Sunday, 30 June 2013 20:00

Generational management

In any business, a group of employees can consist of a diverse group of people. Differences in race, creed, color, sex, national origin and religion can bring a melting pot of perspectives and talent to the daily pursuit of your company’s mission. Proper management of these generations and a greater focus on the differences among them can enrich your business and ultimately your bottom line.

Building a diverse workforce has been a mantra in business for quite some time and as we become more effective at building that diversity, differences in each generation’s approach will begin to surface. Management and leaders of businesses must begin to recognize that their personal approach and desire may not deliver the same desired results in the future.

Leaders need to understand the personal needs and motivators of individuals within their organization. Individual and generational views of health care, vacation, promotions, bonuses, retirement, loyalty, authority, work hours, work approach, communication, work-life balance, etc. are quite different based on personal needs and expectations. Having polices aiming for one-size fits all will simply not work.

Here are a few characteristics of each generation that could dramatically impact how work gets done in your business:

Baby Boomers

This generation is accustomed to personal interaction. They enjoy teams and a take a collegial approach to most challenges. They tend to be workaholics and are willing to work during time typically reserved for home and family. They’re interested in being rewarded for that dedication whether it comes in a bigger bonus or further advancement.

Alternative appreciation such as more time off or vacation usually does not do the trick. This is a group that receives much satisfaction from work. This group relies on its healthcare and is looking forward to retirement.

Generation Xers

This generation is much more independent. However, they have disdain for rigid work hours and authority in general. They lack trust in institutions and corporations in general, which fits with their independent nature.

They are extremely savvy with computers and technology. The group is adaptive to change and will accept a number of job moves in their lifetimes. They work to live, not the other way around.

Generation Y / Millennials

This generation is likened to next level Gen Xers, meaning they take all the same characteristics further on the trend line. They question authority more and they challenge the status quo. Typically, they expect instant responses and are in touch almost real time with the world around them. They are multi-taskers and leave Gen X slightly behind with their knowledge of technology and the growing world of social media.

Telecommuting would be a fine option for them. They’re also very interested in quality of life and are interested in a good ratio of work/life balance. They are open-minded to differences and expect diversity.

Now that we know a little more about the differences inside the generations represented in the workplace, we can make good decisions accordingly. This knowledge is powerful when dealing with important tasks such as hiring and recruiting and how that may relate to the relocation of a key player inside your organization.

It can help you schedule meetings around preferences on work hours and access to information, and it can be worth its weight in gold relative to the retention of key team members and how you structure your compensation and benefits system for maximum impact.

Embracing the differences in your workforce relative to their generation may provide you with important information in order to make the correct choice on key decision points. Chances are that discussion with your team of HR practitioners and a little research in the areas we covered is all you need to make the most of your team.

 

Tony Arnold is founder and principal of Upfront Management, a St. Louis-based management and executive consulting firm. He can be reached at (314) 825-9525 or tony@upfrontmgmt.com

Published in Columnist

Effective leadership essentially involves a leader’s ability to influence the behavior of followers in pursuit of goals and objectives. Therefore, those in leadership positions must possess the knowledge, skills and abilities that will allow them to influence the behavior of others.

“Organizational leaders must focus on developing the less experienced members of their organization if they hope to preserve the longevity and sustainability of their organization. Successful organizations typically include employee development as one of their strategic goals and have detailed plans for its execution,” says Mary Ellen Harris, director of Human Resources at Kreischer Miller.

Smart Business spoke with Harris about effective succession planning.

How do you bridge the generational gap?

What constitutes strong leadership characteristics and skills remain constant. In other words, leadership skills are universal and do not differ based on the age of the potential leader. However, in order to bridge the gap between generations, organizations need to be more focused on the communication methods and development vehicles employed in an effort to develop the members of the other generations, as opposed to focusing on the content of the development program itself. Don’t get caught up in the differences that people attribute between generations. Regardless of when a person was born, human beings possess similar core needs/desires such as being treated with respect, feeling valued by peers and having the chance to achieve goals. Bridging the gap is best approached by collaborating with the target group on the design of your leadership development program.

What are the keys to an effective program?

The best approach will include a combination of both formal and informal methods of developing employees. A useful informal approach is as simple as having successful veteran leaders within your organization spend time with aspiring leaders. The veteran leaders model appropriate leadership behavior and the aspiring leaders can observe how a successful leader performs.

You can also expose aspiring leaders to successful veteran leaders from outside of your organization, or provide recommended reading assignments such as books, journal articles and other respected resources to help them take responsibility for developing themselves.

From a more formalized standpoint, the inclusion of training classes and mentoring programs are effective techniques for developing leadership skills. In addition, incorporating leadership skills in your performance appraisal system and ensuring that employees are given specific leadership development targets, feedback and assessments is essential. Shadowing programs and short-term ‘leadership’ role assignments, such as leading a project team, are also effective.

Finally, formal education through college courses and internal training classes are effective leadership development strategies.

What role does context or environment play in the creation of an effective leadership development program for the next generation?

Context is a very important factor that influences the approach to developing your next generation of leaders. A not-for-profit organization will likely approach things differently than a for-profit organization, and similarly a large organization will likely approach development efforts differently than a small organization. The type of industry will also have an impact on the approach and options available for the development of aspiring leaders. For example, some contexts may not be conducive to the use of mentoring programs, but they may be extremely effective elsewhere. Similarly, shadowing programs work in some environments but might not be productive or feasible in other environments.

There is no one specific formula for preparing your next generation of leaders. It is imperative that organizations customize their approach and include such factors as the context, industry, size of the organization, and people involved in order to design a unique combination of methods and techniques that are best suited for the organization’s specific needs, goals and objectives.

Mary Ellen Harris is the director, Human Resources at Kreischer Miller. Reach her at (215) 441-4600 or mharris@kmco.com.

 

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Published in National