The makeup of your team is very likely to change over time as people leave and new employees join your organisation. New team members are often young people, known as Generation Y, who may be at an early point in their careers. One of your key skills as a manager is to successfully integrate these new employees into the existing team, to ensure that everyone works well together. While it is important not to make generalisations about different age groups, there are some things you can do to manage a team of different generations of people more effectively, and get the most from everyone in your team.
Step away from the stereotypes
The various generations that managers will encounter in the workplace are often described as:
Baby Boomers (born c. 1947-1965)
Generation X (born c. 1966-1977)
Generation Y (born after 1978)
Generation Z (born from 1995 onwards)
These different age groups are commonly labelled with their own specific attributes, behaviours and attitudes which can be both positive and negative. For example, Baby Boomers have been described as resistant to learning new skills and lacking knowledge about new technologies. However, they often possess valuable tacit organisational knowledge and experience. By comparison, Generation X is viewed as independent, resourceful and self-reliant. However, they have sometimes been criticised for demanding creative input and lots of responsibility, as well as often having a lack of loyalty to their employer.
In particular, Gen Y has suffered from negative stereotyping, including the perception that they have low respect for authority, are highly focused on rewards and have unrealistic expectations of the workplace. Yet, Gen Y are thought to be generally good at coping with new situations and ideas. If they are engaged by what they do, they can be highly productive. Despite the differences between the generations, the characteristics of Gen Y are simply a consequence of being younger and at a different stage in their lives.
There are some broad differences that do exist between the generations in terms of their influences, motivators and expectations of work. However, managers should avoid making assumptions like those mentioned above and not stereotype their team members. Instead, each person should be treated as an individual based on their own merits. Take time to find out what each person needs and expects to be effective and feel fulfilled in their role. Maintaining a regular dialogue with each of your employees can help you do this.
Encourage your Gen Y employees to contribute
Great work and new ideas can come from employees of all ages. However, your Gen Y employees may sometimes lack the ability to communicate their suggestions and put forward ideas. This may be because they are more used to using technology to communicate than face-to-face meetings. Remember that face-to-face meetings are not the only way of highlighting individual achievements and gathering suggestions for ways of doing things better. You can use performance review meetings or one-to-one catch-ups to help all employees, particularly Gen Y, to put forward their ideas.
If you suspect you have a tendency to implement ideas from the same group of people, why not set up an anonymous suggestion box, to allow you to judge all ideas purely on their merits? You could also do this using a free online suggestion tool such as Suggestion Ox or Get Vetter, which may appeal more to your Gen Y employees and encourage them to get involved.
Think about progression
It’s important to ensure that you're offering fair opportunities for development, advancement and promotion across the generations.
One study into leadership advancement, by generation, conducted by the Research Center for Analytics and Behavioural Research (CABER) found that in the past five years 66% of Gen X leaders had 0-1 promotions, while 52% of Baby Boomers and 58% of Millennial leaders had enjoyed two or more promotions in the same timeframe.
This, the report suggests, may be because Baby Boomers are working longer, thereby reducing some promotional opportunities for Gen X leaders waiting in the wings. While Millennials may be benefitting from more focused development and support over time, and are also looking to play catch up on their careers after the impact of the financial crash.
Frustration and disaffection in Gen X employees could lead to a loss not only of talent, but knowledge from organisations. The CABER report suggests 40% of higher-level Gen X managers are considering leaving their organisation for the sake of their careers.
On the back of the report’s findings, report author Stephanie Neal suggests:
offering more external coaching and mentoring to Gen X employees to help with personal and career development
using data to reduce bias and challenge generational stereotypes in hiring and promotion decisions
Make the most of different knowledge and skill sets
With a multi-generational team managers can benefit from a wide range of skills and experience. When allocating tasks and project work, try to resist the temptation to group people of similar ages and outlooks together. Instead, aim to have a diverse range of ages working together in cross-generational teams to allow people to share what they know, and learn from each other’s experiences. Gen Y employees love to learn, so may be keen to gain experience by working alongside more experienced employees. You could take this one step further by setting up an informal mentoring programme, where your Baby Boomers or Generation X employees mentor Gen Y. Both parties may find this to be a rewarding experience!
Lastly, don’t make assumptions or generalisations when it comes to identifying people’s strengths and what they would like to work on. Instead, use your one-to-one time with each person wisely to establish their strengths, weaknesses, personal preferences and goals. You can then use these insights to put together more effective project groups.
Give regular feedback and praise
Different generations may have varying preferences when it comes to receiving feedback and praise from you. For Gen Y, getting a steady stream of feedback (both positive and constructive) is important. Gen Y are keen to get lots of feedback so that they can continue to develop their skills and progress their careers.
