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🔒 🔒 🔒[Audiobook] Human Resources | Generation Gaps
Ever wondered how to harmonize a workplace teeming with generations from Traditionalists to Gen Z? This episode uncovers the secrets to managing a multi-generational workforce effectively. We start with the Generation Gaps workshop, where we lay the groundwork for understanding the unique attitudes, values, and work styles of different generations. With a compelling case study of Josh, a new manager dealing with generational tensions, we demonstrate how targeted workshops can transform workplace dynamics by fostering mutual respect and understanding.
We then spotlight Baby Boomers and Generation X, unraveling their distinct traits and work preferences. Baby Boomers, who thrive in hierarchical structures and value face-to-face interaction, differ markedly from the independent and adaptable Generation X. As we dissect these differences, we offer practical insights on leveraging them for a productive and harmonious work environment. Additionally, we venture into the tech-savvy world of Generation Z, using examples from Emily and James in a smartphone company's marketing team to emphasize the significant impact of digital fluency on marketing strategies.
Finally, we share actionable strategies for bridging generational gaps and enhancing workplace relationships. Through the ACE and CARE models, we provide tools to foster collaboration and respect among employees of all ages. Our discussion features a scenario between Juanita, a manager, and Caleb, a younger employee, illustrating the importance of addressing conflicts professionally and inclusively. Tune in to discover how to create a workplace culture that values every voice, promotes open communication, and embraces the strengths of a diverse workforce.
Sign up for our self-paced courses or instructor-led workshops at www.ht-a.solutions
Sign up for our self-paced courses or instructor-led workshops at www.ht-a.solutions
Sign up for our self-paced courses or instructor-led workshops at www.ht-a.solutions
Generation Gaps. Module 1. Getting Started. Welcome to the Generation Gaps workshop.
Speaker 1:The workplace can present challenges to management in terms of handling the different generations in the workplace. As older workers delay retiring and younger workers are entering the workforce, the work environment has become a patchwork of valuable perspectives and experiences. While having various generations in one workplace can present communication problems and conflicts, the benefits of such a variety in the workplace outweigh the potential difficulty. Both the young and older worker offer ideas that can help the organization thrive in the marketplace. Learning how to deal with a generation gap at work will help you become a better manager or co-worker.
Speaker 1:Module 2. History. The term generation gap is a term used to describe the values and attitudes that differ from one generation and another. This term is typically used to describe the gap between parents and their children. During the 1960s, the term generation gap was implemented to describe the clash between parents traditionalists and their children baby boomers. A generation gap may exist in the workplace, but here different generations must learn to intermingle and deal with each other in order to contribute to the success of an organization.
Speaker 1:This module will discuss the following topics as they relate to the generation gap in the workplace what generations exist in the workplace. What defines a generation? What effect will this have on the workplace? What generations exist in the workplace? What defines a generation? What effect will this have on the workplace? Let us begin by understanding what generations exist in the workplace. Today's workplace presents many challenges that are based solely on meeting goals, business objectives and project deadlines. Threaded throughout the normal business activities are dynamics that could present issues and conflicts if left unchecked. Since many older workers remain on the job longer and younger workers are entering the workplace right out of college. The workforce is fragmented into various generations. In order to understand this eclectic environment, it is necessary to understand what generations are present in today's workplace, because humans live, on average, 77 to 80 years. Five potential generations may exist in the workplace today Traditionalist Baby boomers. Generation X. Generation Y, generation Z. Understanding the background, attitudes and work styles of each generation is essential for a manager or supervisor To effectively coach and communicate. A manager must gain an understanding of these differences and create a respectful and peaceful work environment for all employees.
Speaker 1:A generation is a group of people born during the same period who may share similar attitudes and values. The period of time in which they were born and lived is the factor that divides the generations into groups. The five generations mentioned in the previous section have specific time ranges that define their period. For example, the traditionalist generation represents people born before 1945. The baby boomers were born between 1946 and 1964. Generation X represents people born between 1965 and 1980. Generation Y represents people born in the 1981 to 1997, and Generation Z were born between 1998 and 2015. This is a general overview, as there may be some overlap in years. That link the generations In each period are experiences that have shaped the attitudes and values of each generation.
Speaker 1:In addition, the interaction between generations is also a factor in shaping the subsequent generation. For example, generation X sought to be different than the larger, more influential baby boomers. Seeking independence from the previous generation affects behaviors and choices of the next generation. When groups share similar values and attitudes, communication and other interpersonal dynamics typically tend to run smoothly. The varying work styles, values and attitudes of a multi-generational group could potentially create tension and other issues in the workplace.
