This document discusses generational differences in the workplace and provides strategies for managing a multigenerational workforce. It identifies the four main generations currently in the workforce - Veterans, Baby Boomers, Generation X, and Generation Y. Each generation has different values, work ethics, and preferences that can lead to conflicts if not properly managed. The document recommends identifying each employee's generation, drawing on the strengths of each, adapting management styles to different generations, accepting generational differences, and motivating employees in generation-specific ways. Effective multi-generational management can help reduce conflicts and maximize productivity.

1. Multiple (4 to be exact) generations working together in the business world. In our personal lives we have always had
individuals within the family unit that represent many generations (at least 2 if not 4 or 5). Therefore, most people
know how to relate and communicate with people from other generations to accomplish goals and make decisions on
a personal level. Then why (you may ask) don't we just carry these skills over to the workplace? Perhaps it is
because the line of authority and ultimate decision maker is clearer in the family unit than the business environment,
maybe it is because rarely, if ever, is the youngest generation in a position of authority or power over the older
generation, or maybe it is because the multiple generations in a family often share the same basic value system.
Whatever the reason...the result is clear - employees are struggling with generational differences in the workplace
and that means employers need to focus on the issue before productivity (and profit) takes a downhill turn.
So who are these 4 generations? According to Linda Gravett and Robin Throckmorton in their recently released book,
Bridging the Generation Gap, there are 5 generations in our world today, 4 of which have attained working age.
Specifically, Gravett and Throckmorton provide that the following names, birth range, and common characteristics of
the working generations as follows:
* Radio Babies: born 1930-1945; conservative, fiscally prudent, and loyal to their employers.
* Baby Boomers: born 1946-1964; ambitious, most educated as compared to the other 3 generations, strong work
ethic, loyal to careers and employers, multi-taskers.
* Generation Xers: born 1965-1976; independent, highest number of divorced parents, dual-income families, self-
sufficient (e.g., took care of chores and other responsibilities after school and before parents returned home from
work).
* Generation Ys: born 1977-1990; grew-up in a similar environment as Generation Xers, but with a different parenting
style (e.g., timeouts, not spankings, very protective parents); extremely conscious of the global environment; open
minded and accepting of differences in race, gender, ethnicity, sexual orientation, etc; socially conscious; concerned
with personal safety.
So why should employers care if employees in the different generations respect and understand each other? In a
word: Retention. The costs associated with employee turnover are enormous (e.g. training, loss of employee morale,
advertising for applicants, interviewing, productivity, etc.). Gravett and Throckmorton estimate that costs to replace an
employee may total up to 150% of the employee's annual salary, depending on skill level. In addition, the knowledge
and talent that will be lost due to the retirement of the older generations without appropriate transition among
generations could be financially devastating to companies. The employees coming into the labor force (Generation Y)
are powerful in numbers and will be needed to make up for the shortage due to the retirement of the Radio Babies
and the Baby Boomers. If employers don't help breakdown communication barriers now, they will find themselves
short of talented workers when they are really needed.
So what are the obstacles to bringing employees from the older generations together with employees from the
younger generations for knowledge sharing? Competing personal desires, that differ by generation, coupled with a
lack of trust are difficult barriers to overcome to allow for knowledge-sharing to take place. For example, Radio
Babies are ready for retirement and need to be provided an incentive to stay. Whereas, Generation Y (a very large
generation) is not afraid of change and in fact, enjoy variety. A lack of fear regarding change, coupled with an
enjoyment of variety, are important personal desires that employers must recognize. Identifying the driving personal
wants of the generations is the first step to help foster knowledge-sharing.
Once the personal desires of the different generations are recognized and addressed accordingly (e.g. flexible work
schedules for individuals ready to retire, creating a rotational job change for young professionals, etc.), the focus
should shift to identifying communication barriers. Individuals from the younger generations often feel that older
generations do not respect or trust their ideas and therefore, leave the younger generation workers feeling
undervalued. The older generation frequently perceives that the younger generation lack work ethic, and respect for
authority and institutional practices. These perceptions (whether true or not) lead to an inability to communicate. It is
essential for an employer to identify the cause of the mistrust (which is almost always the root of any lack of
communication) and work to build trust.
5 Tips Employers Can Implement to Narrow the Generational Communication Gap

