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The Workforce Board of Northern Cook County, in partnership with Illinois WorkNet, Performance Excellence Partners, St. Hubert's Job and Networking Ministry, and the Illinois Department of Labor organized a conference at Harper College called 'Building Your Community Network'. A number of faith based and community organizations attended the conference. Topics discussed ranged from Delivering Quality Services to the Umemployed toEnhancing the Administrative Foundation of the Organization. A highlight of the conference was a presentation by Maria Coons of Harper College which focused on the multigenerational workforce, and the conflicts and challenges that arise from the interactions between the 4 generations present in the workplace: Millennials or Generation Y (1982 and later), Generation X (1965-1981), Baby Boomers (1946-1964), and Traditionalists (1926-1945).
Traditionalists, influenced by the Great Depression and World War II, have a strong work ethic and strong organizational commitment. They are thought to be least in touch with new technologies. Baby Boomers, influenced by the Civil Rights Movement and the Vietnam War, value youth contributions and believe in competition. They too possess a strong work ethic, but are thought to be more liberal. Generation X, influenced by the women's liberation movement, Challenger disaster, and stock market fall of 1987, are global, independent thinkers. They tend to be skeptical, but seek a balance between work and personal life. They are generally adept with changing technologies. Millennials, influenced by terrorist attacks including Columbine, the Oklahoma City bombing, and September 11, tend to be optimistic, busy, achievement-driven and possess street smarts. They are fluent in technology, and have a seamless view of diversity.
All these differences make for tension amongst multigenerational workforces. They are dealing with competition as it has never been seen before, with technology leading the way to the future for virtually every company. Their different personal priorities make for staggered workplace priorities. When coupled with language barriers (slang, etc.) and varying economic conditions, many multigenerational employees find it easier to only interact with same-generation coworkers. This can be detrimental to companies who run the risk of valuable company information not being passed on to younger employees. Changing technologies and employees' ability to adapt to them also account for much of the frustration felt between generations.
Solutions lie in customized management techniques. Multiple methods of communication allow employees to stay in constant contact through newsletters, email, internet chatting, and inter-office relations. Employers must realize that one size does not fit all when speaking generationally. It is important that management remain employee-centric, as something valuable and unique can be gained from each generation.
Traditionalists should be allowed to work independently. Their experience and wide range of knowledge should be valued, and their tasks should be assigned based on simpler technology or manual processes. Baby Boomers' experiences should also be valued and recognized publicly. They should be given opportunities for alternative compensation packages (perks), and their work ethic and long hours should be rewarded. Generation X should be given access to cutting edge technology with constructive feedback. They should be assigned multiple projects at a time. Millennials should work in groups and have deadlines, specific direction, and ample opportunities for feedback. All this can be accomplished with creativity and flexibility on the part of the employer.
By Cate White