Speaker 1:Employee-to-employee perspective, different generations interacting with each other may experience some miscommunication or misunderstanding. The way each generation handles confrontation may be a point of friction. The generation gap between employees may become more obvious in the modes of communication, the words and gestures used Manager to employee perspective. The manager should be aware that there are differences in the way generations communicate, view authority, achieve life-work balance and value relationships. The manager has to be observant and knowledgeable of the various traits associated with each generation and create a plan to address these issues proactively, avoiding difficult or tense situations. Encountering difficult situations at work could lead to poor morale and lower productivity, which, in time, will reflect on the manager's performance. Generation gaps at work means more effort may be needed to cultivate an inclusive environment that respects each generation's perspective.
Speaker 1:When Josh's father retired from the family business, josh became the company's manager of operations. Some of the employees who worked for him were recent high school graduates, while others had been in the workforce for decades. Josh noticed that the younger employees worked and communicated in ways that were different from the older employees. Unspoken tensions made it difficult for people to understand and respect each other. To address these issues, josh required all employees to add in a workshop on generation-based differences. After attending the workshop, communication was improved and employees began to understand and respect each other better.
Speaker 1:Module 3. Traditionalist. This module will present points about the traits and behavior of the traditionalist generation. This generation is the oldest generation you may encounter at work. Their average age in 2021 is 80,. Most are retired or are working fewer hours.
Speaker 1:The members of this generation were born before 1945. The following topics will be addressed their background, their character, their working styles. Being born before 1945, the traditionalist may have subsequently experienced the Great Depression by being born to parents who lived through it and through World War I. Traditionalists may have personally experienced World War II and would, at the very least, be affected by that time and the values instilled throughout. The traditionalists were brought up during tough times where scarcity of resources was caused by economic troubles and war. Since the country was in a military and social program mode, individuality was not celebrated. The culture saw a uniform thought pattern which was brought on by rallying against a visible foe. Traditional values in terms of family structure and gender roles influenced the workplace during this generation. Generally, men would dominate the workforce and women the home. Whatever their role, the traditionalist worked hard and saw this as the way of life.
Speaker 1:Traditionalists are considered hard-working because they grew up during a time when having a job was a privilege. They tend to be loyal to their employers and don't move from job to job. They are willing to put in long hours and believe that hard work is the way to earn a better position in the company and to secure a quality lifestyle. Traditionalists tend to be accommodating because they were raised to respect authority. They prefer to avoid conflict and are good team players. There is a tendency to value safety, security, consistency and commitment over change.
Speaker 1:Today, traditionalists comprise of about 2% of the working population. They bring a strong work ethic to their workplace, are dedicated to their employers and value leadership and hierarchy Characteristics. Traditionalists like to be recognized for their hard work. Traditionalists view work as a team effort and tend to avoid conflict. This group may struggle to learn new technology. They prefer lecture-style training over web-based. Since traditionalists are near retirement, their zeal for working their way to the top may be less than the other generations. They tend to be satisfied with their life situation and do not see advancement or achievement as important as the younger generations might. Motivating a traditional employee may be a challenge. Because of their tenure at work and lack of desire to prove something. They will usually conform and strive to keep the status quo.
Speaker 1:Barbara worked diligently at her desk preparing for the presentation. In the morning Betsy, a younger worker, had offered to help her collate. Betsy said it would make putting together packets easier. But Barbara doubted it would actually take her less time. She had such a tough time with the office printer Sometimes she couldn't wait to retire. Her boss, fred, stopped by. He said wow, you've got a ton of papers there. Barbara held back a sigh. Was he going to suggest she collate too? Fred said I've noticed how hard you've been working. I really appreciate all you do here, barb. Barbara smiled After work. She found herself still smiling to herself later about the kind words her boss shared with her and she found herself really looking forward to the presentation Module 4.
Speaker 1:Baby Boomers. Baby Boomers emerged after the end of the Second World War. Between 1946 and 1964, when birth rates around the world soared, 77 million children were born in the United States alone. This module will discuss their background, character and working style. Baby boomers were the product of post-war efforts to support soldiers returning home from battle war efforts to support soldiers returning home from battle. The government passed the GI Bill of Rights in 1944, which gave soldiers a means to obtain a home, job and to start a family. The result was a boom in childbirth. Baby boomers grew up in the years of innocence during the 1950s and saw model lives being portrayed on television. As mothers began working outside of the home, television became a large component of the baby boomers' upbringing. As the baby boomers moved through the 1960s, their generation was becoming more defined. The 1960s brought about social changes like civil rights, a different kind of war in Vietnam and rebellion against established institutions, like the hippie revolution.