2. 1. Be aware. Consider your workforce make up and needs over the next several years - even decades - (including
costs due to turnover). Do you have multiple generations currently...will you in the near future? The remainder of the
tips assume the answer is yes.
2. Be enlightening. Educate your employees, including your managers, regarding the differences amongst the
generations and show this as a strength. Diversity of thought and approach makes an organization stronger and more
appealing to more people and to more customers. If we all thought the same way, we would never develop new
ideas, embrace change and move our organizations forward.
3. Be open. Talk about generational issues in a friendly environment. Let employees share their experiences and
viewpoints in a safe atmosphere. Its ok to have these differences - but you need to know how to manage them. Listen
to all viewpoints and don't just talk once - engage in frequent discussions about the topic.
4. Be a good example. Model respect and understanding from the top down. Create a flexible cultural environment.
For example, if a Generation Y employee works from home on projects that do not require interaction with others, do
not downplay the importance of that employee's contribution to the project or the employee. In fact, take the
opportunity to highlight how contributions can be made from anywhere.
5. Be creative. Establish multiple incentive programs tailored to your company's various generations. Toss out the
idea that one benefit package fits all. For example, an employer may entice a Generation Y employee to increase
customer satisfaction by rewarding the employee with free Internet access for a month after a specified number of
customers complete an online (favorable) evaluation of the employee. Determine what employees want and reward
them with it.
So how do you make sure your company is a great place to work for every generation? First, identify the generations
in your workforce and their needs. Then, identify the communication barriers. Next, implement the 5 steps described
above. Take the information that you obtain from steps 1-4 and think "out of the box" to create incentives and benefit
packages as described in step 5. What is the right incentive structure for your workforce? It depends. No two
workforces are alike, therefore, no two benefit strategies will be the same. However, you should know what your
competition is doing-as a starting point. After you know where to start, take it to the next level. Listen to your
employees. If you are genuine in your desire to work with all generations to create a positive and productive work
environment, your employees will be open and honest and tell you what they want, and will also try to give you what
you need to be a successful organization.
Put a group of strangers together, ask them to work side-by-side in the same building or
office for eight or more hours each day, and you're bound to have some conflict. And when
that group of people contains people from differing generations, all with different values and
views of the world, the amount of conflict your office experiences can greatly multiply.
Managing and motivating a diverse workforce can certainly be challenging. As more and
more people from the youngest generation enter the workforce and work alongside the
most senior employees, many managers are learning that a one-size-fits-all management
style simply does not exist. That's because each of the four generations now working side-
by-side bring unique viewpoints to the table and let generation specific values guide their
daily actions.
If you want to effectively lead your staff despite any generational differences and encourage
others to learn from the diversity of the group, then consider the following guidelines.

3. 1. Identify who the four generations encompass.
The first step to reducing conflict caused by generational differences is to know which
generation each of your employees fall into. The four generations are:
The Veterans (also called the Traditionals), born between 1922 and 1946
The Baby Boomers, born between 1946 and 1964
Generation X, born between 1964 and 1980
The Millennials (also called Generation Y or the Nexters), born between 1980 and
2000
Realize that each of these four generations grew up experiencing significantly different
events – events that have shaped their values and their perception of work. For example,
the Veterans went through World War II and grew up with a strict regimen. As such,
quality, respect and authority are important to them. Baby Boomers embraced the value of
having to sacrifice to get ahead. All that sacrifice makes them very loyal.
Generation X workers were the latchkey children who watched their Boomer parents forge a
new workplace. They were also the first generation to grow up with technology. As such,
this generation cares more about productivity and less about the number of hours spent on
the job. Millennials are a generation entrenched in technology. They are the consummate
multi-taskers and bore easily. Because they best understand how to maximize and leverage
the new technology, they value a balanced lifestyle and equality on the job.
2. Draw on the strengths of each generation.
Once you know which of your employees fall into the various generation groups, you can
help them understand each other so they can focus on each other's strengths. Current
research indicates that the majority of conflicts arise from the value differences of the age
groups rather than the actual age difference itself. So it's more about "my values are the
right ones and yours are not." For example, Veterans may think the "young kids" in the
workplace are lazy, while the Millennials or Generation X'ers may think the Veterans and
even Baby Boomers are too rigid. However, if all the generations are open-minded, they can
learn much from each other.
Realize that each generation brings wonderful strengths to the workplace. And, while
focusing on our own individual strengths is certainly important, imagine how much more
effective everyone on your team could be if you each learned from the strengths of others
as well. So, publicly acknowledge what each generation's strengths are and encourage
everyone to share their viewpoints and values with the group. Once you get the dialogue
started, the learning naturally follows.
3. Adapt your management style for each generation.

