It’s a human dynamic probably as old as the species itself: how each generation deals with, and interacts with, the next.
That reality can be a source of both amusement and frustration within families, but within companies the tension can affect the bottom line, and some are spending more time and money than ever figuring out how to bridge the as many as five generational gaps within their ranks.
According to Steve Hall, vice president of business development at staffing firm Find Great People (FGP) in Greenville, the intergenerational differences within companies today pose significant challenges.
Connecting the dots
In many companies, Hall says, managers are from a generation reared to think they have a “duty to work.” These are largely Baby Boomers and Gen-Xers who grew up expecting to slowly work their way up through the ranks of the same company, gradually acquiring authority through earning promotions and demonstrating loyalty.
In contrast, Hall says, Millennial and Gen Z workers expect to be given autonomy and authority much earlier in their careers, do not place a premium on loyalty and expect to change jobs every couple of years.
And this gap in expectations is creating organizational tensions.
“I think that it definitely is a problem,” Hall says.
The challenge is in helping managers understand and adapt to the talents and expectations of younger workers while helping younger workers understand and adapt to the demands of a competitive workplace.
Shellie Haroski, a senior human resources consultant with FGP, says this is the first time companies have seen five generations working at the same time. Some of the intergenerational disconnects can be traced back to the behavior of the companies themselves, she adds.
Much of the current generation’s indifference to company loyalty dates back to the 2008 recession. Haroski says the youngest generation of professionals saw companies show little loyalty to their parents when the global economy tanked, and it left a deep impression.
“This generation is loyal to relationships and connections,” Haroski says. “How do we [as employers] connect the dots and align them with their priorities?”
Training companies, not just individuals
Companies need to recognize that younger generations bring talent and vitality into their organizations, says Melissa-Anne “Mac” Cunningham-Sereque, president of Management and Achievement Concepts in Spartanburg.
As a professional development consultant with years of experience helping people find the job best suited to their talents, Cunningham-Sereque says one of the greatest failings within companies is assuming there is an endless supply of candidates and one is pretty much as good as another.
Haroski agrees — companies that are successful at integrating different generations achieve that through developing a culture of effective communication. Part of that process is realizing different generations communicate differently.
Haroski says older generations relied on formal communications as the norm whereas younger generations respond better to more frequent, less formal communication.
Cunningham-Sereque says hiring managers need to meet candidates where they are, be clear about their expectations and remember that every job candidate is also a potential customer.
“HR people are probably the most important marketing tool you have,” she says. “You’re talking about the people who are vetting the most expensive asset a company has.”