Speaker 1:The baby boomer generation represents a departure from tradition and movement toward changes in society, beliefs and attitudes. Baby boomers are known to be confident and independent. They were exposed to a changing world where challenging the established culture was normal. They are willing to confront others and challenge the status quo. Baby boomers are well-educated and are exposed to more financial resources than the past generation. They are hardworking and define themselves by their careers and professions. Baby boomers are disciplined and mirror some of their parents' work ethics. This hardworking generation believes that the younger generation should share their beliefs regarding professional choices and may criticize them for what they see as a lack of work ethic. The boomers make up 25% of the current work population in the USA. The oldest of this generation will be 75, and may be either retired or working fewer hours.
Speaker 1:Baby boomers are work-centric. They are hard-working and motivated by incentives. Baby boomers tend to work long work weeks and may be considered workaholics. They feel that their drive for success should be shared by everyone if they expect to advance in their own careers. Characteristics Baby boomers are career-focused and enjoy achieving at work. They like doing complicated work that makes a difference. Baby boomers are very competitive and they equate their worth by their status and position at work. Baby boomers are resourceful and look for different ways to win. Baby boomers do prefer a hierarchical work structure and may find it difficult to work in a flexible environment. They tend to favor face-to-face interaction instead of remote means like emails, text etc.
Speaker 1:David and Patricia had been discussing ways for their company to increase their customer base while also increasing their profits for the quarter, while Justin, a young new employee, was also in the meeting with them. He hadn't added much to the conversation. David said well, we have our list of ideas. I guess this brings our meeting to an end. Justin said I just had an idea. What about giving discounts to our regular customers as part of loyalty benefits? David thought to himself that would never work. We tried that five years ago and profits dropped. But instead of shooting down the idea, he said I'll add that to the list. It couldn't hurt to revisit that idea. He added thanks for the input, justin. While they never used that idea, it broke the ice and Justin felt more comfortable adding his thoughts during their meetings.
Speaker 1:Module 5. Generation X Born between 1965 and 1980, this generation is sometimes referred to as the latchkey generation. This module discusses the traits and behaviors of Generation X latchkey generation. This module discusses the traits and behaviors of Generation X, the Gen X background, the Gen X character, the Gen X working style. Generation Xers were born between 1965 and 1980. They are the generation born right after the decline of the baby boom of the post-war era. Generation Xers lived during a time when the country shifted from manufacturing to servicing. This generation grew up with technology as a part of their lives. They experienced the arrival of the internet. Computers, video games, cell phones, email, etc. Have been a part of their lives. They have seen the evolution of technology and understand its origins. Generation Xers also experienced difficult times in the 1980s and learned to live in tough times. Finally, generation Xers were raised in two-income homes or single-parent homes. These situations forced many Generation Xers to be placed in daycare. Their background allowed them to develop new characteristics that differed from their parents of the baby boomer generation.
Speaker 1:Generation Xers are individualistic and independent. They are self-sufficient and flexible. This character trait enables them to change jobs more frequently than the previous generations. They usually see this as a way of moving up the corporate ladder. This generation is more ethnically diverse and is better educated than the previous generation. More than half of Generation Xers attended college. Generation Xers believe in more balance between their work and home life than the previous generation. They prefer to focus on family than work and value jobs that allow flexibility in their schedules to meet the demands of their family. Generation Xers are more willing to try new things because of their technical experience, and they welcome new technology into their lives easily and adapt to them quickly. Generation Xers are tolerant of other lifestyles and accept this as part of the change in their environment. Generation X's perspective allows them to foster a more accepting environment at work.
Speaker 1:Generation Xers currently make up 33% of the workforce in the US. They crave responsibility and politely reject authority and fixed work schedules. This generation does not do well in a micromanaged environment. They will thrive in a workplace where management allows them the freedom to complete their tasks without too much supervision. Generation Xers will be the first ones to take advantage of technology and incorporate it into their work. They see technology as a tool to do things more efficiently. Generation Xers will look for other employment opportunities if it promises advancement of their career. They are less committed to their employers than the baby boomers were. On the other hand, generation Xers adapt well to change in their workplace and are key drivers of change. Finally, this generation believes in a healthy balance between work and their personal life. They also like to have fun at work and believe in a work-hard-play-hard ideal. Generation Xers like a dynamic work environment that challenges them yet supports their need for fun and balance between work and home life.
