e-Tips

Earlier this summer I was interviewed for a research project and master’s thesis by an EY (rebranded from Ernest & Young) Fellow in Ireland. For one of the questions, I generated a long list that provides an overview of challenges in the current multi-generational workplace. I am happy to share this with you.

Q. What do you feel are key issues affecting the multi-generational workplace at present?

A.  I easily named over a dozen issues, challenges and frustrations:

• Senior management/decision-makers not “getting” the significant direct impact of generational challenges on the bottom line on their business.
• Making mutigenerational teams better appreciate each member and work more effectively together.
• Sharing and transferring knowledge – owing to compensation systems, lack of know-how and/or cultural resistance
• Attracting and retaining clients/customers of different generations – and not taking different approaches
• Attracting and retaining employees of different generations  - not using different approaches to meet their needs and expectations
• Knowing when facetime is necessary and when not
• Different generational perceptions of what teamwork is and what’s in it for them
• Doing an effective job of orienting new employees, conveying the big picture vision and setting elear expectations
• Comfort level with feedback and how to do it right – both giving and receiving
• Avoiding turnover of valuable employees
• Communicating messages that are received as intended by each generation
• Excluding younger generation voices on leadership from succession planning
• Tensions when older workers report to younger managers

No doubt this is a long list with much to tackle. Of course, not all of these are present in all firms/organizations or to the same degreee.

Which issues – or others – are occurring in your workplace or do you see elsewhere? Please comment about which of these challenges and solutions to them you’d like to know more about to pwhaserot@pdcounsel.com or the Cross-Generational Conversation group on LinkedIn.

Let’s begin cross-generational conversation about these issues toward making more workplaces “best places to work.”

Phyllis

© Phyllis Weiss Haserot, 2014. All rights reserved.

* The generational chronology for easy reference: Generations are defined by the similar formative influences – social, cultural, political, economic – that existed as the individuals of particular birth cohorts were growing up. Given that premise, the age breakdowns for each of the four generations currently in the workplace are approximately:

Traditionalists:                             born 1925-1942   

Baby Boomers                              born 1943-1962

Generation X                                born 1963-1978

Generation Y/Millennials            born 1979-1998                 

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Struggling with how to achieve vital knowledge transfer among the generations? Ask about our highly praised workshop “Avoiding the Cliff: the Relationship Side of Succession Planning and Knowledge Transfer”

For coaching, training and special programs on inter-generational challenges for and among 4 generations in the workplace, attracting and retaining clients and employees of different generations, and maximizing the potential of young professionals and work teams, call or email Phyllis for an exploratory talk or complimentary coaching session-15: 212-59349 or pwhaserot@pdcounsel.com.

Ask about our signature program “GENgagenent^tm: 5 Things to Know About Each Generation that Will Change How You Interact, Persuade, Recruit, Retain and Sell.”

Contact us about participation in Cross-Generational Conversation Day.

Phyllis is available to speak at your organization or at firm retreats on inter-generational relations and organizational effectiveness topics. Call or e-mail for a list of topics or to custom-tailor your own.