Regardless of whether you are a new or more experienced manager, getting into the habit of offering regular feedback and praise to all of your team members is a critical aspect of your role. Doing this ensures that everyone is aware of how well they are doing or what areas they need to improve in. Feedback also provides an opportunity for you to make clear your expectations for how work should be delivered, and to what standards.
If you don’t already do so, having weekly informal conversations with your team members is a good way of ‘checking in’ with them and discussing how their current work projects are going. You can also use this time to give praise where it is merited and identify areas where individuals may need your help or support. For example, an online feedback reporting tool such as 15five can help you to stay on top of the work successes, challenges and problems faced by each of your team members.
Deliver learning in a range of formats
When it comes to learning and development, different generations often have different learning preferences. For example, older employees may feel more comfortable with a more traditional, face-to-face approach to their learning. Gen Y often prefers collaborative and interactive activities. Gen Y may also have a stronger preference for online learning rather than structured, formal courses. To ensure different preferences for learning are catered for across your team, offer a range of approaches wherever possible. Asking team members for their views and experimenting with different learning options can help you decide on the most appropriate activities.
Consider different ways of working
While some older employees may be used to a 9 to 5 job, often in a set place of work, flexibility and work-life balance are often more important to Gen Y. Research has shown that Gen Y chooses greater workplace flexibility over financial reward. Gen Y is looking for increased flexibility in terms of their working hours. For example, 69% believe office attendance is unnecessary on a regular basis and 80% say they would like to work from home for up to 70% of the time.
When it comes to how Gen Y work, using technology can encourage collaboration and drive greater engagement and productivity. For example, collaborative online tools such as Yammer, Skype and Trello can boost communication and drive team-working, particularly where some members of the team may be working remotely.
From 30 June 2014, all employees (not just those with children or caring responsibilities) have the right to request flexible working after 26 weeks service. Given this, it may be a good idea to consider allowing some form of flexible working to enable employees to work and travel at a time that suits them best.
Remember that introducing workplace flexibility doesn’t have to be an ‘all or nothing’ scenario. It also makes sense to gather feedback from everyone in your team or department about which arrangements might work best for your particular team structure and culture. You can then test out the best options. That said, it is essential that everyone, regardless of age is given the opportunity to work flexibly or to work from home, should you choose to introduce this in your team.
Tackle conflict when it arises
As with any type of team, conflict can arise from time to time. When different ages groups work together, there is the potential for intergenerational tensions to affect the team. If problems are not addressed quickly, they can become much more serious. If there is a clash between older and younger team members, it is important to find out what is at the root of the problem. For example, it may simply be due to miscommunication or a personality clash, or it could be due to a lack of respect from one or another party.
Problems can often arise when different generations form inaccurate perceptions of each other, or where work preferences are in conflict. Asking team members to talk through their perceptions of each other in a non-judgemental way (with your support), can help to break down some of the barriers and encourage greater understanding of peoples’ needs and expectations. Focus on helping your team members understand the impact of any issue on the work of the team, rather than allowing differences to become personal. Ask them to come up with constructive suggestions for how work practices could be improved.
Build positive team relationships
Any team, but particularly one with people of different ages can benefit from the right kind of team building activities. These can help bring the team closer together. Team building can also promote better understanding of different outlooks and preferences, as well as highlighting some of the similarities and common interests amongst your employees, regardless of age.
It is a good idea to offer team building events and social activities which allow employees to get together and learn about each other in a relaxed way. Think about what types of things will appeal to everyone in your team. There are no hard and fast rules about what older and younger workers would prefer to do. Why not ask your team to come up with a number of suggestions which you can discuss and agree on the best option for everyone?
Summary
As a manager, it is important not to stereotype or make assumptions about the different age groups you manage. Although there is some evidence to support the idea that different generations have certain characteristics and attributes, you should always rely on your own direct observations about how each member of your team likes to work and what their individual motivations, expectations and preferences are. Building solid working relationships with your team based on frequent dialogue and developing understanding across the team can ensure that everyone is happy and able to work well together.
Reference:
Louise Mullan, 'Managing Baby Boomers at Work: Key Issues for Your Organisation', The Ashridge Business Blog (14 June 2014). Available at: http://www.ashridge-people.org.uk/managing-baby-boomers-at-work-key-issues-for-your-organisation/
Elwood Watson, 'Generation X: The Distinctive, Yet Often Obscured Generation', The Huffington Post (23 June 2014). Available at: http://www.huffingtonpost.com/elwood-d-watson/generation-x-the-distinct_b_5520583.html
‘Multigenerational Characteristics’, Bruce Mayhew Consulting (2010). Available at: http://www.brucemayhewconsulting.com/best-ideas-2/
Comentarios