Speaker 1:Deborah sighed as she felt her anxiety level rise. The quarterly meeting was fast approaching and her superiors wanted to hear that things were running smoothly. She looked over at her employee, stephanie. Stephanie kept saying that she was almost done of the reports, but that had been almost a full 24 hours ago. Deborah walked past Stephanie's cubicle. She almost said something to Stephanie, but then she stopped herself. She'd never seen Stephanie thrive under micromanagement and Stephanie had agreed to email Deborah the reports. By the end of the day, it was barely one o'clock. Deborah returned to her office, sat down and opened her email Like magic there it was An email with the reports attached, along with a cheerful message asking if Deborah needed anything else.
Speaker 1:Module 6. Generation Y. Generation Y, or the Millennial Generation born between 1981 and 1997, are considered the entitled generation. This module will touch on the background, character and working style of Generation Y. This module will touch on the background, character and working style of Generation Y. 35% of the current workforce is comprised of Generation Y, the fastest growing portion in the US.
Speaker 1:They were raised with technology as a normal part of life and likely cannot remember a time when a computer, cell phone or any other electronic device was not a part of everyday life. This generation thrives on electronic communication and prefer that over face-to-face conversation. Generation Y prefers using the internet as a means of learning and making purchases. They are exposed to vast amounts of information, music and media, and can be credited with inventing the selfie. This generation was exposed to more group interactions through playgroups, team sports and other group activities than previous generations, due in part to their parents' higher education and success affording them the luxury. Finally, this generation is used to getting what they want when they want it. The speed of technology and information, coupled with rapid delivery systems, has made this generation expect things to be done quickly and efficiently. Generally, generation Y prefers communication via electronic devices and is capable of multitasking while carrying on a text messaging conversation. This generation relies on technology to do their jobs and expect to have the resources available when they are at work.
Speaker 1:Generation Y is family centric, valuing family over work. When searching for jobs, they tend to look for flexible schedules in order to create a balance between work and life and are willing to take a decrease in pay for this benefit. This confident generation is achievement-oriented and will challenge ideas and motives and question authority without fear. Generation Y enjoys meaningful work and are open to lifelong learning. Generation Y works well in a team environment. They seek positive reinforcement from others and believe no one should be left behind. They would rather slow the process down in order to give a teammate the opportunity to catch up. Finally, the Generation Y group appreciates feedback and likes to be kept updated on the latest developments. They appreciate periodic recognition and praise for their work.
Speaker 1:Generation Y's working style is vastly different from those of the previous generations. This generation is motivated by benefits like flexible schedules. They are less motivated monetarily. They will call attention to themselves by suggesting bold ideas and challenging the status quo. Family comes first for Generation Y and they may resist any work that crosses this boundary. They are not happy working long hours. This may send the message that they do not care about work or are lacking discipline. This generation does expect a lot from their employer in terms of new challenges and opportunities, but they do recognize promotions and climbing the corporate ladder as ways to demonstrate their worth, as long as corporate responsibilities meet their expectations. Generation Y is loyal to their employer and seeks to be included in important activities at work. Otherwise they will look for a better professional fit.
Speaker 1:Hector smiled at Chelsea. This was their second interview and he was hoping that Chelsea would choose to work for their organization. Chelsea had been honest and let him know that she had received offers from other employers. Chelsea had been honest and let him know that she had received offers from other employers. Hector said are there any other questions you'd like to ask me, chelsea? Chelsea asked I can't think of any. Is there anything else I should know about your organization before I leave today? Hector remembered that workers her age valued benefits and family life over long working hours at the office. Have I told you about our generous benefits package and vacation time allotted to workers, hector went over the benefits for working at their office, focusing on how his company respected employees' work-life balance. She later accepted the job for many reasons, but told him their benefits had been the deciding factor for her.
Speaker 1:Module 7. Generation Z Module 7. Generation Z. There are approximately 68 million Generation Z in the US who were born between 1998 and 2015. Like previous generations discussed, generation Z also has a distinct personality, background, character and working style. If the Gen Y Millennials reached adulthood around the year 2000, the Generation Z population would be considered post-Millennials. The post-Millennials make up more than 20% of the US population, 5% of the workforce and pump about $44 billion a year into the economy. These are all good reasons to learn more about this generation.
