“By focusing on research about the character traits of workers in each generation, and identifying the types of conflict that can result, managers can better understand these characteristics and workstyles, and can leverage them to enhance both team and organizational success.” (Amy Glass)
Each generation’s defining events occurred during the developmental years of 5 to 18 years old, no matter which generation they are a part of. Workplace strife often stems from the different life experiences and backgrounds associated with the period of a generation’s developmental years. The contention often involves at least one of these things:
- Opposing perspectives
- Distinct work ethics
- Differing expectations
- Deep-seated attitudes
- Diverse motivators
This is because generations differ in three main areas:
- Managing change
- Work ethic
- Perception of organizational hierarchy
Once we have understood what challenges a multi-generational workplace might present, it is important to see how this information can be used. Managers can positively use this information to help all the generations work together and be successful. One way to unite these groups is to emphasize shared goals, which bring together both younger and older generations. Additionally, it is encouraged for managers to talk about stereotypes and meta-stereotypes openly. According to Harvard Business Review, “Combining this effort with practices in perspective-taking (e.g., role-taking, role reversal exercises), cooperating (e.g., emphasizing the advantages of working with an age-diverse group), and sharing of stories among age-diverse employees can help people recognize and possibly call attention to these processes when they creep into the workplace.” Managers can alleviate some of the challenges that may arise by also prioritizing the following:
- Corporate philosophies and human resource policies
- Focusing on generational differences through internal training programs
- An effective communication environment
- Collaboration in decision-making processes
To show how to tackle these challenges with generations differing in 3 principal areas and contentions, Tasty Catering, a catering and events business, did a case study transforming its organizational culture from a command-and-control approach to a team leadership model, incorporating input from employees of different generations (Boomers, Gen Xers, and Millennials). This demonstrates how organizations can create and sustain a highly engaged and highly performing company culture that fully integrates. Here are some key steps Tasty Catering took for a multigenerational workplace:
Shift from Command and Control to Team Leadership:
- Responding to the younger generation’s desire for self-efficiency, Tasty Catering shifted from a command-and-control management style to a team leadership approach.
Employee-Led Development of Company Culture:
- The company empowered employees to lead the development of the organizational culture, starting with core values, which were posted in communal areas and reinforced through artifacts.
Cultural Transformation:
- The transformation involved creating teams, reading, and discussing “Good to Great,” forming a Good to Great Council, and developing core values that became ingrained in the organization’s behavior.
Eliminate Defensive Behaviors:
- Adopting a system of “autopsies without blame” allowed the organization to investigate mistakes without triggering defensive reactions, promoting a culture of learning and improvement.
Organizational Pillars:
- Prioritizing pillars such as faith, family, education, and work helped establish the importance of work-life balance and ethical behavior.
Continuous Participation and Internal Communication:
- Monthly meetings involving a diverse group of employees allowed everyone to have a say, promoting inclusivity and transparency. An internal newsletter, “Inside the Dish,” facilitated peer-to-peer knowledge transfer.
Financial Transparency:
- Implementing the “Great Game of Business” provided financial transparency, with employees having access to the organization’s profit and loss information, contributing to a shared understanding of the company’s financial standing.
Recognition and Reward Programs:
- The Good to Great Council advocated for a recognition and reward program, providing monetary rewards and acknowledgment during a ceremony, and fostering a positive work environment.
Life-Long Learning:
- The organization responded to the need for continuous learning by offering tuition reimbursement, fully paid certification programs, and internal classes during work hours, enhancing employee development.
Metrics and Culture Research Project:
- Tasty Catering participated in the “Best Places to Work” awards and conducted a culture research project using the Organizational Culture Inventory and Organizational Effectiveness Inventory to measure its culture scientifically.
Succession Planning:
- The organization implemented a succession plan and valuation formula, training staff to replace senior leaders, ensuring a smooth transition, and addressing the need for knowledge about future plans.
Overall Impact:
- The culture-based leadership model led by Millennials resulted in high employee involvement, organic growth, the start of new businesses by employees, industry recognition, and a substantial increase in sales and profit.
In summary, Tasty Catering’s approach displays how organizations can successfully navigate the challenges of a multigenerational workplace by fostering a culture of collaboration, transparency, and continuous improvement. Whether you are an employer or an employee, “finding the right communication method to best get your message across to each generation” is essential to success in the multigenerational workplace (Glass).