07.06.2024

How to effectively manage a multigenerational team?

Key information

  • Currently, four different generations can be distinguished in the labor market: baby boomers, generation X, generation Y (millenials) and generation Z.
  • Generations differ in their approach to work and their expectations of the professional environment.
  • Intergenerational cooperation fosters new creative solutions.
  • Motivation methods should be adjusted, taking into account the diverse values of employees.
  • Proper communication is key, so as to take into account the differences in technology use among employees of different generations.
  • Training must take into account the diversity of needs, desires and expectations of different age groups.
  • In multigenerational teams, conflict management requires building open communication and promoting cooperation between representatives of different generations.
  • Multigenerational teams are more flexible and resistant to employee retention.

The importance of managing a multi-generational team in a modern company

Effective leadership of a group with representatives of different generations is crucial for the development of a modern enterprise. A multigenerational team brings with it a diversity of perspectives, experiences and skills. Having a multigenerational team can benefit an organization, but it also generates challenges related to conflicts among employees representing different generations.

Characteristics of generations in the labor market

Today, four different generations can be found in the labor market. Baby boomers are those born during the period of high demographic growth after the end of World War II, between 1946 and 1964. They are characterized by a strong commitment to work and a preference for traditional methods of communication, such as face-to-face or telephone conversations. Representatives of this generation value professional stability and are distinguished by their strong loyalty to their employer. For this reason, they often work in one organization all their lives.

Generation X is a group of people born between 1965 and 1980, currently dominating the labor market. Like the "baby boomers," representatives of Generation X are characterized by loyalty to their employer. However, unlike the older generation, they place more emphasis on professional development, valuing independence and taking care of work-life balance. They are distinguished by their responsibility for the performance of their duties and organize their work well. They are strongly focused on career development and achieving high social status.

Generation Y, also known as millenials, includes people born mainly between 1981 and 1996. Representatives of Generation Y are very open to new technologies. They tend to change their place of employment frequently to suit their passions and values. They pay great attention to their private lives, expecting wide freedom and flexible working hours. In their relations with superiors, they show a lack of attachment to authority figures and greater independence than previous generations.

The youngest generation in the labor market is Generation Z - Born after 1997. They are the first people to grow up in a fully digitized society, and for this reason are characterized by considerable proficiency in the field of modern technology. They have a strong need to make a difference in the world, with many expressing a desire to work in industries or organizations that are committed to the community or the environment. At the same time, young employees from Generation Z show a high degree of creativity and innovation in their approach to performing tasks.

How to motivate a multigenerational team?

Different age groups have unique needs, which translates into their expectations of the employer. Therefore, in order to manage a team, it becomes necessary to understand the thinking of different generations to increase motivation, meet the needs and create an attractive environment for all team members.

For baby boomers, financial stability is most important. Traditional values and respect for authority are important to them.

Generation X also highly values earnings. Unlike older workers, benefits packages and other non-wage perks are also important to them. They are characterized by a desire for growth and commitment, and are motivated by the prospect of career advancement and recognition for their experience.

Generation Y is characterized by a desire to balance their personal and professional lives. They expect flexible schedules and are not willing to stay at work after hours. For this reason, a friendly atmosphere and personalized work experience are important to them. They need a leader with whom they will have a partnership.

Work flexibility is also important for Generation Z. They show a strong interest in working remotely, often working from outside their home location. Results are important to them and they expect rewards to be tied to specific achievements.

How do you leverage generational diversity as an asset to your business?

In today's business world, leveraging employee diversity is a key component of corporate strategy. Each generation brings unique perspectives and experiences, which can lead to innovative ideas and solutions. Different generations work together, sharing their point of view. Building strong relationships creates opportunities for mutual learning and development, and fosters a better understanding of differences and respect among employees of different generations.

To maintain continuity in the performance of employees, it is in the employer's interest to prepare a multi-generational team. They are flexible and more resilient to employee retention resulting from maternity leave or retirement.