Speaker 1:Generation Z are Also known as the Centennials. Most ethnically diverse generation Grew up with internet, smartphones and social media Mirrors. The Generation Y, in their political and social issues, contribute billions to the economy. The Generation Z population has its own characteristics and traits Global. Although this generation may be completely immersed in their digital devices, they are still by far the most globally aware generation, as of yet More informed due to their technology use, they are more in tune to the world around them. They prefer to communicate via Snapchat and Instagram. High expectations the centennials generally have very high standards for where and what they spend their time and money on. If a product is not delivered fast enough or is the quality they are expecting, this generation will change suppliers immediately. Self-starters Generation Z research is showing a higher rate of business startups. Many are choosing to not only continue their educations, but to also start their own businesses before graduation.
Speaker 1:Striving for uniqueness, this generation has had an internet presence from an early age, with many social media accounts to choose from. These adults are striving to stand out from the crowd and be recognized. Generation Z workers are showing signs of being less focused, with shorter attention spans when compared to those of their predecessors. This age group was raised with instant gratification from the use of technology that delivers nearly real-time results. They are, however, wonderful multitaskers, having been raised completing many tasks at the same time, using multiple gadgets and types of technologies, for example, talking on speakerphone while posting a YouTube video and ordering groceries via Alexa. When compared to previous generations, the centennials are more likely to be in school and less likely to be in the workforce Many times. Living at home, this generation often chooses to focus on furthering their education, due to this group's need for individuality and to be credited for their accomplishments when they enter the workforce. They are very flexible, very independent self-starters.
Speaker 1:James and Emily are part of the marketing team at a very large smartphone company. The company's executives have asked them to head up a new marketing program focused on the Generation Z marketplace. First, they had to identify exactly who the target audience was going to be and what would be the best strategy to use. Identify exactly who the target audience was going to be and what would be the best strategy to use. The marketing team determines that the target group will be born between 1997 and 2015. They will more than likely be students that live at home with their parents. This age group is extremely focused on gadgets and technology, which sometimes is associated with short attention spans and high ability to multitask. These are the areas that Emily decides would be a good place to focus their strategy. James agrees. And high ability to multitask. These are the areas that Emily decides would be a good place to focus their strategy. James agrees and also adds that highlighting the social media apps that the phone is preloaded with will appeal to this tech-savvy age group.
Speaker 1:Module 8. Differences Between Now that you have a better understanding of each generation found in the workplace, let's take a moment to compare the differences. In this module, you will learn the differences between the generation gaps on the following topics Background Attitude, working style, life experience. The background differences among the five generations are the main factor in the formation of their attitudes and values. Background differences among the five generations are the main factor in the formation of their attitudes and values.
Speaker 1:Effects of technology. The use and understanding of technology is a main difference among the generations. The traditionalist had very little exposure to or need for computers and other devices that we take for granted today. Even some baby boomers may struggle with technology. They tend to use it only as needed and usually only at work. On the other hand, generation X, y and Z grew up with technology and they use it more as a part of daily life. Technology changed the way humans communicate and process data. The use or non-use of technology creates a gap that could be seen by a generation as either an advantage or disadvantage. For example, a Generation X or Y could become easily frustrated with their older generation counterpart when they struggle with technological issues. They see as easy Effects of media.
Speaker 1:Media has boomed over the last 30 years, television, computers, internet and smartphones have increased the amount and availability of entertainment programming. Many generation X, y and Zs were raised with media as a large part of their diet. On the other hand, the older generations relied on human interaction for their daily entertainment. This affects how the generations interact with each other. For example, an older generation may prefer to speak with a co-worker face-to-face, but the younger would rather text or instant message their conversation. Finally, social events like war and cultural revolutions distinguish a generation's background. Traditionalists live through or subsequently experienced war and its effects on their lives. Baby boomers experienced the hippie revolution of the 1960s, which opened the door to changes in our society. Generations X and Y enjoy the benefits of the changes, but they have not lived through such dramatic social events.
Speaker 1:The oldest generations live to work. The younger generations work to live. Attitudes among the generations are different. This has to do with their background and the way each generation interacts with others during their time. Attitude toward authority. As the generations progressed, their attitude toward authority is one that will challenge them. The older generation was taught to revere authority due to the military presence in the culture during wartime. As the decades passed, the generations rebelled and eventually created an attitude of challenging the status quo in the younger generation. Attitude toward individuality the younger generations were brought up during a time where most parents worked outside the home, sending them to daycares. This environment taught the younger generation to be independent and self-sufficient.