4. Leading four different generations often requires you to have four different management
styles. For example, a Baby Boomer manager was managing a Millennial employee. Every
day at 5 p.m. the employee finished his work for the day, shut down his computer and
headed home. Even though the employee was scheduled to leave work at 5 p.m., and there
were no major projects or deadlines looming, the manager wanted to write up the employee
for not staying later. The real problem was that the Baby Boomer manager valued long
hours on the job, while the Millennial employee valued life balance. The point is that you
can't manage according to your value system. Rather, you need to manage according to the
employee's value system.
Likewise, when conflict does arise, you need to put your biases aside. So if a Veteran and a
Gen X'er are having challenges with each other, and you're a Gen X manager, you can't
naturally side with your fellow Gen X'er, just because you share the same values. Rather,
you need to be objective, understand the communication style of each person involved, and
manage according to the situation and the people involved.
4. Accept what you cannot change.
No matter how hard you try, you cannot change the generations. Instead, acknowledge the
validity of each generation's values and change how you motivate the different generations.
That is, incorporate different motivational techniques into your management style. Find out
what each person wants as a motivational incentive. For example, a Gen X'er may want
time off for a good job, while a Veteran may want a monetary bonus. Ask your employees
what they find motivating and then offer that incentive. Give people choices. After all, if
someone really values family and wants time off to spend with his or her loved ones, all the
money in the world won't make that person happy. Rather, he or she will seek out a
company that offers ample time off, even if it means accepting a lower salary.
A Successful Company… for Generations to Come
Business is challenging enough. Don't let generational differences complicate your company.
By following these guidelines for managing a generationally diverse workplace, you can
more effectively draw on all the strengths of your team, which in turn makes you a stronger
company. And in a marketplace where only the strong survive, you need all your team
members – young and old – focused on the same objectives and working together
effectively

5. It all started in the 1960s, the decade of revolutionary change that reshaped the Western world's attitudes about war,
sex, religion and civil rights. The societal upheaval of the 1960s was ignited and fueled almost exclusively by the
young. "Don't trust anyone over 30," was the motto of the hippie counterculture. It represented a clear sign that a
serious ideological rift had formed between the Baby Boomer kids and their Depression-era parents. Social scientists
gave it a name: the generation gap.
Generation gaps form when two age groups begin to see the world from significantly different perspectives.
Generation gaps existed long before the 1960s -- in the early 19th century, political scientist Alexis de Tocqueville
commented, "Among democratic nations, each generation is a new people." But they tend to emerge with greater
frequency as the rate of societal change increases [source: Howe and Strauss]. For example, in the 1800s, chances
were that your father's world looked a lot like your own. In the 21st century, even a short span of 20 years can bring
radical changes in technology (and the way we use it), moral and religious beliefs, and attitudes about education,
work, friends and family life.
Longer life spans also increase the prevalence of generation gaps. For babies born in 1920, life expectancy in the
United States was 56.4 years [source: Shrethsa]. For babies born in 2009, it's 78.7 years [source: World Bank].
Longer life spans mean that more generations are living and working simultaneously. That means that for the first
time in history, there are four distinct generations (and four generation gaps) in the workplace [source: Hammill]. Here
is a list of the current generations:
Veterans (born 1922-1945)
Baby Boomers (born 1946-1964)
Generation X (born 1965-1980)
Generation Y (born 1981-2000) [source: Hammill].
Different generations not only have their own distinct worldview, but their own way of working and preferred methods
of communication (veterans appreciate a phone call; Generation Y won't respond to anything but a text). Business
managers have their hands full trying to negotiate the psycho-social quirks of four different generations. In the next
section, we'll look at how the characteristics of each generation play out in the workplace.
Generation Gaps in the Workplace
There are four distinct generations in the workplace, each with its own worldview and its own work ethic. Some are
fiercely loyal to the company, while others just want a steady paycheck. Here is a quick breakdown of each
generation's attitude toward work, management style and preferred methods of communication:
Veterans (born 1922-1945) When it comes to work, the company comes first. The veteran believes in
starting at the bottom, paying dues, and working your way up through experience and seniority. The best
education is on-the-job training. The veteran's management style is firm and direct, and he or she prefers
face-to-face or phone communication.
Baby Boomers (born 1946-1964) Baby boomers have a strong work ethic, though they may not be as loyal
to one company. They believe strongly in education, but that on-the-job experience trumps a fancy college
degree. When it comes to management, boomers are all about meetings; employees should feel part of a
team and consider annual progress reports a great source of feedback. Boomers are available by phone
24/7. They always check and leave voicemail messages, check e-mail a couple times a day and always
responds by the end of the day (it's only polite).
Generation X (born 1965-1980) Education and creativity count for something with Generation X; you
shouldn't have to start at the bottom if you have fresh ideas. Generation Xers have never understood why
they should care about company "traditions." They work hard for the company, but wouldn't hesitate to
switch jobs if a better offer comes along. Work-life balance is important to them. Generation Xers believe

