How to navigate the generational gap in the workplace

Have you ever wondered why some employees seem more accepting of your management style or the environmental conditions in the workplace than others? Or perhaps you’ve thought that you need to adapt your management and communication style based on the specific employee you’re engaging with? Well, it’s not all in your head and there are concrete reasons for instances such as these. The simple answer: generational differences. But that’s nothing new, so why the stark contrast now? Throughout history, there have been different generations working amongst and with each other, but the variability is only being spoken about more openly in more recent times. Just as the nature and type of work has changed over the decades, so too has the type of employee. Employees’ needs and ways of working are diversifying to match the workplace. Manifestations of generational diversity within the workplace include varying personal and workplace values and beliefs, attitudes, habits, as well as knowledge and technological competence. As a result, the workplace, be it the physical workplace or a virtual one filled with digital nomads, is a tapestry full of employees from different generations. In order to retain your skilled personnel, foster job satisfaction and strengthen your workforce, it is critical to understand these generational differences to ensure that variability is accounted for, and management practices optimised.

The four generations that make up the staff complement are the traditional Baby Boomers (born 1946 – 1964), Generation X (born 1965 – 1980), Generation Y or the proverbial Millennials (born 1981 – 1996), and Generation Z, or Gen Z (1997 – 2012). Below is a summary of key characteristics of these four generations, which could be useful to note.

BABY BOOMERS (1946 – 1964):

Baby Boomers are shaped by resilience, loyalty and commitment to their organisation. In this regard, they are motivated by an achiever mentality, duty to their employer and teamwork. Employees from this generation demonstrate a strong work ethic, are not shy to work long hours (can be classified as “workaholics”), and value job security. Boomers can tend to be competitive, optimistic and goal-oriented. In this regard, employees from this generation tend to value more hierarchical structures, face-to-face / in-person interactions and clear communication, and seek out opportunities for leadership and mentorship. As leaders, Boomers demonstrate confidence in their leadership styles. However, Boomers can sometimes be hesitant to change or to veer away from the norm.

GENERATION X (1965 – 1980):

Given that Generation X values flexibility and work-life balance, they are seen as the first generation to embrace the transition away from hierarchical and rigid organisations, to ones that encourage more flexible work arrangements. Gen Xers serve as the bridge between the more traditional Baby Boomers and the younger generations, and therefore can adopt styles from both the Boomers and the Millennials. This generation is technologically adept, but can also maintain more traditional styles of communication, such as face-to-face interactions or email correspondence. Gen Xers tend to be shaped by personal-professional interests, are independent, have a “do-it-yourself” mentality, and in this regard, can be rather resourceful and pragmatic. These employees are adaptable, resilient to change and seek opportunities for professional development and growth.

GENERATION Y (MILLENNIALS: 1981 – 1996):

Millennials are tech-savvy digital natives who excel when leveraging technology and systems to streamline work. Millennials are motivated by unique experiences (often as a result of the quality of their manager’s style), responsibility, purpose and inclusivity at work. Millennials tend to value individuality and achievement, and as a result, can be competitive, purpose-driven, and achievement-oriented. However, this does not stop Millennials from prioritising purpose in the workplace, as well as an inclusive and collaborative environment that fosters collaboration. There is a focus on social connectedness, remaining open-minded, emphasising innovation and continuous learning opportunities. Importantly, this generation also values continuous feedback and opportunities for personal growth. While there is a high priority set on a healthy work-life integration and workplaces that align with personal values, millennials still seek workplaces that encourage the use of technology and embrace innovation. Generation Y prefer digital platforms, instant messaging and social media as their predominant forms of communication.

GENERATION Z (1997 – 2012):

While Gen Alpha is the youngest generation, they haven’t quite entered the workforce yet. Therefore, the youngest generation in the workplace is Gen Z who are more than redefining what the workplace looks likes. Gen Z are proving to be entrepreneurial at heart, and therefore emphasise individuality, creativity, flexibility, diversity & inclusion, and meaningful work to support this. Moving completely away from hierarchical and rigid organisations, Gen Z are pushing to leverage and integrate digital tools and innovative practices to multi-task, and maintain multiple interests (both personal and work-related). Due to their global mindset and entrepreneurial outlook, Gen Z tends to be progressive, favour rapid career growth, feedback and job satisfaction, and maintain a strong focus on mental health issues. Preferred communication styles include instant messaging and social media.

While there are instances of stark contrasts between these four cohorts, research has shown that it is evident that opportunities for growth and development, mutual respect, recognition and meaningful contribution remain shared workplace values.

Based on these defining characteristics for each generation, here are some helpful tips on how to manage a generationally diverse workforce:

Flexible work arrangements: Probably one of the most important things that employees value and look for when applying for jobs, is flexibility. This could mean flexibility in terms of a hybrid working situation, fully remote working, flexible working hours, or the ability to be a digital nomad (living and working in a different country). The fact is that maintaining a work-life harmony is non-negotiable in the current workplace.
Flexible management style: As mentioned above, it is important to adapt your management style to accommodate and suit the needs of the employees whom you are managing. While one employee might seek more continuous feedback, another might want to work more autonomously. It is important to acknowledge that there might be some employees who are more “needy” than others – and that’s okay!
Adapt your communication style: Just like your management style needs to be flexible, so too does your communication style as a manager. Different generations prefer different methods, frequency and amounts of communication. You cannot cater for every employee and every style – that is exhausting and frankly not possible. It would also mean that you were not being authentic to yourself. This is why it would be critical to have an open discussion with your team regarding the preferred and predominant communication style, and finding a happy medium.
Embracing diversity and inclusion: The workplace is not only becoming more diverse in terms of generations, but also in terms of cultures, backgrounds, education and experience. Therefore, it is pertinent to acknowledge and embrace what makes us different by promoting cultural appreciation and inclusion. This could be through the creation of opportunities for each cohort to share their experiences, knowledge, backgrounds and perspective, thereby fostering mutual understanding, respect and appreciation for the abundance that differences introduce into our lives.
Recognising achievements: Not all employees are motivated by grand gestures of praise. However, a little recognition, feedback, and not playing favourites go a long way! Recognising the efforts from each team member and ensuring each opinion and voice is heard, regardless of seniority or age, are important for creating a cohesive and motivating work environment that is not riddled with unhealthy amounts of competition.
Training and mentoring: Training and development needs of employees may differ, depending on their backgrounds. Whether you are dealing with employees who have learned through the school of life, via the internet or traditional tertiary education, different learning styles remain a key challenge to navigate in workplaces. A way to develop the Millennials and Gen Z as career entrants could be through the encouragement of mentoring programmes that facilitate the sharing of knowledge, skills and ideas across generations while also fostering communication and team collaboration and enhancing co-worker relationships.

So, what’s the point? Managing a multi-generational team and/or workforce can be extremely challenging and exhausting if not approached correctly. Remaining flexible, striking a balance and understanding the varying generational dynamics can turn what may be construed as a challenge into a competitive advantage.

Joubert and Associates offers tailor-made courses on leadership, management and performance management. We can help you become a more inclusive and progressive manager. Contact us on 021 863 0966 / info@hrsa.co.za for more information about our training.