Speaker 1:The older generation seeks to work with groups and think of others over themselves. Loyalty to their employers the older generation is more likely to remain with one employer their entire life, if that is possible. This tendency was brought on by living through difficult times. The older generation believes that devoting themselves to their job will bring rewards. The younger generations are not as loyal. They see changing employers as opportunities to advance their careers by themselves. Again, this is the individualistic perspective of the younger generation. As we learn about the background and attitudes of the generations, we see a pattern that moves the focus from a group to an individual perspective. This is true of the working styles between the older and younger generation.
Speaker 1:Flexible hours the younger generation values flexibility in the workday to attend to personal things. They value their family life over their work life and seek to find employers that will provide working arrangements that will allow them to work and manage their family life. The older generation value hard work and see a clear separation of work and their family life. They value their jobs and see the work hours as a fixed part of their day. Challenge the status quo the younger generation sees it as a benefit to challenge opposing thoughts and is quick to present their point of view. The older generation is more compliant and sees challenging the status quo as disrespecting authority. Challenging the status quo could cause tension between the older and younger generation Motivation what motivates each generation varies greatly.
Speaker 1:The older generation values a stable work environment where conformity is valued. The younger generation is motivated by achievement and they will create an environment of competition which may be threatening to the older generation. Life experience is another area where the generations vary. The following represent unique experiences for that generation. Hard times the older generations experienced harder times and lived without for long periods. This taught them the value of having the basics like food and clothes. Baby boomers know what it is to fight for civil rights and protest against the government. The younger generation did see economic hard times, but were sheltered by their parents diminishing the effects. Entertainment the older generation experienced entertainment as traditional events like the movies and non-technical activities. The younger generation grew up with video games, 4D rides at amusement parks and other activities that are designed to stir the senses. Reading books and doing manual things are appreciated by the older generation but may be seen as boring activities for the younger generation.
Speaker 1:Technology. For younger generations, technology was or is a way of life. Generation X had technology grow into their lives and Generation Z never did without it. The older generation was slow to adapt and use technology as a social tool. The advent of social networks and electronic communication gave the younger generation exposure to more detailed information about each other than the older generation ever had.
Speaker 1:Chris rushed to his meeting. He looked at his watch and realized that he only had five minutes to spare. On the way to the meeting room he overheard someone speaking in frustrated tones. Under their breath Chris realized that Shirley, a shift supervisor in her late 60s, was at her computer having a difficult time. Chris bet it had something to do with the new electronic documentation system that started three weeks ago. Chris didn't have time to help her at the moment. He got to his meeting on time, but afterwards he stopped to talk to his boss, francis. He suggested that they spearhead a committee to help with questions about technology and to give guidance to employees that might have trouble with the new system, module 9.
Speaker 1:Finding Common Ground. In order to be successful in bridging the gap across the generations, you must find common ground that enables you to close the gap and effectively reach your opposing generation. Creating a work environment that inspires employees from different generations to collaborate and share their knowledge allows for unique perspectives resulting in better decision-making and organizational outcomes. In this module, you will learn the following Adopting a communication style, creating an affinity group, sharing knowledge, being sensitive to the way you communicate will help you bridge the generation gap at work. Understanding that the older generation prefers face-to-face communication and the younger prefer electronic methods should give you a base to form a flexible communication style that reaches all generations at work.
Speaker 1:Here is an easy way to adopt your communication style Use the TAP method for communicating. You will have to think a little before you communicate to someone, but the investment is well worth it. Tap stands for the following components To the point make your communication brief and succinct. The older generation will appreciate the clarity and the younger generation will appreciate the brevity. Adapt change the method of communication for your audience. If you are going to engage an older worker, make the effort to either call them or, better yet, see them in person. They will feel respected and valued. For the younger generation, use email or instant messaging etc. To reach them. They will feel independent and not micromanaged. If you need to address the entire group younger and older in an email, make yourself available for follow-up by telling the group to reply, call or see you in person if they have questions. Professional. When in doubt, communicate professionally. Avoid jargon and text abbreviations in your communication. Use salutations and close your communication properly. You will show the older generation that you respect them and set the example for the younger generation on how to communicate professionally.
Speaker 1:Affinity groups are groups of people sharing common interests. You can create such groups at work to offer different generations the opportunity to work with each other on an activity which is not directly work-related. These groups provide a way for the generations to learn more about each other's interests and values. You can create several affinity groups promoting cohesion among the various generations. You can create several affinity groups promoting cohesion among the various generations. Affinity groups are usually non-hierarchical. They are typically small and do not require centralization. Affinity groups could tend to become closed. That is why allowing groups that focus on non-polarized topics are the best way to introduce affinity groups in your workplace. Here are some groups to consider Work newsletter group, professional book club, recycling task force, community service group. Here are some groups to consider.
