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Communication Between The Practitioner And A Workforce

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There might exist gaps in values and communication between the practitioner and a workforce that comprises of various generations. The generational differences are not a question of individual taste because no one consciously chooses the values they grow up with.
The traditionalist may be resistant to change and it may be difficult to get a buy-in. As mentioned earlier, this generation are individualistic, hence a group approach to buy-in might be futile. The traditionalists are loyal, disciplined, dedicated, and hard working employees. They also see success from the point of patriotism and sacrifice to the organization (WMFC, 2016).
Harnessing the qualities of the traditionalist may be the key to buy-in. The initiative could be sold to
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Furthermore, strategies for buy-in should be presented in a formal logical manner. Be free of jargon and profanity, precise, delivered slowly, using inclusive words likes “we, us”, and if possible be on hand written notes, delivered personally, but with less emails (WMFC, 2016).
Baby Boomer: People in this generational group were born between 1946 and 1964. They value individuality and are driven to win. Unlike the traditionalist, they do not have the same knee jerk respect for authority (WMFC, 2016). The baby boomer worker might also be complacent for a number of reasons. He might have adopted an unsafe behavior/short cut and has probably not gotten injured, hence he/she might see no reason why the behavior should be changed (CCOHS, 2012). The baby boomer value collaboration, they are team oriented and are skeptical of higher authority, hence a group problem solving approach may be adopted (WMFC, 2016). This is an initiative that involves workers coming together to discuss safety concerns, and to develop corrective actions to resolve them (Geller, 2000). A government action approach may involve government driven initiatives to implement action plans to champion safety in specific problematic areas with bad safety performance (Geller, 2000). The baby boomers also believe in personal gratification and personal growth, with a strong desire to make a difference (WMFC, 2016). It
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