| Each generation imagines itself to be more intelligent | | | | more prominent positions earlier in their careers. |
| than the one that went before it, and wiser than the | | | | Common Values |
| one that comes after it. - George Orwell | | | | In spite of their differences, members of various |
| Different generations working side by side have | | | | generations share certain values. Finding common |
| become commonplace in the modern working | | | | ground in inter-generational workplaces is essential to |
| environment. While this is unquestionably a positive | | | | keeping employees connected. While technologies |
| development, it begs an important question-is there | | | | may change, employee needs remain relatively the |
| really a generation gap in today's workplace? | | | | same, including the need to be respected and feeling |
| The simple answer is "not really." The primary | | | | that they are essential pieces of the puzzle. This |
| differences in generational interaction in the | | | | importance is conveyed through opportunities to be |
| workplace revolve around a lack of communication | | | | heard, as well as the opportunity to receive public |
| and slight differences in expectations. Every | | | | recognition. |
| generation relates to situations based on their own | | | | Whether the material is related to new technology or |
| cultural experiences whether they are Boomers, | | | | shifting business practices, employees of all |
| Gen-Xers, Millenials (also known as Generation Y) or | | | | generations are also interested in the opportunity to |
| Generation Z. This can understandably cause friction if | | | | learn. When employers convey an interest in passing |
| not properly addressed. | | | | along information relevant to an employee's position, |
| In spite of these differences, it seems that most | | | | they are making an investment. When provided with |
| employees regardless of generation share similar | | | | such opportunities, employees can visualize their |
| values. With proper guidance from management, | | | | worth to the company and are more inclined to feel |
| mixed-generation workplaces can be both positive | | | | satisfied and part of a team. |
| and productive employment experiences for | | | | Harnessing the Power of the Intergenerational |
| everyone. | | | | Workplace |
| Communication and Expectations | | | | So long as management is capable of facilitating |
| Communication is the key to creating a positive work | | | | communication and meeting common needs, |
| experience for all employees. Understanding how | | | | intergenerational work settings can be excellent |
| members of different generations communicate can | | | | experiences for everyone. Balancing learning with |
| help employers create better work environments | | | | leadership opportunities, such as intergenerational |
| while increasing employee job satisfaction and overall | | | | mentorships, can create multi-generational teams that |
| productivity. | | | | allow individuals to share strengths regardless of age. |
| Generational views of work have shifted multiple | | | | Such relationships allow each employee to feel |
| times throughout the years, and each generation | | | | respected and valued, leading to harmonious |
| brings fresh ideas and perspectives into the mix. | | | | intergenerational work experiences. |
| Traditionally, younger employees were treated as | | | | As with so many other aspects of an excellent work |
| subordinates to older, more experienced workers | | | | place, it starts with strong hiring, training and |
| who held positions in the company for an extended | | | | management practices. |
| period of time. Today, younger employees challenge | | | | Each generation goes further than the generation |
| these roles by using diverse employment | | | | preceding it because it stands on the shoulders of |
| experiences-such as volunteer work, internships and | | | | that generation. |
| entrepreneurial endeavors-as a springboard toward | | | | |