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Over the last few years, there’s been an explosion of information about how to manage a multigenerational workforce.
There have been countless articles, seminars and books on how to keep Generation Y (aka the Millennials) engaged, and how to help Baby Boomers and Gen-X employees work with them more effectively. I think that’s all a big waste of time.
I don’t do things because I’m Gen-Y
The big theory around multigenerational workforces is that shared experiences during a generation’s formative years creates a set of shared values that guide their behavior. Gen-Y is allegedly very influenced by 9/11, helicopter parents and exponential growth in technology.
I’ll admit that technology is something my generation is, generally speaking, very comfortable with. But I have friends who aren’t on Facebook, and I know plenty of Boomers who text and email far more than they pick up a phone.
There’s as much diversity within generations as there is between them. Given that, doesn’t it makes sense to stop focusing on differences between generations, and start looking at differences between individuals?
The Individual Workforce
The real goal of the multigenerational workforce movement is to help everyone in your organization work together effectively. Focusing on generations is divisive. It requires you to lump people into categories and teaches managers to treat everyone within that category the same. Doesn’t it make more sense to teach managers how to deal with individual work preferences?
I think organizations could manage a diverse workforce much more effectively if they took all of the “stuff” that gets taught during multigenerational seminars and ripped away the generational labels.
Teach managers why some people prefer to text or email instead of call. Teach them to have discussions with their employees about how they prefer to work, and to get out of the way and let their people do amazing things.
I envision a training that’s a lot more like Myers-Briggs training for new work teams, where people learn more about their individual work styles and how to interact more effectively. And when the training is over, everyone can get back to what really matters: doing amazing things that drive your business.
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Comments
06.25.09
I already posted to your blog, but I just wanted to say I'm really glad this post is in the spotlight at Brazen today. You bring up some valid points (although I'm not in agreement). I look forward to see the conversation on this one.
06.25.09
I generally agree with you, especially on your point that "focusing on generations is divisive. It requires you to lump people into categories and teaches managers to treat everyone within that category the same." I believe that generational tendencies exist, but they are far from universal. Categorizing is human nature and probably cost effective for businesses, but is not very relationship-building conducive.
06.25.09
@Suzanne - As always, thanks for commenting!
@Jason - I like your approach: They exist, but they're not universal.
06.25.09
Chris, I totally agree! I am a "Gen-Xer" and work in a large non profit where we have a good mixture of boomers, X-ers and Millenials. Over the past two years, we have steadily incorporated social media into our strategic plan-mostly encouraged by our Gen-Y colleagues. At first, there was a lot of resistance toward the new plan, as well as categorizing which split the "team" temporarily.
The thing that really helped, was that one of our smart Gen-Y coworkers(who feels a lot like you) interviewed staff members and surveyed them on their preference for communication and their comfort level with social media which ultimately led to a more productive workplace and less resentment because people were actually given a choice about how they wanted to work and stuck to what they excelled in.
I guess my point is, we shouldn't compartmentalize as there are a lot of outliers and exceptions to the rule. I think management should keep in my that a successful company or organization is as strong as their team and the goal is to utilize each employee for their strengths not for their generation.
06.25.09
Excellent post (and excellent responses, too). It's always interesting to read about the differences between generations. Unfortunately, a problem arises when those differences are all you see, particularly when there are far too many exceptions--and there are.
06.25.09
And differences are not necessarily a bad thing; they can be drawn upon. Different point of view rather than similar ones generally foster creativity.
06.25.09
Thank you for your post, Chris.
I just wrote a blog about a documentary film about "Gen Y by Gen Y" titled "Our Time".
(See http://workingwithtwentysomethings.com/41/)
I think the narration by the film makers at the beginning of the film sums it up pretty well: “Much of what is said about Generation Y comes from people who are not part of it… This generation is too big and too diverse to fit under one label”.
When I am working with managers, one of my key messages is that making assumptions about someone based on his/her membership in a generation, style preferences, or anything else is a recipe for disaster. In other words, it is about not using labels at all, but instead spending time with each direct report to find out what they need from the manager to be effective.
Thanks again and keep the conversation going.
06.25.09
I must say, I'm really pleased with the warm response I've received on this article considering it seems to challenge many of the things that the Brazen Community holds sacred. Thanks to everyone who's commented for their thoughts and insights!
06.25.09
@Chris - I think you got such a great response because you disagreed without judgment. That's a hard thing to do - and a great skill to have.
06.25.09
@Suzanne - Thanks! :)
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