Intergenerational_Conflict_at_Workplace_SumitMehta

Managing Intergenerational Conflict in the Workplace

Prepared By Sumit Mehta 1

What is this all about?

We need to understand what motivates the various generations and how to work together

Each of these generations were impacted by various events that shape who they are and how they work

Traditionalists, Boomers, Xers, and Millennials (Y’s)

First time ever that we have 4 different generations in our workforce working together side-by-side i.e.


Workplace Conflicts

• “He is not committed to his job”

• “He has a poor work ethic”

• “He does not follow direction”

• “I can’t believe the way he/she dresses”

Conflicts frequently

have generational

issues as their cause


The Challenge

"Managing multigenerational workforces is an

art in itself.

Young workers want to make a quick impact

The middle generation needs to believe in the

mission

An older employees don't like uncertainty.


A New Generation Gap

“The term Generation Gap was used mostly to describe conflicts between parents and children.

Today, the “Gap” has more of a presence in the workplace, where employees from different generations are finding it difficult to work side by side because their experiences, goals and expectations are different”.


Lets know more about these Generations:-

Characteristics TraditionalistsBorn 1925-1945

Baby BoomersBorn 1946-1964

Generation XBorn 1965-1977

MillennialsBorn 1978-1994

Age Span 70 to 90 years old 51 to 69 years old 38 to 50 years old 21-37 years old

Traits ConservativeBelieve in DisciplineRespect for authorityLoyalPatriotic

IdealisticBreak the rulesTime stressedPolitically correct

PragmaticSelf-sufficientSkepticalFlexibleMedia/Info/Tech savvyEntrepreneurial

ConfidentWell-educatedSelf-sufficientTolerantTeam buildersSocially/politicallyconscious

To Them Work Is If you want a roof andfood….

Exciting adventure Difficult challenge To make a difference

Work Ethic Loyal/dedicated Driven Balanced Eager but anxious

Employment Goals Retirement Second career Work/life balance Unrealistic

Education A dream Birthright Way to get to an end A given

Communication Face to face Telephone Email IM/Text messaging

Time at Work is defined

Punch clock Visibility Why does it matter if I getit done today?

Is it 5 PM? I have a life.

Most need in the workplace

Continued involvement past 65

Recognition! More information Praise and fun; or is that fun and praise?


Traditionalists Generation


Managing the Traditionalists Generation


Baby Boomers


Managing the Baby Boomers

Help them explore their next set of workplace options, and demonstrate how your organization can continue to use their talents.

Walk the talk on work-life balance by redesigning their jobs to accommodate multiple life demands.

Encourage them to enrich their present job and grow in place if they need to slow their career pace.


Generation X

The next generation of leaders

The most well educated generation

Goal-oriented

Thrive on independence

Want to be challenged


Talk to them about their reputation, not just job tasks; they want your candid perspective and feedback

Acknowledge their ability to work independently and encourage them to leverage their entrepreneurial abilities.

Help them get the most out of every job position by discussing what the job can do for them and what they can learn from it.

Managing the Generation X


Millenniums

Value independence but need supervision

Look for new challenges

Challenge the status quo

We’re all in this together

Want the opportunity to make an impact

Fear boredom more than anything else


Managing the Millenniums

Demonstrate the stability and long-term value of your organization, and also show how your organization is flexible and filled with learning opportunities for them.

Provide work schedules that help them build careers and families at the same time.

Make groups and teams part of their job.


What Other Generations Say About Them

—Boomers say they are Gen Xers say they are Millennials say they are

Rigid and resistant to change —Set in their ways Trustworthy

Technologically challenged —Need to learn how to use e-mail Good Leaders

Narrow in their view —The ones with all the money Brave

Dictatorial

What Other Generations Say About ThemTraditionalists

—Traditionlists say they are Gen Xers say they areMillennials say they

are

�“They are self-absorbed” �“They are self-righteous.”�“They’re cool. They are up to

date on the music we like.”

� “They talk about things they ought to keep private…like

intimate details of their personal lives”� “They are workaholics.” � “They work too much.”

� “They do a great job of talking the talk, but

they don’t walk the walk.”

What Other Generations Say About ThemBaby Boomers


Contd..

—Traditionlists say they are Boomers say they are Gen Xers say

They have good manners.” “They’re cute.“Here we go again…another self-

absorbed generation of spoiled brats.”

“They’re smart little critters.”

“They can set the time on the DVD/VCR.”

“They need to learn to entertain

themselves; they need too much attention.”

“What do you mean, “What’s an

album?”

What Other Generations Say About ThemMillennials

—Traditionlists say they are Boomers say they are Millennials say they are�They don’t respect experience —They are slackers Cheer up already !

�They don’t follow procedures —They are rude and lack social skills

�They don’t know what hard work is �They are always doing things “their own way”

—They spend too much time on the Internet and e-mail

�They won’t wait their turn

What Other Generations Say About ThemGen Xers


3 strategies to manage by:

Communication DelegationThe Gift of Feedback


Communication

What do your employees want from a work environment?

• Forget exit surveys; why do people stay?

• What do you want from your work environment?

Talk about people’s

differences amongst

your team

Develop an action plan specific to your team


Delegation

Boomers want teamwork, Xer’s want

independence, Y’s want more responsibility

Delegation can be the answer to everyone’s

needs

Prepare Xer’s for the next

role, challenge Y’s, give

Boomers some much needed

balance

Requires accountability and feedback

P.S. Forget how long it took you to reach

the point where things

were delegated to you…those

days are gone!!


The Gift of Feedback

Keys to providing effective feedback:

Immediate feedback – to recognize good performance, and address performance issues as they arise

Positive and constructive feedback – direct, non-judgmental, ethical and based on values governing the policy

Specific feedback – the feedback should pinpoint targeted strengths and areas for improvement

Give feedback OFTEN – keeps employee on course, prevents work from going “off the rails” for long periods of time, and reduces the stigma of giving feedback.


Keys to providing effective feedback:

Spend timewith your

employees to discuss the

work and see how they are

doing

Explain how the

employee’s work

contributes to the big picture

Delegate based on employee workload

and capabilities

Show your commitment

to their objectives by

providing needed

support and direction.


DON’T FORGET TO GIVE POSITIVE FEEDBACK


STAR Model for Giving Feedback

S Situation - describe the SITUATION where the behaviour occured

T Task – describe the TASK the employee performed

A Action – describe the ACTION the employee chose in this situation

R Result - describe the outcome that occurred as a RESULT of the action

If it is constructive feedback add an additional AR:

A Alternative Action- suggest an ALTERNATIVE ACTION the employee could have chosen in this situation

R Alternative Result - describe the likely outcome that would have occurred as an ALETERNATE RESULT of the alternate action


Thank You!


Intergenerational_Conflict_at_Workplace_SumitMehta

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