Managing Multiple Generations in the Workplace

The most prominent change in the workforce affecting human resources at St. Anthony’s is the rise of a multi generational workforce. Providing different human resource needs for various employees is an evolving challenge. Being aware of different workplace standards between generations is taken into consideration to reduce “pain points” (Calvert, 2015). In the interview, Judie grouped Generation X and Millennials into the same group, and focused primarily on the differences between Baby Boomers and Gen X/Millennials. She described the Baby Boomers as

The generational span is exceedingly larger today than in the prior history of our nation. The multiple generations consist of the veterans 1922-1945, the baby boomers 1946-1964, the generation X 1965-1981, and, the generation Y 1982-1999, in addition, upcoming millennial generation born 2000-2016 (Murray, 2013). There frequently are misconceptions and misunderstandings based on the differing perspectives of each generation. Moreover, as an effective leader, one must comprehend and acknowledge the characteristics of each generation and utilize these individualities to mentor and motivate the staff they are leading (Hendricks & Cope, 2012). In addition to considering the impact of the generational

Over the next decade, it will be a challenge for employers to attract, keep, and develop a skilled work force for numerous different reasons ranging from the evolution of technology to fewer foreign students coming to America for work. Adding to the problem, companies are finding themselves managing four generations of workers. Based on their generation’s life experiences, each group has its own diverse characteristics, standards, and attitudes towards work. The four generations are as follows: Silents (1925-1946), Baby Boomers (1946-1964), Generation Xers (1965-1980), Generation Ys or Millennials (born after 1980). It is up to management to relate and motivate employees of different age groups. The purpose of this paper is to inform readers

This is the first time in American history where four generations are in the workplace at the same time. While it is a good problem to have, this situation creates some issues because of generation gaps and stereotypes. As stated by Diana Rigg, “Maybe at this stage in my career, it’s from that younger generation that I have the most to learn.” If the older generations and the younger generations took this open approach, the workplace would be a more inclusive place because all employees would be open to learning from each other. By understanding the generational differences, employees can break through the stereotypes created by misunderstandings to become highly functioning organizations. In looking at the similarities and differences among the four generations working today, it has been discovered that these are the same items that bridge the gap to a better understanding. Diverse, cross-generational teams are both beneficial and necessary for organizations to create highly effective and creative teams. In addition, this type of inclusion has the ability to empower employees, and the company will reap the benefits in happier clients and increased profits.

There are many challenges facing managers and leaders in current workforce. The variety of cultures, races and generations in today’s environment is making work harder. “Managing will also get even more difficult because of globalization, multi-generational workforce, dependency on technology, unethical behaviors and practices.” (Kaifi,2013,pg.217). In this paper I will talk about the three generations that we have had over the past sixty years – the Baby Boomer Generation, Generation X and the current Generation Y, known as Millennials. This rich mix of generations in the workforce can be attributed primarily to labor shortages experienced in many industries and the rising average age of retirement.

The article “Generations: Boomers and Echos and Nexters – Oh My!” written by Harriet Hankin deals with generational diversity in the workplace. The main focus of the article is the differences of several generations of workers currently trying to thrive, or at least survive, together in today’s workforce. She discusses the different characteristics of each generation,

As graduation approaches and the job search begins, I have become much more alert of my environments. Seeing the age difference and styles of speaking to individuals in the hospital setting has set a challenge for me. Reading this book has allowed me to break down the different generations and find the best way to work with each. George Orwin states, “there is a problem in the workplace, a problem of values, ambitions, mindsets, demographics, generations at conflict” (chapter 2). I am now able to learn the styles of each generation can bring and how to best work with them. As I break down the Generations from the Traditionalist to Generation Y, I will discuss what I have learned and some things I may not completely agree with. Finally setting

According to Cekada (2012), today’s workforce consists of four distinct generations described as, The Silent Generation (1933-1945), Baby Boomers (1946-1964), Generation X (1965-1980), and the Generation Y/Millennials (1981-2000). Members of the Silent Generation and Baby Boomers represent the group of the growing older worker trend in the workforce and according to Leppel (2012), there is a need for more effective and focused training to accommodate this population, as well as retain

In general, research suggests that there are intergenerational differences in values and expectations of employees in the workplace. In this argument, four main parts contribute to the topic: firstly, the different generations in the workforce will be defined and explained; secondly, the differences between Generation Y and previous generations will be discussed; thirdly, the reason why managers should treat Generation Y differently will be explained; finally, key points addressing the topic will be summarised in the conclusion.

This article is written in a particular setting where there is a need to replace the Baby Boomers with a millennial employee in the law library. This group is very used to mentoring and have a great understanding on what it takes to mentor employees. The writer begins the article by defining generations. Each generation is dissected in detail to give readers the best understanding on the differences between generations. Baby Boomers have so many tough life lessons that shaped their morals, ideas, personalities, and characters. In contrast, Millennials had more of a sheltered covered life, they did not have to work as hard to get where they are, so they are made different. Finding the middle ground is the target of the writer to see how the

Managing a 21st century labor force is becoming more complex as the marketplace becomes increasingly global. It is vital that organizations understand the challenges and benefits of effectively managing a diverse workforce in order to maintain a competitive advantage. While diversity in the workplace can take many forms (race, gender, religion, etc.) this paper specifically examines generational diversity. This is the first time in history where there are four generations employed in the workforce. As such, it is imperative that managers “recognize what motivates each generation to develop effective communication tools to minimize conflict, progressive HR and work-life

How often problems arise due to a multigenerational workplace can vary across different industries. Not all industries would have similar results, but it can be said that at least more than half of the industries have experienced conflicts stemming from multigenerational disagreements. For instance, a study done on organizations with over 500 employees reported that 58% of the managers have experienced conflicts between the diverse generations of workers (Iden, 2016). While another survey done by a career firm found that “60% of organizational leaders reported conflict between employees of different generations”(Patterson, 2014).

For many years, the focused was on aging workforce issues; however, there is a shift to managing a multigenerational workforce (Cekada, 2012). There are five generations in the workforce, each unique and with similar characteristics as the others as listed in the Employee Training & Development textbook by Noe (2017):

In today’s workforce, diversity and inclusion are key components for organizational success. Companies who realize that their human assets are one of the most, if not the most, important resource available to them aim to create an environment that embraces the similarities and differences present in its employees. Additionally, these organizations create a culture in which inclusion is a core component, advocated and demonstrated at all levels. One diversity characteristic is that of age. Due to many reasons, such as medical advances and the economic recession (Meister & Willyerd, 2009), older generations are putting off retirement. This delay in retirement has changed the landscape of today’s workforce; there are currently four distinct generations within the workforce (Coughlin, n.d.) and by 2020, there will be five (Meister & Willyerd, 2009). This generational spread creates unique challenges for both managers and employees alike.

SUMMARY OF THE ARTICLE “UNDERSTANDING AND MANAGING GENERATIONAL DIFFERENCES IN THE WORK PLACE” ( Cited from Kapoor and Solomon 2011)