Leading Intergenerational Teams
Leading Intergenerational Teams
Workspace demographics now span four generations. A twenty-something hired this year can expect to find that they working with colleagues who are older than they are by fifty or more years. The reason for this is primarily due to labor shortages for trained personnel in many industries. In addition, many older workers are now delaying retirement due for economic or other reasons. Many of the baby boomer generation can now be expected to delay retirement into their seventies. (Randstad USA)
As you will learn, an inter-generational workforce provides many opportunities and challenges. While generational differences can and do lead to frustration, conflicts and poor morale, they do not have to. This section of the handbook will help you to better understand effective methods for leading and working with intergenerational teams. You will see that the differences brought to the mix by different generations can lead to increased productivity, creativity and success. In addition, you will understand the programs and benefits offered to enhance and optimize the benefits of maintaining an inter-generational workforce.
Defining the Generations
In an article published in the Journal for Quality and Participation, Gesell provides the following definitions of the generations.
The Silent Generation. Born between 1925 and 1945, this group values hard work, conformity, dedication, sacrifice and patience. They are comfortable with delayed recognition and reward.
The Baby Boomer Generation. Born between 1946 and 1964, this group are optimistic and team oriented. They place a high value on their work ethic while also seeking personal gratification and growth.
Generation X. This is the group born between 1965 and 1980. They are self-reliant, global thinkers who value fun, balance and informality.
Millennials. This group was born between 1981 and 2000. Members of this group exhibit confidence, optimism, civic responsibility,
Workspace demographics now span four generations. A twenty-something hired this year can expect to find that they working with colleagues who are older than they are by fifty or more years. The reason for this is primarily due to labor shortages for trained personnel in many industries. In addition, many older workers are now delaying retirement due for economic or other reasons. Many of the baby boomer generation can now be expected to delay retirement into their seventies. (Randstad USA)
As you will learn, an inter-generational workforce provides many opportunities and challenges. While generational differences can and do lead to frustration, conflicts and poor morale, they do not have to. This section of the handbook will help you to better understand effective methods for leading and working with intergenerational teams. You will see that the differences brought to the mix by different generations can lead to increased productivity, creativity and success. In addition, you will understand the programs and benefits offered to enhance and optimize the benefits of maintaining an inter-generational workforce.
Defining the Generations
In an article published in the Journal for Quality and Participation, Gesell provides the following definitions of the generations.
The Silent Generation. Born between 1925 and 1945, this group values hard work, conformity, dedication, sacrifice and patience. They are comfortable with delayed recognition and reward.
The Baby Boomer Generation. Born between 1946 and 1964, this group are optimistic and team oriented. They place a high value on their work ethic while also seeking personal gratification and growth.
Generation X. This is the group born between 1965 and 1980. They are self-reliant, global thinkers who value fun, balance and informality.
Millennials. This group was born between 1981 and 2000. Members of this group exhibit confidence, optimism, civic responsibility,
References: AARP. (2003, January). Staying Ahead of the Curve 2003. The AARP Working in Retirement Study, pp. 6,24. American Assoication of Retired Persons. (2007, Jan). Leading a Multigenerational Workforce. Retrieved April 17, 2012, from AARP.org: assets.aarp.org/...aarp.../leading_multigenerational_workforce.pdf Armour, S. (November, 6 2005). Gen Y: They’ve arrived at Work with a New Attitude. Gesell, I. (Jan 2010). How to Lead When the Generation Gap Becomes Your Everyday Reality. The Journal for Quality and Participation, 21. Raines, C. (2003). Connecting Generations: The Sourcebook for a New Workplace. Menlo Park, Ca: Crisp Publications. Randstad USA. (n.d.). The World At Work - Workplace Surveys. Retrieved April 12, 2012, from Randstad: www.us.randstad.com