In the workplace, there are people of many differences. In order to understand people, we need to know where they come from. Yes, we can attribute almost all the differences to personality ultimately, because personality encompasses different elements of in-born and environmental factors coming together to decide the inconceivable variation in the character of people.
However, focussing on their personalities is just one way of understanding the diversity. How about the generation they belong to? Depending on their age, people may have gone through different experiences, exposed to different changes and ultimately personalised different learnings that may have cemented as some of their core values over time.
Even though there have always been people belonging to different age brackets working for the same organisation, the disparity amongst these individuals have probably never been so divisive and distracting as they are today. The four generations that could be identified in the workplace today are, the Silent Generation, the Baby Boomers, Generation X and Generation Y.
However, caution should be taken in making generalisations, as there are individuals who are very different from each other within each generation. Born between 1922 and 1945 is the so-called Silent Generation, who at present may be at the end of their working careers or who are already retired. Some however, may still be in positions of power and leadership. Some may be serving as trainers and mentors for younger workers. Typically having worked for only one or two employers in their careers, this generation is characterised by hard work, respect for authority, loyalty to their employers and expectation of the same loyalty from the organisation till their retirement.
Born between 1946 and 1964, the Baby Boomers are a part of the largest generation. Hence, they had to become tremendously competitive to look for jobs and to progress within the job, compared to their predecessors. Globally speaking, they may have become workaholics who spent up to 60 hours a week in the office, thereby sacrificing their time with their families to keep their jobs or gain pay, recognition or promotions.
The product of Boomer parents, the Generation X (born between 1965 and 1979) may have intentionally chosen not to follow their parents in terms of their careers. They did not believe in total commitment to one organisation for life and embraced the technological wave with arms wide open, thereby becoming sophisticated users of computers. They were more likely to challenge authority and valued autonomy in work and in their private lives.
Finally, members of Generation Y, born after 1980 are the ones to enter the workforce in increasing numbers today. Some say that it is because their Boomer parents have inculcated in their children that they are wonderful and special, and have frequently spoilt them with material gizmos introduced in an ever-evolving electronic era. This could be one of the main reasons as to why they have high expectations for praise, recognition and incentives to keep them motivated. Entrepreneurial in their thinking, they are known to look for meaningful work instantly and may not be willing to pay dues performing unskilled jobs. Research on the Y generation reveals that a majority of them are keen on jobs that involve flexible work schedules, creative thinking and co-workers who make work more fun.
Ironically, Generation Y is also the ‘WHY?’ generation, who seem to question the very nature of work, its content, and the procedures that entail the organisational process. Wanting to stay connected with instant messaging, media and games, they have the hunger for the latest technology that may have eventually resulted in a low attention span. Hence, they prefer multitasking to keep them stimulated. In an organisation, younger workers are preferred for their energy, drive and adaptability to change and technology.
There is consistent research from the field that older workers are often more productive than younger workers and have lower absenteeism and turnover rates. In general, compared to younger employees, older employees suffer less from stress, poor mental health and diminishing vigour. The tough times in the past may have resulted in hardiness. Older employees are also known to be better organisational citizens who exhibit less aggression thereby, being able to control their emotions on the job.
Having people with different values and expectations on board is challenging. If your company consists of people from different age categories, how could you possibly motivate them and cater to their needs in an organisation-wide intervention? Is this ever-possible, when we know that apart from their individualities, there are other factors depending on their generation, that decide their attitudes and perceptions about what work should be like?
How can one combine the strengths of the different generations and synergize their values and efforts? Easier said than done. Unless we implant in all employees the importance of openness to learning and mental flexibility to welcome others’ ideas, this may be wishful thinking.
It’s time for the younger ones to learn from the experiences of the older cohorts who are willing to impart their knowledge gained through life-long learning. Similarly, it is also time for older employees to appreciate the contribution of the younger generations. You need two hands to clap. If the learning is reciprocal, a natural and on-going system of on-the-job training, facilitating, mentoring and coaching can pave the way to best practices in the modern day organisations. Learning is not age-bound. It is optional.
(The writer is a Business Psychologist who works in Colombo and can be reached at rozaine@forte.lk).
|
E-mail
