Let’s face it, when given the opportunity, some people just like to challenge. Especially in a time where we’re increasingly seeing progressive strides with inclusivity and diversity. Talking about the workplace – that “seemingly untrendy” concept of generational diversity – is no exception. (To being challenged, that is).
The challenge seems to be around the “problem” that some feel is created when talking about age; that calling out age-related differences in the workplace is likely to cause more divide than unity. Sure, I get the point, but generations are a thing, differences in experiences are a thing, difference in values, is a thing: just ask any sociologist.
The point of talking about generational diversity, isn’t to cause divide: it’s to educate, to create awareness, to allow mutual understanding and respect to develop – and for leaders in business, to leverage the values, skills and experiences each generation brings.
In simple terms, generational diversity means having people of a wide range of different ages represented in the workplace. However, it’s not about just the representation per se, but understanding the concept. Why? Because it’s behind the concept where both risk and reward lie for workplaces.
Our global workforce consists of five generations: Traditionalists, Baby Boomers, Gen X, millennials, and Gen Z. The majority workforce (circa 65%) are millennials and Gen Z.
On the one hand this wealth of diversity in skills and experience offers workplaces huge value. On the other it can present as problematic. While no business likes to waste potential, the pain points that can arise due to lack of understanding, can cripple a business. Managerial pain points like under performance, mismatched expectations, and problematic attitudes. Business pain points like workplace conflict, high employee turnover, and difficulty with attracting talent.
Getting it right means understanding that each generation has different workplace expectations. Understanding the concept means businesses can leverage the benefits.
It creates a framework for understanding and builds morale
Morale is important. In fact, I’d go so far to say critical if you want to get the most from your people. When workplaces understand that there are generational specific traits, behaviours, attitudes, and values it reduces the likelihood of misunderstanding between people. This also includes reducing the risk of us projecting our own expectations, preconceived notions, or unconscious biases toward others – or at least being more mindful of it.
It supports communication and workplace relationships
“Why does my manager expect me to spend 5 years working toward a promotion?”
“Why does my manager still expect me to show up in a physical office and report in at 9am?”
“Why can’t my employee get things done in 9-5 business hours?”
“Why won’t my employee just get on with doing what I ask, rather than push back?”
Sound familiar? When we understand what’s “behind” said views/preferences/values we’re more likely to be able to shift perspective. In turn, improving communication and our working relationships with each other.
It mitigates risks to retention
While retention may not be a one-size-fits-all model, there are elements of generational diversity that are applicable. Usually when it comes to understanding values. For example, older workers may be more comfortable with traditional working hours (e.g., 9-5pm), whereas younger gens prefer more flexibility. If employees are forced into ways of working that don’t align with their values, they’re at a high risk of leaving.
There’s a saying that knowledge is power. And when it comes to the workplace there can’t be enough knowledge.
So when you hear the concept of generational diversity, get your head around the fact that it’s got nothing to do with division, it’s to do with understanding people and in turn, improving areas of your business.
