April 2008

Managing a Multigenerational Workforce By Carol A. Hacker

Looking for a challenge? Try managing a multigenerational workforce. It’s one many business owners and managers face. Employees from Generations X and Y, baby boomers and seniors all contribute to your garden center’s population. But what do they have to do with your business and its success? Everything! They represent the four major generations that are employed today, and you rely on them to keep you in business.

Every generation has some unique motivational differences that may be a reason for concern. On the other hand, these four groups have many things in common: For example, they all want to be appreciated for the work they do. The differences lie in the things they want for themselves, both personally and professionally. The more you understand each of these generations and what sets them apart, the easier your job will be.

It’s important to keep in mind as you read this article that I’m making generalizations. People are different, and not everyone will fit the description of each age group. There are always exceptions. But research has shown that people in each of these groups tend to fall into one of these categories. See if you agree.

Generation Defined

Seniors. Some of you either fall into this group of more than 52 million people, or employ them. Born between 1922 and 1942, they are defined by common events including World War II, the Korean War, the creation of labor unions and the Golden Age of Radio. This generation survived the Great Depression. They are a hardy bunch of dedicated, hardworking and honorable people who traditionally respect authority. Most are conservative spenders and may still not fully understand computers and technology; some simply don’t want to know and will tell you so. Many of them are working for extra income or because they found retirement boring.

Baby boomers. The “boomers” are the largest group of the major four. They account for roughly 78 million people born between 1943 and 1960. They are defined by events and issues such as the Civil Rights Movement, the Space Race, women’s liberation and the Vietnam War. This group is driven! They are generally optimistic, concerned with health and wellness, and willing to go above and beyond when needed.

They are part of the “brain drain,” which experts say will accelerate as baby boomers age. The U.S. Government Accountability Office says 50 percent of today’s workforce will be gone within 10 years. It’s estimated that half of the 3.2 million leading-edge baby boomers who will turn 62 in 2008 will take early retirement. Businesses are starting to take steps to recruit and retain older workers because they are dedicated, skilled and can be trusted.

Generation X. Born between 1961 and 1980, this group of about 70 million is defined by high divorce rates among their parents, the AIDS epidemic, the “Just Say No” antidrug campaign and the Challenger disaster. They tend to be risk-taking, independent-thinking, self-reliant and practical people. They also expect to have fun at work!

Generation Y. “Gen Y” is made up of about 70 million people born after 1980. This population is still growing in size. Defined by the Internet, school violence and reality TV, they tend to seek immediate gratification. They hate being micromanaged. They are optimistic and have confidence in their ability to learn quickly. They demand perks and recognition from their employer, and if they don’t get these things, they often quit!

Your challenge is clear: How will you successfully lead and manage each of these generations? But the solution is not as clear. Your job is to hire and manage people from each of these groups. If you are a senior or baby boomer who owns or manages a business, you may even be experiencing what’s been called the “generational jitters.” The answer lies in understanding who all of these people really are and what makes them tick.

Understanding Generation X

In managing Gen X, be aware that this group knows that many seniors and boomers are highly critical of them. Their work ethic tends to differ from that of older adults. Their strengths lie in their technical skills and thirst for knowledge. Traditional methods of supervision will quickly turn them off. Many employees of this generation are motivated by the following:

• A manager who earns — not demands — their respect.
• Freedom to challenge authority.
• Being part of a motivated and committed team of people.
• Opportunities for advancement based upon work performance.
• Personal satisfaction with the job.
• Plenty of opportunities to learn new things.

Generation X is determined to make a difference. They enjoy working on teams with teammates they respect. They also expect to be meaningfully rewarded for their accomplishments. They tend to set high goals for their personal financial success and are starting to realize that it won’t happen overnight. Many have taken second or even third jobs to supplement their regular incomes.

What Can You Do to Motivate Them?

If you want to keep Gen X motivated to stick with you for the long haul, there are several things you can do to help promote longevity with your business.

• Offer work incentives that your competition can’t offer, either because they don’t want to or don’t know how. A flexible work schedule is usually high on Generation X’s list of “wants.”
• To learn even more about what incentives they value, ask them. Don’t make decisions for them. Don’t assume you know. Gen X employees have their own ideas concerning incentives. Another mug or cap with the store’s logo on it may not cut it!
• If you want to keep them happy, provide interesting training opportunities. Never bore them. They won’t stay with you if they’re not learning. They’ll go somewhere they have opportunities to learn and grow with the business.
• Generation X has a short attention span, but they have stamina and energy, as well as a good understanding of computers and the Internet.
• Don’t give the impression that you are out of step or that you are still living in the 20th century. This generation is on the leading edge, and they expect you to be too!

