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Managing Intergenerational Conflict in the Workplace Susan Haywood, MA, CHRP Human Resource Blueprints Ltd shaywood@hrblueprints.ca (613) 867-2554. What is this all about?. First time ever that we have 4 different generations in our workforce working together side-by-side
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Managing Intergenerational Conflict in the Workplace Susan Haywood, MA, CHRP Human Resource Blueprints Ltd shaywood@hrblueprints.ca (613) 867-2554
What is this all about? • First time ever that we have 4 different generations in our workforce working together side-by-side • Traditionalists, Boomers, Xers, and Millennials (Y’s) • Each of these generations were impacted by various events that shape who they are and how they work • We need to understand what motivates the various generations and how to work together
Workplace Conflicts • Conflicts frequently have generational issues as their cause • “He is not committed to his job” • “He has a poor work ethic” • “He does not follow direction” • “I can’t believe the way he/she dresses” • “What do you mean I can’t work from home on Friday’s”
The Challenge "Managing multigenerational workforces is an art in itself. Young workers want to make a quick impact, the middle generation needs to believe in the mission, and older employees don't like ambivalence. Your move." Harvard Business School "Working Knowledge“ newsletter, April 2006: "Can you manage different generations?"
A New Generation Gap “The term Generation Gap was used mostly to describe conflicts between parents and children. Today, the “Gap” has more of a presence in the workplace, where employees from different generations are finding it difficult to work side by side because their experiences, goals and expectations are different”. GOVEXEC.com
What Shaped You? • National Events • Music • Technology • Values • Relationships • Parental Expectations • Other?
Traditionalists Generation • Majority (95%) of them have retired • Possess intellectual capital and institutional knowledge • Have strong work values and ethic • See themselves as vigorous, contributing members of the workforce • Silent stoicism (not much feedback given or expected)
Managing the Traditionalists Generation • Offer opportunities for them to mentor • Offer opportunities to continue working • Allow them to volunteer if they do not want to continue working • Show them that you value their expertise and contributions
Baby Boomers • The “Me” generation • More hours equals better performance; now regret • They are the managers that are running our organizations today • Career oriented • “Love the good life” • Love job performance feedback
Managing the Baby Boomers • Help them explore their next set of workplace options, and demonstrate how your organization can continue to use their talents. • Walk the talk on work-life balance by redesigning their jobs to accommodate multiple life demands. • Encourage them to enrich their present job and grow in place if they need to slow their career pace.
Generation X • The next generation of leaders • The most well educated generation • Goal-oriented • Free Agents vs. Company Loyalist • Thrive on independence • Want to be challenged • Led dot.com boom
Managing the Generation X • Talk to them about their reputation, not just job tasks; they want your candid perspective and feedback • Acknowledge their ability to work independently and encourage them to leverage their entrepreneurial abilities. • Help them get the most out of every job position by discussing what the job can do for them and what they can learn from it.
Millenniums • Value independence but need supervision • Look for new challenges • Challenge the status quo • We’re all in this together • Want the opportunity to make an impact • Fear boredom more than anything else
Managing the Millenniums • Demonstrate the stability and long-term value of your organization, and also show how your organization is flexible and filled with learning opportunities for them. • Provide work schedules that help them build careers and families at the same time. • Make groups and teams part of their job.
Generational Factoids • Only 14% of survey respondents choose Generation X as the generation most comfortable managing and this included Xers themselves • One-third indicated that they were often offended by someone from another generation at work • 45% of Xers come from families that have experienced divorce BridgeWorks' 2001 Generations Survey
Generational Factoids • When asked who they are most loyal to at work, Xers put co-workers first, their boss or project next, and the organization last • 40% of Xers said having a mentor directly influenced their decision to stay at their current job. • Millenniums ranked “personalsafety” as their #1workplace issue. BridgeWorks' 2001 Generations Survey
Generational Factoids • 29% of the Traditionalists agreed that a person should build their career with one employer, compared to 14% for Boomers and 11% of Xers • When asked “Which generation is the best at finding work-life balance?”, all generations picked Generation X • Millenniums indicated that flexible workplace and opportunity for promotion was more important than salary BridgeWorks' 2001 Generations Survey
The differences exist so.... DEAL WITH THEM!
3 strategies to manage by: • Communication • Delegation • The Gift of Feedback
Communication • What do your employees want from a work environment? • Forget exit surveys; why do people stay? • What do you want from your work environment? • Talk about people’s differences amongst your team • Develop an action plan specific to your team • Talk about conflict – do not let it fester
Delegation • Boomers want teamwork, Xer’s want independence, Y’s want more responsibility • Delegation can be the answer to everyone’s needs • Prepare Xer’s for the next role, challenge Y’s, give Boomers some much needed balance • Requires accountability and feedback • P.S. Forget how long it took you to reach the point where things were delegated to you…those days are gone!!
The Gift of Feedback Keys to providing effective feedback: • Immediatefeedback – to recognize good performance, and address performance issues as they arise • Positive and constructive feedback – direct, non-judgmental, ethical and based on values governing the policy • Specific feedback – the feedback should pinpoint targeted strengths and areas for improvement • Give feedback OFTEN – keeps employee on course, prevents work from going “off the rails” for long periods of time, and reduces the stigma of giving feedback.
Keys to providing effective feedback: • Spend time with your employees to discuss the work and see how they are doing • Explain how the employee’s work contributes to the big picture • Delegate based on employee workload and capabilities • Show your commitment to their objectives by providing needed support and direction.
STAR Model for Giving Feedback • S Situation - describe the SITUATION where the behaviour occured • T Task – describe the TASK the employee performed • AAction – describe the ACTION the employee chose in this situation • R Result - describe the outcome that occurred as a RESULT of the action If it is constructive feedback add an additional AR: • A Alternative Action- suggest an ALTERNATIVE ACTION the employee could have chosen in this situation • R Aleternative Result - describe the likely outcome that would have occurred as an ALETERNATE RESULT of the alternate action