Leading and Engaging A Multi-Generational Workforce

The New Realities

Demographic and social trends will have a significant impact on the workforce in the coming years. Thus, in today's struggling global economy, it is more important than ever that organizations leverage the knowledge, skills and abilities of all workers, from all generations. By capitalizing on the strengths and values of different generations, business leaders can create a sustainable competitive advantage for their organizations.

An unprecedented number of workers from four generations – Traditionalist, Baby Boomers, Gen Xers and Gen Yers – are working alongside one another and bringing their own values, goals and communication approaches to the workplace. Such generational dynamics in the workplace affect morale, productivity, recruitment and retention. Organizations are facing immediate challenges when it comes to optimizing productivity, protecting profits and growing their businesses.

Each Generation bring different experiences, perspectives, expectations, work styles and strengths to the workplace. Despite the perceived "generation gap" from differing views and potential conflict, organizations have the opportunity to capitalize on the assets of each generation to achieve competitive advantage.

Role of Leader in Engaging the Multi-Generational Workforce

Managers who harness this unprecedented opportu¬nity for growth, development, and collaboration, and build bridges between generations, will thrive in particular in today’s turbulent economic landscape.

For Managers who have four generations of employ¬ees sitting in a meeting or working on a project, it can seem like each generation has its own world¬views, priorities, career models, motives and values. Manager need to enhance their under¬standing of generational characteristics and the impact of their own management practices on each of these groups. Managers need to leverage on the strengths of each gener¬ation. Taking full advantage of the multi-generational workforce will enable employers to effectively attract and retain employees, build teams, deal with change, and increase employee engagement.

Impact of Leadership Effectiveness on Employee Engagement and Organizational Success

Organizations need to deliver service value and build good customer relationships in order to generate sustainable results through their satisfied and loyal customers. Employees being at the fore-front of the service delivery chain hold the key to building the satisfied and loyal customer base (See Figure 1).

Employees who are engaged and motivated are instrumental in delivering the service experience. The level of employee engagement is dependent on the “Organizational Climate”; where “Organizational Climate” (sometimes known as Corporate Climate) here simply refers to “how employees feel about working in the organization/business unit/department/division.” Organizational climate is the process of quantifying the “culture” of an organization. It is a set of properties of the work environment, perceived directly or indirectly by the employees, that is assumed to be a major force in influencing employee behavior and engagement.

“Organizational Culture” refers to the shared values, beliefs, or perceptions held by employees of an organization. Having an “Organizational Culture” that enhances employee commitment and capability will lead to increase in customer loyalty. Achieving a “Conscious Business” (Fred Kofman, 2006) culture requires impeccable coordination amongst the team members, authentic communication with one another, and engaging in constructive negotiations in their dealings with one another and other stakeholders.

We know that leaders create, transform and manage organizational cultures. The leader’s values, beliefs and leadership styles will impact the organization’s climate. We need “Level 5 Leaders” (Jim Collins, 2001) who demonstrate ontological humility and possess emotional mastery. They also need to possess essential integrity in discharging their day to day role and responsibilities towards engaging the employees.

Reverse Mentoring

Mentoring does not only have to mean older workers coaching their younger counterparts; younger employees have a lot to offer older workers, too. Specifically, Gen Yers’ cutting-edge technology skill set can help transform organizations—if the organization seeks their input. Organizations that don’t take advantage of this risk falling far behind. Managers should encourage Gen Yers to share their expertise with older workers. Gen Yers are naturally predisposed to helping others, and like to feel they are contributing and making a difference.

Conclusion

The multigenerational workforce offers both challenge and opportunity. In the current labor market, the Traditionalist is delaying retirement (or returning to work), Baby Boomers are beginning to retire, Generation Xers have realigned their work/family priorities and Generation Yers is entering the workforce with distinctly different demands of their employers than those of previous generations.

