture, language, and norms. Rather than talking at your people, have representatives from each agebased generation put together programming to educate people and facilitate dialogue.
Make mentoring a constant As more experienced workers head towards retirement, develop strategies to ensure knowledge transfer and to capture organisational memory.
The more structure you can lend to your mentoring programme to create knowledge transfer the better. First, determine younger employees’ goals and developmental needs, and then pair them with older, more experienced employees to facilitate cross-organisational dialogue among generations.
Consider various mentoring models: one-on-one sessions, group programmes, and senior leadership discussion panels, as well as a‘ speed mentoring’ programme where employees sit across from company experts to ask questions. No matter what method you choose, making mentoring a part of the employment lifecycle will ensure that the company’ s history and knowledge continues from one generation to the next.
Re-energise your compensation and benefits Companies must approach compensation, benefits, and incentives in a way that satisfies the needs of each generation’ s unique perspectives, attitudes, and values about work. For example, as more people retire later in life, many will want more time off as opposed to increased compensation. Younger people may value more flexibility in their careers, like assignments that foster new skill sets they can apply later in their careers. Older workers may want research assignments and paid sabbaticals during which they can engage in learning programmes.
Many companies now offer on-site health facilities and nutritionists as part of their benefits packages, as well as flexible hours, alternate work schedules, and telecommuting.
Expand your communication strategies Most companies rely too heavily on one strategy for corporate communication. By making the same message
Train yourself and your managers to develop strong interpersonal skills to foster relationships with employees and each other. A leader’ s primary responsibility is to ensure that everyone in the organisation understands that working together is not negotiable. Create a respectful, open and inclusive environment where workers of all ages and cultural backgrounds can share who they are without fear of being judged,‘ fixed’, or changed.
Leaders should remain receptive to new ideas and provide constant feedback, working with managers and staff to shape the company’ s strategic vision. They should avoid projecting their own expectations about work and remain open to different perspectives based on generational attitudes. With the variety of multigenerational employees in today’ s workplace, companies can no longer abide by traditional rules of leadership and management. Organisations can achieve real strategic advantage by embracing the diversity among generations to create a flexible work environment that values all people and keeps them productive, regardless of age. PA
November 2016 Volume 22 I Number 9 www. plumbingafrica. co. za