Speaker 1:The lack of knowledge could breed fear between generations or lead to misinterpretations. Sharing knowledge helps to break down barriers and create an understanding and collaborative environment. There are many ways knowledge can be shared. Here are some ways to share knowledge at work. You can set up a forum where a topic is introduced and then the team can submit comments. Forums provide a safe and open structure to hold discussions. If you use a forum, be sure to set up clear rules of what and how to share. You want to avoid sensitive topics for discussions. This can undermine the sharing process. Form focus groups to resolve an issue or generate new ideas. Focus groups containing various generations is a great way to get different perspectives from your diverse work group. Read up on how to facilitate meetings so you can better manage the dynamics in such a meeting.
Speaker 1:Create a newsletter where employees get to share their thoughts in an interview. This can be a creative way of sharing knowledge. Place an ideas box where employees can submit ideas for review by your team. This can be a real box or an electronic version via email or other form of communication. Melissa sat down at her computer and she noticed an email from her co-worker, greg. Greg was an employee who had been with the company for 25 years. He had expressed frustration with email, but lately Greg was reaching out to employees using the computer instead of just face-to-face contact. She emailed him back, remembering the tap method for communicating. Hi, greg, thank you for emailing me so quickly. I will address the issue by contacting support services within the next 24 hours. If you have any other thoughts or concerns, please let me know. All the best, melissa. After sending the email, melissa had an idea. She later went over to Greg's cubicle in person to check in with him. Greg appreciated the face-to-face talk and Melissa noticed that when she met him halfway, he was more willing to use email and texting to communicate with her.
Speaker 1:Module 10. Conflict Management, part 1. Conflict is normal in the workplace, but it could happen more often between two people of opposing generations. Understanding how to manage conflict across the generations will help to reduce the confrontation and perhaps avoid them in the future. This module will discuss the following Younger bosses.
Speaker 1:Managing older workers Avoid turnover with a retention plan. Breaking down the stereotypes. Managing older employees could be a source for conflict. Older employers may feel they should be in charge or that you lack experience. The key to avoiding conflict with an older employee is to demonstrate respect and show them that they are valued. Use the ACE technique in avoiding conflict with your older employees. Ace stands for the following process Acknowledge your older employees' experience and the value they bring to the team. Older employees may feel as if they are no longer valuable because of their age. Show them you value them by reflecting on their achievements and contributions to the team.
Speaker 1:Caring for your older employee can be shown in many ways Become interested in their personal life or hobbies. Take note of special things that took place in their lives. Show interest in their family and listen to them when they talk and mirror back what they have said to show you were listening. Exchange ideas and ask for input from your older employees on issues and demonstrate that you value their opinions and solutions. Implement good ideas and give them recognition. When you implement their ideas, your older employee will be more willing to take in your ideas. Create a give-and-take environment between you and your older employee. Avoiding turnover is easier when you are prepared. If you let turnover surprise you, then you are not paying attention to your environment.
Speaker 1:Whenever you are speaking with your employees, always attempt to gauge their level of engagement with their job and try to determine any issues before it is too late. A retention plan should be made for each of your employees. You can make it as specific or general, based on your needs. Here are some things to consider when creating a retention plan for your employees based on generational traits. Determine what values this person has based on their generational trait. Think of things that could be a motivating factor for them, like schedule flexibility, incentives and recognition. Prepare several focused questions that may lead to underlying issues. For example, you may ask questions about the reasons why they are dissatisfied with their job. Be frank with your employees and tell them that you want to keep them and will arrange a follow-up meeting to discuss possible solutions. Ask questions about their personal goals and career milestones and see how you can help them achieve them. Be ready to become an advocate for your employee. This means that you may need to do some research or speak with key people in human resources to help find more solutions. Work with your human resource contact to develop a retention plan. They can give you solutions that are aligned with your company's policies.
Speaker 1:Stereotypes are formed when there is lack of information. Stereotypes are difficult to break because the thought process is difficult to detect. The best way to address stereotypes is to get your team involved in activities that encourages team building and places them in a situation that challenges all the participants. For example, you can have your team take on a project that they've never done before. Perhaps you can engage your team with a friendly competition with another group or department where the focus is on the team. Many activities can challenge your team. When your team is challenged, their best traits will come through. You may encounter resistance at first, but your job is to coach them through it. Once you have completed the activity, hold a debrief meeting to spotlight the team and their achievement, share commonalities that span the entire team. Finally, relate those commonalities to work-related activities like project work, etc.
