For effective management, generational conflict is not problem
Is there a generational conflict in the workplace or is it an excuse for ineffective management that is unable to create an optimal corporate culture in which all participants in business processes are interested in joint action and the final result, regardless of their differences, including generational ones.The idea that each generation differs from the previous one was first voiced by German sociologists in the 1920s. Americans William Strauss and Neil Howe developed the idea into the theory of generations. There are supporters and critics of the theory of generations. We will not go into discussions about its scientific validity, but we will note the following: although the time of formation influences a person, social origin, environment and individual experience influence much more than the year of birth. So representatives of one generation certainly cannot be the same. At the same time, thanks to this theory, we can observe the general characteristics of large groups.
Every generation is an irreplaceable asset to the company
In a modern office, 4-5 generations coexist: representatives of the silent generation (1928-1942), baby boomers (1943-1962), generation X (1963-1981), millennials (1982-2000), and zoomers (2001-2016)*. They are all different from each other: they were born in different historical periods, were brought up on different examples, developed different ways of communicating, have different understanding of the importance of modern technologies, have different experience and knowledge, but they all represent an irreplaceable asset to the company. Recognizing age, competencies, and related differences helps a manager understand and identify the elements of motivation for each generation. An effective manager creates a company culture that not only accepts generational diversity, but uses it as an advantage.
*Since there are no standardized time boundaries for each generation and they vary from country to country, this publication uses the time frames proposed for the post-Soviet space.
Elements of motivation of different generations
Build collaborative relationships. A collaborative approach works well when managing employees of any age, and you don't have to accept all their advice, but you do have to listen to their opinions and suggestions for solving work issues.
Know your employees. Know the demographics of your current and prospective employees to understand what they expect from work: each generation has different expectations. Find out what is important to different groups of employees? What can you do to attract younger or more experienced workers?
Rethink your recruitment strategy. In published vacancies, abandon age restrictions, exclude wording that ties the announced position to work experience. Instead, focus on the competencies that a potential candidate needs for the job. This will expand the circle of interested specialists and attract valuable personnel to the team.
Optimize communication channels. Develop an effective communication strategy that will include corporate recommendations on how to convey information. For quick clarification of specific information, it is more rational to use chats and messengers, for long discussions and debates - communication on online platforms or in person.
Standardize your communication method. Use electronic forms for common interactions. When everyone fills out a form, there is no misunderstanding about who said what or who approved what. Forms can accommodate generational preferences for using certain technologies by allowing approval virtual phone number service via an app, email, or the web.
Create opportunities for intergenerational mentoring. Reverse or peer mentoring programs, where younger employees are paired with more experienced ones to work on specific business challenges, usually technology-related, are becoming increasingly common in many offices. The younger person, a digital native who grew up with the Internet, teaches the older employee, a digital immigrant, how social media can help achieve business results, for example. At the same time, the more experienced employee shares his or her institutional knowledge and professional experience with the younger one. Peers learn more from each other than they do from formal training, so encourage and build a culture of mentoring across age groups.
Implement retraining and upskilling programs. In the era of rapid turnover of professions, technologies and constant demand for relevant knowledge and skills, every professional, regardless of age, needs an additional set of new competencies for work in order to be a valuable employee for the company and remain in demand in the labor market. Encourage employees to acquire new knowledge and skills, develop internal reskilling and upskilling programs. This will allow you to form and retain your own strong team capable of successfully solving business problems.
Create synergy. Rather than favoring one generation over another, recognize and value each employee’s uniqueness and provide opportunities to create and strengthen the synergy that comes from intergenerational team members. When engaging employees in business process improvement initiatives, encourage members of Generation Z, for example, to map out business processes to ensure they are as simple, logical, and consistent as possible, while millennials are better suited to expense reporting, invoice approvals, purchases, and contracts.
Improve your EVP (employer value proposition). Consider what stage of life your employees are at and what their needs are. For example, young people, who are usually not burdened with family obligations, are more often motivated by new opportunities, gaining new knowledge, and ambitious projects. Employees aged 30–40, on the contrary, often have children and loans, need flexible work hours, financial incentives, and career advancement. Employees at the end of their careers are probably not as interested in training, but they value interesting work, social security, and a balance between rest and work. Understanding the characteristics of age groups helps to form an optimal EVP and determine the best ways to manage and motivate your team.
Maintain communication outside the office. Communication in an informal setting gives employees of different generations the opportunity to learn more about each other, their hobbies, and interests. In the process of such interaction, new connections are formed based on a common hobby, interests, similar life situations, etc. Such a type of joint activity as volunteer assistance or participation in sports events is very unifying.
Formation of corporate culture
Integrating different generations and creating an effective team is not an easy task for a manager. However, forming a corporate culture based on respect and tolerance, accepting the differences between generations and the ability to find common ground that unites them will greatly contribute to the effective implementation of the tasks facing the business.
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