Linen Supply: Dyan Troxel, HandCraft Linen Services, Richmond, Va.
Working with multiple generations can be tough. There are differences in values, communication styles and work-life balance approaches. What can be done to close generation gaps? The first step is to acknowledge these gaps exist.
When looking into each generation individually, you begin to see how these gaps occur. Use this knowledge to help guide your next steps but do not fall into the trap of putting each person into their stereotypical generation. Look at ways to appreciate the contributions of all generations.
Once you have acknowledged generation gaps, the next step is to talk about them. Having open and honest conversations with employees about their differences can clear the air surrounding the conflict.
Ask if anyone notices gaps at home within their multi-generational families. Seeing these differences occur in other settings makes it easier to understand and move forward with actions to resolve existing conflicts in the work environment.
Next, employees need to find common ground or a shared sense of purpose. Tie this back to the strategic goals of the company if needed. Guide the conversation to let them discover that they all want to do good work, to work as a team and to provide quality products which will bring about customer satisfaction. These values can be agreed on even if employees come about them in different ways.
Lastly, it is helpful to embrace different communication styles to accommodate all generations. If technology is a barrier, ask a younger employee to teach these skills to others. Then ask more experienced employees to share institutional knowledge about the company.
Working in cross-generational teams can maximize the strengths of each generation to ensure a cohesive work environment no matter when the employee was born.
Uniforms/Workwear Manufacturing: Steve Berg, Encompass Group LLC, Pelican Rapids, Minn.
Ask a group of experienced senior-level members of the workforce for their opinion of younger workers at the workplace and you will invariably hear descriptions such as low work ethics, lack of dedication, low attention span, and an overall inability to understand the views and behaviors of these younger team members.
Conversely, this same question posed to younger generations in the workforce regarding their older colleagues yields descriptions such as uncreative, inflexible, workaholic, and an obsession with hierarchy.
Funny thing is, when you ask these same groups to describe their own generation, the senior group will use words like dependable, loyal, competitive, and team-oriented. The junior group will describe themselves as entrepreneurial, progressive, flexible, and open-minded.
For the first time in history, there are five different generations in the workforce. Combining this with the difficulty in finding employees (and retaining them once they are found) creates a huge challenge for leadership and human resources.
Luckily, there is myriad information available with ideas on how to create understanding between employees of different age groups and bridge the generation gap. However, if we move too quickly to the strategy stages of fixing this issue, I fear we may miss the foundation of this opportunity, which requires a paradigm shift for all stakeholders, regardless of generation.
Several months ago, I was talking with my brother, who is in his mid-70s, about this subject. He is a successful business owner with a nationwide footprint. I asked him if he was having any heartburn recruiting and dealing with the different generations represented in his company.
“On the contrary … the values, beliefs and global views that each generation contributes are the lifeblood of the company,” was his response. He told me he has the vision to see new markets and opportunities for his company to grow, but his ability to execute his vision is flawed.
His paradigm for making decisions is based in part on his generational traits, which he feels negatively influence his decision-making in certain areas such as technology, history and social issues.
He counts on his team to fill in his “blind spots” as it relates to today’s business environment. That resonated with me. I didn’t ask any of his employees, but I bet if I did, they would tell me that his generational stereotypes have become ingrained in their decision-making process as well.
Each generation has its values, beliefs and views shaped by their life experiences and the social and political environments they grew up in. When company leaders are struggling to serve customers better while enduring headwinds of cost pressures, regulations, social issues and global instability, having five generations worth of experiences and viewpoints from which to gather ideas and solutions sounds like a large opportunity.
It won’t be easy for leadership to conquer the generation gap, but the juice will definitely be worth the squeeze.
Equipment/Supply Distribution: Justin Oriel, Garment Machinery Company Inc., Needham, Mass.
Closing the generation gap at work requires creating understanding, respect and collaboration among generations. Open communication is essential, either through intergenerational conversation, mentorship programs or an open work environment where everyone’s voice is heard and valued.
Valuing and leveraging the strengths of each generation can also create harmony as older employees bring experience, institutional knowledge and strategic thinking, while younger employees bring fresh ideas, digital savviness and adaptability.
By creating mixed-generation project teams, organizations can facilitate learning and innovation.
Providing training in generational differences will help employees understand various work styles, communication styles and motivations, thereby reducing conflicts in the end.
Leadership also needs to adopt a flexible style that balances diverse needs so that coaching is promoted rather than directive management. Cross-generational teamwork can also be supported through team-building exercises and programs that pair employees across generations to work together and solve problems.
Accommodating different work styles is another key factor, as preferences in communication and workflow may vary across generations. Offering flexibility in work hours and training on new technologies can ensure that all employees feel included and supported.
Moreover, addressing and challenging stereotypes is crucial in fostering an environment of respect and professionalism.
By implementing these strategies, organizations can create a more cohesive workplace where employees of all generations collaborate effectively and contribute to shared success.
Check back tomorrow for advice from commercial laundry and consulting services experts.
Have a question or comment? E-mail our editor Matt Poe at [email protected].