6. that people will produce the best results if they're given the freedom to be creative. They like explaining the
reasoning behind their decisions; this motivates employees in a way that they can understand. When it
comes to communication, e-mail is king.
Generation Y (born 1981-2000) Generation Y members believe they have some great ideas (at least that's
what they've been told), so they just want to do their thing and the results will follow. They like their
workplaces just fine -- until they get bored. Working from home is as good as the office as long as work gets
done. Management is a snap -- everyone simply checks in with the online project management tool and
updates his or her status. Texting is best if you want to get in touch with a Generation Y member. These
people may never check voicemails or leave them -- in fact, they're perfectly OK with never meeting a
colleague in person.
Now let's look at some of the problems that can arise when generation gaps become obstacles to workplace
communication and productivity.
Difficulty of the Generation Gap
Welcome to the 9 a.m. Monday sales meeting at XYZ Corp. The Baby Boomer sales manager arrives early wearing
his standard jacket and tie and carrying his semi-ironic "World's Best Boss" coffee mug. He checks his e-mail on his
Dell laptop while he waits for the others to arrive. There's a message from the Veteran-era CEO sent at 4:15 a.m.
(man, that guy gets up early) asking about sales figures from March. The Boomer manager knows that the CEO
expects to have those figures -- or at least a response -- when he walks in the door this morning.
The Generation X saleswoman shows up with her Starbucks in hand, dressed in her usual jeans and a T-shirt (most
sales are done over the phone nowadays). She's on her cell, giving instructions to her husband, who's staying home
with the baby for a couple of months. When she's off the phone, the Boomer manager starts to chat with her about
her weekend, but she quickly pops open her MacBook and says she has to take care of some e-mails. The Boomer
silently wonders if any of them are the three unanswered messages he sent to her last week.
Both of their cell phones (his: Blackberry; hers: iPhone) vibrate with an incoming text message. It's the new guy, a
Generation Y kid straight out of college, asking if it's all right if he does the meeting via Skype. He ended up spending
the weekend at a friend's place in New York and thought he could work remotely today and catch a flight back
tonight.
Sound familiar? According to a recent survey, 70 percent of older workers are dismissive of younger worker's
abilities, and 50 percent of younger workers feel like the old guys are out of touch [source: Williams]. Generation Y is
emerging as everyone's favorite workplace complaint. Over half of employers over 35 say that Generation Y has a
harder time taking direction than any other generation of worker [source Acebel Rousseau]. Additional gripes about
Generation Y include:
Entitlement -- They've been given a trophy for every meaningless task and think they deserve praise at
every turn.
Too much flexibility -- They want to be able to work from home, take days off, and come in at odd hours, as
long as they get the work done.
Relationships over loyalty -- They couldn't care less about the company, but will work hard for people who
they consider "friends." Managers must walk the fine line between friend and boss.
Oversharing -- In the Facebook/Twitter age, the line between personal and professional is nonexistent, and
some members of Generation Y have no qualms about posting work-related information on social
networking sites. [source: Gurchiek]
But all is not lost. Keep reading for some expert tips on bridging the generational divides in the workplace

7. Bridging Generation Gaps
In the ideal intergenerational workplace, every team member brings the best qualities of his or her generation to
increase overall productivity, improve creativity and boost morale. While it's too much to expect generation gaps to
close overnight, there are some proven managerial techniques for building bridges across the generational divide.
One proven method is to launch official mentoring programs across the generations [source: Williams]. Both Baby
Boomers and Generation Y put a high value on relationships, which is not surprising, since most Gen Yers are sons
and daughters of "helicopter parent" Boomers. Boomers want the team to feel like a "family" and Generation Y wants
to be surrounded by "friends." By becoming a mentor, the Boomer can capitalize on her experience (something she
prizes) while the Gen Yer can get constant feedback about his ideas from someone he trusts (something he prizes).
A successful intergenerational workplace also needs to strike a balance between structure and independence. A
clear leadership structure will satisfy the old-school expectations of the Veterans and Boomers while giving the Gen
Xers and Yers a sense of authority they secretly crave. After that leadership structure is in place, break down all
barriers of accessibility [source: Acebel Rousseau]. Younger generations need continuous feedback from their
managers and want to know that they can knock on the CEO's door if they have a question.
Once a younger worker has been given an assignment, that worker should have the freedom and independence to
work on it on his or her own time. Since younger workers crave feedback, older managers can be confident that
they'll get updates from the workers soon enough.
One general rule for bridging generation gaps in the workplace is to drop the old rules altogether. Older workers
especially need to forget about the established rules of communications that were seemingly written in stone: "Always
return a phone call." "Always send a thank you note." "Always be available for the boss." Don't be offended when a
co-worker breaks one of these "rules," because chances are he or she didn't know the rule existed [source:
D'Adonno].
Along those same lines, get over the idea of fairness. A lot of older workers complain that the younger generations
are coddled and haven't "paid their dues." Fairness is not as important as building successful workplace relationships
in which everybody does his or her job better [source: Bloomberg Businessweek].
In the end, building a solid bridge requires that both sides meet each other halfway. If the older worker prefers phone
calls and the younger workers texts, then compromise over e-mail. If the Boomer loves daily meetings and the Gen
Yer likes to work from home three days a week, then sign up for Web conferencing. When everybody gets something
he or she wants, everybody wins.