Creating an Equity-Driven Multigenerational Workplace By Managing Achievement and Value Orientation.
The issue of generational differences in the workplace has been a topic of much discussion and debate in recent years. Some argue that the differences are overhyped and that generational stereotypes are not accurate or useful in understanding the behaviour of workers. Others argue that generational differences are real and can create challenges in the workplace that need to be addressed.
While it is true that generational differences are not absolute and not the only factor that affects behaviour in the workplace. It is also true that different generations have grown up with different experiences, technologies, and cultural influences that can shape their attitudes and values.
These differences can affect how they approach work, communicate, and interact with others. Therefore, it is not helpful to make broad generalizations about entire generations. Instead, it is important to approach everyone as unique and to work towards creating a workplace culture that values diversity and inclusion.
On closer examination with an intent to make things actionable. two key challenges of different generations emerge:
Differences in achievement motivation: i.e.
- Need for degrees of challenge.
- Focus on Self-efficacy.
- Need for mastery, feedback, closures, and outcomes.
- Response to rewards
Difference in the value orientation (especially towards universal values): i.e. importance given to and approach towards:
- Compassion, respect, responsibility, fairness, honesty, courage, wisdom, trust, gratitude, forgiveness, etc.
This can affect motivation levels, levels of productivity, and engagement, bringing in competing priorities, while creating conflict and confusion. Hence, individuals and groups can have different opinions and attitudes towards various aspects of work, co-workers, management, markets, and even analysts or critics.
Hence, we often see:
Differences in orientation (expectations and preferences) of goals: For example, older workers may prefer more long-term, stable goals, while younger workers may prefer shorter-term, more dynamic goals.
Atypical motivation patterns towards achieving outcomes: For example, younger workers may be more motivated by career advancement opportunities and may ignore stressors like rapid changes and need to use new technology. Meanwhile, older workers may be more motivated by stability and job security and may ignore certain stressors like long hours. Similarly, younger workers may want to prioritize flexibility and work-life balance.
Differences in cultural backgrounds causing communication barriers: The use of buzz words, shortcuts, and slangs vary amongst generations. Even jokes and songs are often not shared, while some overlap can be there in all these areas. Additionally, some may prioritize individual achievement and space to operate, while others may place a higher value on teamwork and collaboration.
Resistance to change or types of change: This can also vary, with the kind of change at hand. This can create challenges when implementing new processes, technologies, or organizational changes that require collaboration and teamwork.
Varying expectations of individual and collective behaviours: For example, older workers may expect a more traditional work culture with an emphasis on respect and loyalty, while younger workers may expect a more open and diverse culture that embraces innovation and experimentation. Their attitudes toward responsiveness and service may differ significantly due to this.
And all these challenges make the canvas of DEI needs significant; hence challenging the abilities of leaders of even the best organizations.
Creating an equity-driven multigenerational workplace requires a strategic approach that takes into consideration varying achievement motivation needs, while also harmonizing different orientations towards universal values. Actions like to explain, communicate, encourage, offer, promote, etc. have little role to play here. Assertive actions like facilitate, demand, design, create, reinforce are the actions that will matter in getting real results.
This effort begins with being clear about:
- What is financially meaningful performance for the organization?
- What is performance of the organization that matters to customers and consumers?
- What are ethical and legal performance behaviours?
- And what does Inclusion and Equity mean for us in all these matters?
Thereafter, consider these 7 steps to create an equity-driven multigenerational workplace:
Deliberately facilitate a culture of inclusion
While we have all talked about creating an environment where everyone feels welcomed and valued in most of our organizations, this is limited to communications, artifacts, or training.
The required reality will emerge when, we facilitate open communication plus respect for diverse perspectives, and actively engage employees in decision-making processes.
If this means clearing dilemmas and derailers, and calling out and exiting cultural diluters, so be it. We need to do what it takes to create inclusion that accelerates performance and outcomes for customers and our financials.
Design knowledge management, training, and development opportunities at micro group levels
On one side, offer learning and development opportunities that are tailored to individual needs and skill sets to enable performance and success of everyone who is willing to learn and grow.
At the same time, increase the depth of mandatory and standardized trainings. This will ensure that training and development programs cater to different generations’ learning styles and include opportunities for mentorship and cross-generational collaboration.
Create policies, structures, and strategic initiatives that demand collaboration, yet provide flexibility
On all strategic performance issues, senior leaders must facilitate cross-functional collaboration to promote teamwork and knowledge sharing across different generations.
At the same time, offer flexible work arrangements, that meet different generations’ needs, including flexible schedules, remote work options, and job-sharing. At all times, this should be subject to meeting the performance criteria.
An extension of this is creating a flexible total rewards strategy to meet generational needs. This can help create a better work-life balance for employees and promote job satisfaction.
Create a diverse managerial, SME, and leadership team attuned to intended organizations ethos
Fostering a diverse team in these 3 areas will ensure a healthy heterogeneous approach to everyday work. They should be activated on the organization’s values and goals and tasked with role modelling. This can provide different perspectives and approaches to problem-solving and decision-making yet uphold the intended ethos.
Clean-up the feedback cycles and communication fabric
Create a culture of measurable open communication and purposeful feedback, where employees feel comfortable sharing their thoughts and ideas. Additionally, create checks and balances so that feedback doesn’t become a diluted exercise where everyone is just busy passing judgments and giving opinions but little or no real help in improving real performance.
Promote a shared sense of purpose
This can help create a sense of community and belonging, regardless of different generations’ individual motivations and orientations. One critical thing to do is create several practice communities which work together to crack key issues for the organizations.
Another important initiative here can be allowing volunteer groups and self-driven groups to take on important performance agendas as internal consultants and deliver outside of traditional functional structures.
Institutionalize a cultural cohesion and myth-busting program
Culture requires organizational citizenship to be discussed and managed openly. Bring everyone together occasionally to talk about:
- The organization we have become.
- The organization we need to be.
- The myths and fallacies that are holding us back.
- Thereafter, discuss how we can collective resolve these.
- And how to implement these changes through vocal champions from these groups.
In conclusion, while it is true that generational differences should not be overhyped, they are also not insignificant and can create challenges in the workplace that need to be addressed.
According to a recent feature of World Economic Forum:
For the first time ever, five generations are working side by side in the workplace, creating a true multi-generational workforce. Emerging research suggests this new workforce demographic is a powerful potential source of growth for companies. age-diverse workforces will create a more efficient, productive, and profitable economy and raise GDP per capita by almost 19% in the next three decades.
Therefore, it is important to recognize and understand these differences while also working towards creating a workplace culture that values diversity, inclusion, and respect for all employees.
References and Further Reading: SHRM, Forbes, Harvard Business Review, Deloitte, Gartner, CIPD, Lindsey Pollak, World Economic Forum.