Companies that successfully adapt to this reality are often seen as attractive places to work, which attracts talented and educated employees and builds a positive brand image.

Communication and multigenerational team building

In creating a friendly working environment with employees of different generations, an important element is effective communication in a multigenerational team. Employees representing different generations may have different communication preferences and work styles. The baby boomers and Generation X may be more attached to traditional forms of communication, such as phone calls, face-to-face meetings and e-mails. Younger generations generally prefer modern methods of communication, such as text-based instant messaging and video conferencing. To manage effectively, it's important to understand these differences and adapt the way you communicate to the needs of each age group.

Training and competence development in a multi-generational team

In the context of managing a team of employees, training and competence development play a key role in ensuring efficiency and effectiveness. By investing in their development they will become more effective, which will be due to the fact that they are specialists in their field.

It is important to take into account the diversity of needs, skills and learning styles of representatives of different generations. For example, representatives of older generations, such as baby boomers, may be more inclined to attend classroom training or workshops where they can personally engage in discussions and share experiences. On the other hand, millennials and Generation Z may be more interested in online training, which offers time flexibility and accessibility from anywhere via mobile devices.

In addition, there is a significant difference in expectations regarding training and competence development. Representatives of older generations may prefer training focused on improving specific skills related to their current job role, while younger generations may be more interested in training that covers human resource management and allows for the development of forward-looking competencies.

The needs of a multigenerational team vis-à-vis development can vary according to generational groups and work experience. By taking these differences into account and tailoring training programs, you can build a strong multigenerational team of employees who are ready for the challenges of today's labor market.

Conflict management in a multigenerational environment

In intergenerational teams, where representatives of different generations work, intergenerational conflicts often arise that can challenge effective cooperation and communication. The most common reasons for disputes among team members are:

  • Loyalty to the employer. Older generations may be loyal to one employer throughout their working lives, while younger generations are more likely to change jobs and seek new opportunities for advancement. In today's dynamic labor market, changing employers every few years has become the norm for many younger people, who are more open to new challenges and opportunities for growth.
  • Work-life balance. Among older workers, raised in a work culture, it is common to consider overtime the norm, while younger generations prefer more flexibility and want to maintain a work-life balance. For them, maintaining a work-life balance is a priority, which can lead to misunderstandings with the older generation.
  • Communication method. Older generations prefer traditional, in-person conversations, and some even avoid social media, which is widely used by younger generations. In contrast, younger generations such as millennials and Generation Z are more likely to use social media and prefer quick online communication.

Managing a team of employees in such an environment requires awareness and the ability to deal effectively with diverse perspectives and needs. It is important to foster an open atmosphere that allows for the expression of opinions and problem solving. To organize a team without hindrance, it is also crucial to understand the differences of each generation and look for ways to use them as an asset.

To manage a team, it is important to promote cooperation and integration between representatives of different generations. Seeking to understand each other's perspectives and needs can help build bonds and trust, which in turn can reduce conflict and improve team effectiveness.

The key to success in managing a multigenerational team

Today, multigenerational teams are unavoidable in the labor market. Age diversity in the workplace is becoming the norm rather than the exception. The ability to effectively manage such a team is a key element in the success of a company, regardless of the industry or scale of operation. It is essential to carry out segmentation so as to adjust communication, properly motivate employees and find effective training methods tailored to representatives of each generation.

It is also important to encourage the exchange of views and opinions to help understand the perspectives of different generations of employees and be able to resolve conflicts more effectively. Choosing best practices in teamwork and creating an attractive working environment can contribute to building a positive atmosphere and achieving organizational success. When different generations work together as a team, they can develop innovative solutions and deal with problems they encounter more quickly.

A personalized approach tailored to age diversity allows us to better understand the needs and preferences of each generational group. This helps improve the working conditions for the multigenerational team. By implementing the listed measures, effective management of a multigenerational team will become easier.

 

Maciej Zioło

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