Management Implications And Strategies For Collaboration In Intergenerational Workforce Planning

Effect of intergenerational workforces on workforce planning

Discuss about the Management Implications and Strategies for Collaboration.

In every contemporary workforce in the health care services, a diverse mix of ages is often working together with a possibility of at least four generations within the workplace.  In his study, Smyrl (2011) denotes that each of the generation has different behaviors, expectations, and values that need to be understood within an organizations’ human resource planning as well as the responses to workforce management. This paper evaluates and presents a detailed analysis of the effects of the intergenerational workforce on the planning process while addressing the needs of every cohort within the workforce planning process. The paper as well presents the ethical considerations that are required in meeting the needs of the intergenerational workforce needs within the organization. It then concludes the essentiality of the role of recognition and reward efforts for each of the intergenerational groups in an organization.

According to Kate, Martin, and Sandi (2016), a typical definition of the generation occurs by observing different time lines and influencing factors that at the end results into specific behavioral trends within the cohorts. For instance, the veterans are considered to be the greatest generation. The veterans bring together a heroic and traditional attitude to the workplace.  In their study, Kate, Martin, and Sandi (2016) point out that the veteran is the oldest workplace generation made up of people that were born between the years 1920 and 1943. In workforce planning, the same study denotes that it is a generation that is respectful, accustomed to leadership, practical, and hierarchical. Haeberle, Herzberg, and Hobbs (2016) also denote that it is a reliable workforce of a generation that is reliable and steadfast in their duties but is often uncomfortable with the wild blender of age, ethnic diversity, and gender of the other generations due to their dependence on technology.

The veteran is then followed by the Baby Boomers often considered as the 80 million children of the post-World War two eras. The generation is typically optimistic and driven in the workplace with a focus on growth in a self-centered arena. Glass (2017) denotes that it is a generation that grew up as the center of attention of their parents (the veterans) while enjoying the thrilling progress of the space age, television, and modern suburbia. Even though they as well possess some of the duty-driven working habits of the veterans, Smyrl (2011) assert that the workforce planning process should consider the generation are as well originators of consensus-based leadership and collaborative work. The generation is interested in helping the younger generation since the population is also cautious to pro-technology. However, they are often frustrated by what may seem to them as lack of ambition in the approach the young generation give to work.

Addressing the needs of every cohort in workforce planning

The Baby Boomers are then followed by the Generation X consisting of the 46 million individuals that were born between the year 1964 and 1979. It is a generation that is influenced by the sweeping complexity in the social change hence sandwiched between the complexity of the globalization and technological innovation and the optimism of the Baby Boomers generation. According to Nimrod (2016), they are often the epitome of divorce who grew up with the self-reliant attitude hence not as trusting as the previous generations. This population has a tendency of being skeptical and has anti-personal commitments, an aspect that garnered the generation the name slacker. However, allocated any duty within the workplace that is meaningful to them on a schedule that balances the work and their life, and given colleagues they respect, they can become very productive and highly creative according to Kate, Martin, and Sandi (2016).

After Generation X, the millennial generation also called Generation Y follows consisting of a population that is characterized by optimistic influence and unprecedented economic prosperity. They are more focused to adopting technological innovations with the aim of making the world a better place. They have been raised by parents with the determination to give them the best. Nimon (2016) denotes that the millennial generation is sophisticated and smart but has very close ties with their parents, an aspect that even influences their performance in the workplace. The workforce planning process should factor in the idea that this is a generation with a digital DNA and are only used to the world of iPods, wireless access, DVDs, cell phone families, and almost everything done over the internet including school assignments, sports, shopping, etc.

Creating an intergenerational friendly workforce plan, there is a need for understanding the different expectation of the generations from leadership, to work tool, career aspirations, as well as what makes them walk back to the workplace every day (Smyrl, 2011). Effective management of intergenerational workforce is one of the major challenges facing leadership of different organizations. Addressing the needs of every cohort in workforce planning hence requires the organization to have a clear understanding of the workforce. In his study, Nimrod (2016) points out that an organization can adopt the following aspects in meeting the desires and needs of an intergenerational workforce.

Updating the technical skills of the workforce- according to Gladwell et al. (2010), generation X and the boomers are used to the traditional instructor-led programs as well as self-learning tools. On the other hand, the millennial generation prefers technological –centered and collaborative strategies as a result of the omnipresent innovative and technological advances as well as the value placed individual coaching. For a long time, many employees complained concerning the millennial working styles as disruptive to workplaces. However, Kate, Martin, and Sandi (2016) denote that the generational differences result in varying outlooks and the resulting workforce changes such as new communication methods as well as enhanced work-life which can only be understood by the old generation through sharing of skills.