Because engaged employees are already performing well, some managers think they should leave them alone. However, “Great managers do just the oppo¬site…they spend most of their time with their most productive and talented employees because they have the most potential. A manager who coaxes an average performance from a below-average employee still has an average performer. But a manager who coaches a good employee to greatness gains a great performer.” Engaged employees can inspire other employees, furthering positive change within the organization.

Article by Prof Sattar Bawany, Senior Advisor, Training Edge International and IPMA. He is also the Managing Director & Master Executive Coach of EDA Asia Pacific and Adjunct Professor of Strategy of PGSM. He is also the Co-Chair of Human Capital Committee of American Chamber of Commerce (AmCham Singapore). He can be contacted at sattar@ipma.com.sg and Website: www.ipma.com.sg as well as be connected at LinkedIn: www.linkedin.com/in/bawany

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Think about it

The irony of common sense is that it is anything but.

In my experience, “common sense” is really rather uncommon.  

One reason for this may be that we have become accustomed to relying on what other people “feed” us in terms of information.

Our access to knowledge is virtually unlimited now that so many of us have instant access to the Internet.

However, our ability to question and productively use the knowledge and information we now have may be diminishing.

It seems that increasing numbers of people are willing to accept information that is provided without questioning its relevance, validity or value to them.

What do you do with knowledge?

The saying “knowledge is power” may have been true before the Internet age, but it is not true today.

“Knowledge that enables us to make informed decisions” is power.

What is more important than getting knowledge is how you apply it — in other words, how you interpret its meaning and relevance in any given set of circumstances, and how you choose to behave as a consequence.

Conscious critical thinking is possibly one of the most important and useful abilities to develop, especially in a world where we are increasingly being required to make decisions quickly and under pressure.

Yet, significant numbers of us focus on acquiring knowledge rather than on applying that knowledge in appropriate and meaningful ways.

Acquiring knowledge is a good thing. But you need to know or understand something before you can have any hope of taking the next step of deciding how you might use it, if you choose to use it at all.

What seems to be lacking is a widespread ability, and willingness, to delve into knowledge and information and look beyond the obvious for more subtle learning and meaning.

Think critically

Critical thinking is important for both personal and business success.

The ability to accept and review information impartially and objectively and hold it up for deeper examination enables us to consider multiple options and outcomes which in turn, can help us “hedge our bets” and minimise risk to some extent.

It is worth remembering that although some people may think similarly to you, others won’t.

Clearly, your upbringing, education, life experiences, prejudices and biases will affect to a greater or lesser extent how you process information, and the outcomes you reach as a result.

However, the very process of delving deeper and being willing to question what is presented will inevitably help exercise your critical thinking muscles and make the process easier each time you do it.

When your family members, colleagues and even those with whom you have a less direct connection challenge you, it gives you an opportunity to think critically.

If you are able to avoid taking the challenge personally, and instead use it as an opportunity to examine your own thoughts, feelings and opinions that come up as a result, you get the opportunity to expand your thinking.

Of course, you may or may not choose to share your thoughts directly with them.

What is important is not the challenge or debate itself, but the process you go through to form your own opinions as a result.

Workplaces — and leaders — that encourage critical thinking know thinking, debate and discussion can take up valuable time.

However, they also know this is an investment rather than a cost, and the benefits that can accrue as a result can fast-track their success exponentially.

Just think

Google is famous for encouraging its staff to “just think” at least 20 per cent of the time.

That is what they are paid to do.

Think critically and creatively.

Some might need quiet time and space; others might need activity and other stimulation.

Either way, employees are encouraged to question, think, debate, talk things through and try things out so that they can look beyond the obvious.

Critical thinking is a critical success factor in almost every successful business. If you have never thought about encouraging it at your workplace, think about it now.

Article by Hannah Samuel, an international speaker with Training Edge International and an award-winning speaker, columnist and author. She speaks, writes and mentors worldwide on issues such as reputation, trust and integrity. 

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