Understanding Generation Y

Generation Y is the fourth generation of employees. And herein lies the challenge for many owners and managers. Most of the Gen Y population held minimum-wage jobs until 2005 because of their youth and inexperience. But money is important to them, and they got tired of working for “peanuts.” They are also seeking non-financial rewards. It’s interesting that this group is accustomed to being taken care of by their parents and teachers. Many of their parents have enrolled them in music and dance lessons, sporting events, Boy Scouts or Girl Scouts, and other extracurricular activities. In short, their lives have been planned and managed for them since birth.

In addition, this generation is sometimes viewed as gutsy and outspoken. They are often in a job for only a few months and already want to know when they are getting a raise or promotion. Does this sound familiar? This is what some of you are facing.

One of the challenges in managing this generation is job retention and earning their loyalty. If their hearts are not in it, some will think nothing of walking away from an employer even though you’ve invested time and money in training them. Generation Y is typically motivated by the following:

• Individualized praise and rec- ognition for a job well done.
• More responsibility as a reward.
• A flexible schedule.
• Meaningful work.
• Being treated as adults.
• Respect from their supervi- sors and peers.
• Constructive criticism.

Managing Gen Y can be a challenge, especially if you’re part of one of the older generations. At times you may even feel like you’re overseeing the work activities of your own children or grandchildren. That may not be what you had in mind when you hired them. However, research and experience has proven that mentoring Gen Y is an effective technique, especially if a senior or boomer is the mentor. Older adults tend to be viewed by Gen Y as intelligent due to age and life experiences. Gen Y and the seniors and boomers are often more compatible than you might think.

What Can You Do to Motivate Them?

• Get to know them, understand them and appreciate them for who they are and what they bring to the job.
• Define expectations; leave nothing to chance. Make sure they know what you want from them.
• Mentor those who are open to the idea. Consider setting up a formal workplace mentoring program.
• Get them working in teams. Help them understand the benefit of collective thinking and teamwork.
• Capitalize on their zest for learning. Provide opportunities to try new things and encourage calculated risk-taking.
• Communicate at every opportunity. Don’t assume anything. Gen Y is used to being in contact with people. They are the cell-phone generation. You can always reach them if you need to. Keep them informed when it comes to work-related issues.
• Satisfy their need for change and more responsibility by giving them an opportunity to do something they wouldn’t normally do during a typical day.
• Don’t disregard their opinions just because they are young. Get used to recognizing talent in all of your employees, regardless of their age.

When Gen X or Gen Y Is in Charge

Let’s flip the coin. You are a younger owner or manager responsible for hiring and supervising the activities of seniors and boomers, among others. They are more than twice your age and possibly old enough to be your parents or grandparents. You’re thinking, “How am I ever going to be their boss?” and “Where do I begin?”

Effectively Managing Older Workers. Begin with understanding that people are people. The conflict may lie in the different ways of thinking typically associated with each group. Gen X and Gen Y want it — and they want it now — whereas seniors and boomers worked hard and long for what they have and believe the younger generation should do the same. Older workers may not like working for a young owner or manager, but many were brought up to respect authority. Many seniors and boomers are actually quite easy to manage. Give them an assignment they view as worthwhile, and they will get it done. Many will even come back to you and ask for more work.

Here are some pointers on how to effectively manage an older workforce:

Ask for their advice. They may even have some exceptionally helpful ideas to share.

No one wants to work for a dictator: The most successful owners and managers get their employees involved in decision-making.

Maturity as a result of life experiences is another plus. More often than not, the problem is related to the insecurity of the owner or manager when it comes to supervising an older adult. Gen X and Y often see themselves as smart and street-smart. They may find it frustrating that seniors and boomers don’t know as much as they do about certain things. However, don’t take it personally if you are an older adult and are open to learning new things. The old saying that you can’t teach an old dog new tricks is a bunch of nonsense!

Involve your older, more experienced employees in interviewing applicants for job openings. As with anyone who is asked to do this important work, make sure they know what to ask and what not to ask, as well as what to expect during the interview. Set a goal to make them valued members of your recruiting team.

Recognize that many older employees have a lot to offer in experience and skill. As with any employee, don’t make the mistake of underutilizing them because you don’t understand what they can bring to the table.

Smart Business Sense

Most employers are hiring and managing a multigenerational workforce because they have little choice. The more you know and are willing to accept about each generation, the more successful you will be. Trying to convert employees to your generation’s way of thinking is usually a losing battle. You are a professional with a business to run. This article only touches the tip of the iceberg in explaining the differences between generations and how to manage them. There are plenty of books and articles on this subject. I encourage you to read more. But most importantly, get to know your employees as individuals, not as just another person on your payroll.