Ethical considerations of meeting the intergenerational workforce needs

Adopting to change-The Generation X and the millennial generation often sees change as a mode of accessing new opportunities. Johnson (2010) denotes that the Boomers should be the most cynical and jagged towards change since the population grew in a transitional period involving a relatively stable work and living environment to a cost-cutting period. It is also the time where re-organization became the way of life rather than just an exception. In every organization, therefore, the work planning should be focused on adopting a change to open more opportunities for the Generations X and Y and open a diverse mind in the working knowledge and skills of the baby boomers and the veterans.

Communication style- As baby boomers are more perceived to be reserved, millennial and Generation X often favor more in-person and collaborative aspects of interaction. The workforce planning should hence focus on ideas that create opportunities for coaching styles of management other than focusing more on the top-down authoritative approaches of communication.

Mixing and matching project teams- team make-up and team building should be adopted as opportunities to get together and build strong positive working relationships. In such occasions, the age group cohorts learn from each other by sharing diverse skills, experiences, and perspectives that are beneficial for both individuals and the organization. In so doing, innovations, as well as new skills and techniques of solving problems, can be reached.

Unethical behavior, as well as possible lack of corporate social responsibility in a working place, can damage the reputation of an organization hence making it less appealing to stakeholders and give an advantage to its competitors. Boomers have a higher rank than Millennial and Generation X in many dimensions except in health. Millennials as well rank higher in hard work, gratification delays, and morality than Generation X according to Meriac, Woehr, and Banister (2010).Despite all the ethical differences, the following are some of the ethical considerations that should be adopted across the intergenerational workforce in a workplace.

Many times, it evident that the management hires incompetent and unproductive persons due to personal interests of the top management personnel. Often, worthy and potential employees have always been left out as a result of such poor hiring policies. However, Gibson (2015) denotes that every employee irrespective of the generation is an asset of the organization and unfair practices can inflict lasting damage to its performance in the long run.

There should be no any form of discrimination by the organization based on the generation to which an employee belongs as long as they are potential and can be productive towards achieving the goals of the employees. The management should as well not hold grudges against workers due to personal interests and conflicts. Their productivity and performance should be the only parameter for promotion or appraisal.

Despite the generation one belongs, every employee is expected to be loyal to the organization as long as he or she is found in the payroll of the organization. All the four generational cohorts hence need not be reminded of what is expected of them while in the workplace. As a result, any dishonest behavior that is likely to malign the organizations’ image or prove to be unprofitable to the business is highly unprofessional and unethical (Way & Medved, 2017).

It is the most essential of all the ethics in the workplace because it is the main good of the business. Once hired to work, every employee whether a veteran, baby boom, generation X, or millennial should keep his side of the bargain to the company. When it happens, such a behavior rarely disappears unnoticed by the leadership of the workplace. Despite the differences in perspectives of the intergenerational workforce, each employee is expected to bear the relevant consequences towards any lack of commitment towards the workplace responsibilities.

Nicholas (2010) denotes that one of the impacts of impending wave on Baby Boomer and Veteran retirements is losing expertise and accumulated knowledge since age comes with wisdom and expertise. On the other hand, retaining older workers leads to reduction in the business productivity since age can as well brig health complications, outdated skills, as well as lower motivation due to inertia and career status. However, the reward and effort recognition results into a positive effect and stronger self-conception despite the age (Fraone, 2012). Effectively managing and motivating the four generations requires an understanding, recognition, and respect towards the differences of their characteristics and values.

Millinnials feels rewarded and their efforts recognized when the management connects their performance to career goals and personal objectives since they are optimistic and achievement-oriented according to Smyrl, (2011). The boomers are often optimistic and are motivated by leaders who involve them in the organizational duties so that they can show they can as well make a difference. Whether due to lifestyle, life-stage performance, or generational differences, people often express interest in a wide range of recognition, rewards, and incentives. However, some motivational elements are often universal such as a sincere thank you and a part on the back among others. Also, Millinnials do not get satisfied with a quick thank you as they are interested on something specific. Generation X appreciates rewards and recognition but prefer when it is done privately or within a small group. Boomers also appreciate a formal reward and recognition in front of groups or a team (Nimon, 2016).

Conclusion

Intergenerational workforce consists of a mixture of conflicts, compliments, and opportunities since the influencing circumstances and events, ambitions, values, and priorities are in conflict. However, every age cohort is still interested in learning from and connecting with each other. Within the workforce, it is evident that the four generations have different work perspectives, unique work ethics, idiosyncratic styles, preferred and distinct way of being managed and managing. They as well have unique ways of perspectives towards work-world issues such as service, quality, and just showing up for work. The difficulty of the generations to get along can affect the distribution of work and contribution of views towards the objectives of the work. However, with good communication and open mind, it is possible to work out the generational differences so as to make workplaces more comfortable and productive places.

References

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