Reference no: EM132828605
CASE STUDY: MANAGING GENERATIONAL DIVERSITY IN THE WORKPLACEMOVE BEYOND SUPERFICIAL AWARENESS
Managing and responding to generational differences and challenges requires the same skills needed to deal with other diversity issues. This would include moving beyond superficial awareness, adapting communication styles, and effectively managing different needs and expectations.
Organizations need to move beyond a superficial awareness of the generational gap, and seek actions that attract and embrace the next generation. Members of Gen Y are not easily forced into the confines of pre-existing programmed. Instead, leaders must develop initiatives that embrace new employees, and train them on the values and expectations of the organization. It is equally important to listen to the ambitions and ideas of employees, and attempt to adapt their expectations to their work environment. If done well, the different generations will self-organize around issues, and create innovative ways to extend their contributions.
AGREE ON A COMMON SET OF GOALS AND OBJECTIVES
Organizations and leaders should awareness and communicate a common set of vision, mission, goals and objectives which allows everyone in the organization to understand exactly where their role and responsibilities fit within. A workforce that embraces inclusiveness, instead of tolerating generational differences, will tend to achieve higher productivity, and hence increased revenue.
ADAPT COMMUNICATION STYLES
Managing 'generational diversity' is only partly about knowledge; it is mostly about communication. It is the process of asking and engaging in more effective conversations within an organization as well as with clients that will help to piece the generational puzzle together.
REVIEW COMPENSATION AND BENEFITS STRUCTURE
Organizations that once embraced a "one size fits all" approach to rewards must shift gears as they consider the options provided to each generation of employees. Benefits in the areas of money and non-monetary incentives are viewed quite differently by employees of different generations.
DEVELOP FUTURE LEADERS WITH A MULTI-GENERATIONAL AND INCLUSIVE PERSPECTIVE
Leaders in even the most traditional organizations need to make room in their talent pipeline for successors who are not like themselves. In some organizations, building and nurturing a multi- generational workforce which includes Baby boomers, Gen X and Gen Y will be a critical challenge but it should be viewed as an opportunity to advance intergenerational diversity. In addition, progressive organizations should look at building leadership bench strength made up of people who are adaptable, innovative, and able to transfer their skills effectively across borders and cultures - critical traits for success in the global marketplace.
Source: Understanding and Leveraging Generational Diversity for Organizational success, Kelly services.
QUESTIONS.
- Why is it important to consider that generation gaps are not merely superficial?
- How can managers deal with younger generations like Gen Y at the workplace?
- What is the implication behind developing future leaders with a multi-generational and inclusive perspective?
- How challenging is it to achieve this perspective?