How does a multi-generation workplace work for you?

WITH the coming of the millennials in the workplace, we are faced with colleagues or clients from different generations. Problems arise when one gets disappointed based on his own expectations on how work should be done.

The workplace is challenged to be flexible enough for the young. However, some ask why not just let them adjust to the policies that were set even before they came to the picture. Has this mix of generations become a problem to your business or have you have used it to your advantage?

Adrian Robles, a consultant in the areas of talent management, organization development and human resources development, has extensively studied how to effectively lead and manage a multi-generation workforce. He says that the first step is to understand the differences.

We asked our readers to send in their questions about leading a multi-generation workforce. Here, Robles shares his insights:

Q: What are the different generations? What are the distinguishing characteristics or traits of each generation?

A: Different generations are classified as Traditionalists, Baby Boomers, Gen Xs, or Gen Ys, as determined by the decade they were born. However, more than being overly concerned about the year of their birth, what we need to consider and understand are the major events that the people in each generation shares since their response to these major events have actually shaped their distinct beliefs and mindsets.

For example, the Gen Ys are mostly considered as “digital natives” and are generally perceived as impatient, only because they grew up in an era where everything is quick and easy.

Gen Xs, on the other hand, currently comprise the middle management positions and are usually good at using technology. However, this generation also grew up using encyclopedia and typewriters, hence, they are quick to decouple their dependence on technology from their ability to complete their work.

Despite these stereotypes, however, it is important that, in studying and understanding these discrete generations, we have to be wary about carelessly putting labels on people and making generalizations based on which generation someone belongs to. There are other equally significant factors such as personality traits, learning styles and family background that can also considerably contribute to how a person thinks, behaves or responds to situations.

Q: Why is there a need to talk about and understand a multigeneration workforce?

A: The goal of every effective leader is to develop and engage the best talents in their organization. Designing and implementing the best programs to ensure the attainment of this goal has always been a challenge, not just for HR but for every manager in the organization. Things get more complicated if one has a workplace demographics that span three or four generations, where new hires find themselves working with colleagues who belong to their parents’ generation. Having a deliberate conversation among leaders about the unique needs of each generation will help those involved gain a better perspective as they look at the current practices in their own organization and be more objective in evaluating their effectiveness.

Several articles have come out recently and most of them agree on the recommendation that all firms should let their programs and practices adapt to the working styles and motivation of the Gen Ys or, as others call them, Millennials. However, firms should be careful about falling into the trap of overreacting to these recommendations and immediately adjusting their programs and culture to address the need of the new workforce. Leaders should keep in mind that there are still other generations who are present in the workplace. Focusing solely on the needs of the young generation may eventually backfire, as the others   who belong to a different generation—most likely holding higher or more important roles in the organization—may feel demotivated, which may in turn affect their performance.

Q: What are some of the possible challenges brought about by a multi-generation workforce in the organization?

A: I regard this as a great opportunity rather than a challenge since we stand to benefit from the richness and breadth of ideas and perspectives that this highly-diverse workforce brings. What I consider to be a more serious concern, however, is the tendency for some leaders to impose their own beliefs and ‘mindsets’ on others. To be more specific, while most companies now subscribe to a ‘coaching and mentoring’ approach to employee development, the assigned coaches or the middle managers are more often than not from the Gen X. We can just begin to imagine the chaotic dynamics of a conversation that happens between a Gen Y mentee, who generally has a shorter-term perspective towards his career path in the organization and a Gen X mentor, who spent years or even decades of toil before achieving his or her current position.

So aside from the challenge of addressing the needs of each generation, leaders should start building a culture that will discourage ‘generation myopia,’ the tendency to impose on others what one believes is right within the frame of mind of one’s own generation.

(Adrian Robles will be the resource speaker for the professional workshop in “Leading and Managing a Multi-Generation Workforce” on Oct. 6-7, 2015 at the Inquirer Academy Building, Chino Roces Ave. corner Ponte St., Makati City. The professional workshop is organized by the Inquirer Academy and is ideal for business owners, managers, supervisors, department heads and HR professionals. To know more about the workshop or Robles, write [email protected] or call 8341557. Inquirer Academy is the learning center for professionals who want to get ahead, be ahead and contribute to society.)