It is not possible to make certain that generation gap does not exist, but it can be narrowed alright. And it shows at workplace too. Companies and establishments that devote time and spend money trying to reduce the gap are actually wise; they know how to make the most of their human resources.
Today, all organizations have four distinct category of employee, generation-wise. These are Gen Y, Gen X, Baby-boomers and Old hands. All of them are present at a workplace and at odds with one another. The differences in their opinions are a result of variations in individual principles, thought processes, inspiration levels and work methodologies.
But first, what are these different generations like?
· Gen Y: This is the young lot, aged around 30 and under. A typical characteristic of a Gen Y employee is his readiness to accept and willingness to try out newer ideas. Much ahead in the knowledge of latest technologies, they will evidently comprise largely the junior cadres of all branches.
· Gen X: The employees of this generation are generally in the age bracket of 25 to 45 years. The time they were at school or college, they were impressed upon the need to treat their academics seriously, perhaps much more than any other generation. Armed with degrees and diplomas, they are industrious by temperament but so long as the remunerations are good. Such individuals will be there at all levels in every organization. For certain reasons, Gen X employees are very adept at resolving problems and attaining immediate objectives. Larger representations of issues are, more generally not visualized by them. With motivation levels a little low, they need to be frequently supervised.
· Baby-boomers: The Baby-boomers are about 45-55 years old and lay great stress on domestic issues, largely on account of the fact that they grew up in relatively safe environments, both social and at home. Unlike other generations, perhaps they were subjected to very strict controls during their adolescent stage. Because of their age profile and experience, they hold positions of heads of divisions or departments. Additionally, they are well-versed in the use of technological applications, are cooperative by temperament and make useful members of teams. However, they do have a shortcoming; it is their inability to provide or accept unconstructive comments or off-putting criticism.
· Old Hands: As the name suggests, these employees are elderly and subscribe to the need to uphold organizational ideals, high work standards, ethical practices and disciplinary codes. They have been witness to turbulent times in their growing-up stage and hence are accommodative. Willing to give up their dues for social causes, Old Hands are in higher echelons of power, thereby responsible for strategic vision so essential for the progress of any organization.
It is an extremely weighty issue for any organization to bridge generation gaps if it seeks an undisturbed and prolific work environment. Experience has indicated that in all establishments worldwide, staff interaction is contingent on individual background and ethics. Be it Gen Y or Gen X, Baby-boomers or Old Hands, each have their peculiar traits and dispositions. Their beliefs, functioning and actions are all related to their respective upbringings.
Organizations can institute a number of measures to reduce generation gaps at their workplace and in the process boost image, productivity and profits. Special training sessions to make employees acquainted with communication techniques and working modes of different generations is the best method to preclude misapprehensions and spats at the workplace. Frequent discussions, albeit at the sidelines of routine conferences or events can be conducted and realistic suggestions given for inter-generation relationship-building.
As and when employees start comprehending their co-workers of other generations, they would be able to coexist and improve the harmony of the workplace.
In practically all organizations, task allocations are based on the expertise levels of the employees. Specific jobs demand specific skills and employees of a particular generation possess explicit qualifications. So, depending upon the assignment at hand, the first preference ought to go to an employee of the appropriate generation.
With age, people tend to lose out on their fitness levels. Old Hands, understandably may not be as fit as youngsters and hence need provisioning of different amenities and privileges. In the absence of due comfort levels, their output is likely to diminish. In an ideal situation, they should not be allocated assignments requiring great physical stress.
All organizational standard operating procedures and guiding principles should be formulated considering the requirements of all the four generations. This is all the more relevant when it comes to maintenance of morale and motivation. To illustrate the point, an employee of the Baby-boomer generation can be enthused easily by simply acknowledging his or her contributions and according reverence. Admiration alone may not pay off in respect of Gen X; they can be motivated better by way of monetary awards.
Modern companies and enterprises have an extensive array of necessities a propos employee dexterity and competence. Employees of a single generation by themselves just cannot meet the terms of these requirements. It has to be a combined effort – experience of the elderly and higher technical knacks of the youngsters – if the momentum of productivity has to be maintained. In the light of the foregoing, apposite generation gap bridging measures ought to be any organization’s main concern.
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