Speaker 1:Carlos, a young manager in his 20s, found himself thinking about Sandy, one of his lower-level employees. She was a good worker who was in her late 50s. Lately Sandy had seemed distant. She crossed her arms, frowned and avoided group meetings. Carlos stopped by and addressed this concern with Sandy. Sandy immediately said I guess I didn't know how to say it, but I've been feeling bored with my work duties here. I'm not sure exactly what I'm working towards. Besides, just another day that's the same as the last one. Carlos said let's work on a plan to help you first identify and then reach your work goals. For example, ideally, where do you see yourself in five years? Once Carlos understood that Sandy needed a new challenge, they worked together well. Carlos then went on to build retention plans for all his employees.
Speaker 1:Module 11. Conflict Management, part 2. This module continues on the topic of conflict management across the generations. You will learn the following over the next few sections Embrace the hot zone. Treat each other as a peer. Create a succession plan. When dealing with generation gap issues, there is a hot zone that you must recognize and address. The hot zone is an area where you know there is conflict within your team. First, you must acknowledge that a hot zone exists. Ignoring it could result in escalating tension. Next, you should address the issues as soon as possible and provide feedback to all the parties involved. Set expectations with your employees on how to handle future conflicts. Hold one-on-one coaching with each employee involved in the conflict and have them come up with their own ideas on how to manage these issues proactively in the future.
Speaker 1:Treating someone as your peer or equal may initially be a challenge. It is not enough to tell your employees to treat each other as peers. They may need guidelines and some coaching in order to achieve this. The care model is a good way to start this process. Collaborate as a manager. You set the example of mutual respect and acknowledgement of each employee's contributions. Your team should feel a part of an environment where ideas are exchanged and, at times, challenged. Set the ground rules in your meetings on how to handle disagreements and be sure to encourage various points of view by ensuring all participants are involved. Be fair in your assessments and use objective means to determine the best ideas. Acknowledge Teach your team to acknowledge each other's value. In addition, teach them how to deliver the feedback. Do not assume they know how to do this. Remember that feedback may be behavior-based, but respect in the workplace can be a learned skill. Respect Demonstrate the use of proper greetings. Set the expectation that derogatory remarks about age will not be tolerated. Equal Teach your team that the contributions from all members are valued equally.
Speaker 1:A succession plan is a map of a career path. When you work together with your employee to create a succession plan, you offer that employee something positive and tangible to focus on. Building a succession plan takes time and requires you to have an understanding of your employee's personal and professional goals and gaps. By showing your commitment to the project, you are acknowledging their worth in the company. Here are some tips to creating a succession plan. Determine a clear career goal. Make sure it is a real goal. Make sure it is attainable. Make sure it is time-driven. Consult with your human resources department to determine what their requirements are. Consult with the head of the department if the career path takes them to another area. Determine any educational requirements and provide guidance. Set up a mentor program with someone currently doing what it is they want to achieve. Track their progress. Meet with them periodically to specifically discuss the progress of their succession plan.
Speaker 1:Juanita called Caleb, one of her younger employees, into her office for a one-on-one talk. He had seemed hostile lately, especially towards Nancy, one of their older workers. Juanita said it seems as if you're angry with Nancy in office meetings from the way you raise your voice at her. Caleb said she's always talking over top of me. Every idea I give, she comes up with a reason why it won't work. I know she's been here a long time, but I have good ideas too, she should hear them out. Juanita listened and said I understand where you're coming from. Have you tried addressing this with her directly in a calm, professional way? Juanita coached Caleb to talk to Nancy about his issue. Later she then worked on ways that she could help create an environment in their office where her employees treated each other as peers Module 12.
Speaker 1:Wrapping Up. Module 12. Wrapping Up. Although this workshop is coming to a close, we hope that your journey to improve your understanding of generation gaps is just beginning. We wish you the best of luck on the rest of your travels. Words from the wise Marcus Tullius Cicero what nobler employment or more valuable to the state than that of the man who instructs the rising generation? F Scott Fitzgerald my idea is always to reach my generation. The wise writer writes for the youth of his own generation, the critics of the next and the schoolmasters of ever afterward. Charles M Schultz If I were given the opportunity to present a gift to the next generation, it would be the ability for each individual to learn to laugh at himself.
