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Is your firm one of the 72 million firms in the USA Struggling with Generational issues?

Learn about the new trend
For the first time in history we have three to four generations of employees working side by side. The generational differences in values, attitudes and outlooks on life bring in a new set of problems that increase friction at the work place.

Smart managers and leaders understand this new dynamic and use it to drive better performance and more satisfaction and retention of employees.

The basic method of understanding and motivating the different generations is to understand their value system and to use it to motivate them to perform.

The bad news
Many industries are struggling with the same generational issues. Friction between generations is rising at Accounting firms, engineering firms and purchasing groups all around the nation.

The good news
Solving generational issues is easy once you understand the different needs and wants of the different generations.

Different generations want different things!
Research indicates that when it comes to work and life, different generations have different habits, different values and different expectations from each other and from work.

The differences have a great impact on everything in the workplace from recruiting new talent, conflict management, job satisfaction, productivity, and managing growth.

Smart managers and leaders agree that the key to managing the new workplace for results and for employee satisfaction and retention is understanding and utilizing generational motivational buttons.

What are the motivation buttons?
We are going to cover one part of these buttons because the complete subject is beyond the scope of this newsletter.

Values are the Holy Grail
Values are one of the basic motivation buttons for generations. Values reflect what are the most important things for someone at work and in life. If you understand values you already understand a whole lot when it comes to managing the multi generational workplace.

As you read the list of different generational values below you might find that certain work situations make more sense now.

Table 1 Generational Values

How to get results from values
Think about this: if you value “respect for the rules” like the Veteran generation, would you really appreciate “fun and informality” at work like the Xers do?

Probably not!

Obviously, what motivates one generation doesn’t necessarily motivate the other. And it is important to keep this in mind when resolving conflict, when handing praises or rewards and when giving promotions.

Example
If you are a boomer manager and you find yourself in conflict with one of the X,ers you are probably violating one or few of his/her values and he is violating one or few of yours.
One of the big conflicts between boomer managers and their X’er employees revolves around the conflict between the “involvement” value of the Boomers and the “self reliant” value of the X’ers.

Because of this value conflict, what appears to be a simple involvement in the work of an employee by a boomer, is usually perceived as an interference with job duties by an X’er.

The best way to deal with this situation is to first step back and see and acknowledge what values are being violated for both parties. Then find a way to honor both values while staying true to the objective of the organization both work in. (Detailed procedure will be in a follow up newsletter)

Warning!
Values have a powerful impact on society and work. The values in table 1 are a general extraction from the general population. You should use them as a general guideline only. Do not make assumptions about or judge other’s values, because that’s a sure way of creating a conflict.

Before using values as a tool in any praise, reward, or conflict resolution, verify the key values relevant to the situation as carefully and as delicately as possible before proceeding. You can verify others values by simply doing the following:

• Asking what is important to them in this situation?
• Showing them the list of values in table 1 and see what they think?
  
• Having them read this article and discuss it with you?
  
• Explaining what values and then asking them if you are violation any of their values?
• If this procedure does not reveal the important key values, it will help start a deep discussion where both parties are heard and feel appreciated.