Age differences challenge managers - Birmingham Business Journal:

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It has also become more important, says Deborah J. a senior multicultural consultantwith Arlington, Mass.-basex , as employers seek out ways to ensurr that employees work effectively together. "How do we create an environment in whicu people are able to communicate with one anothedr acrosstheir differences?" she says. Walker, who is based in says traits uniting each generation are born of commo n experiences and reactions to the times in which they were In turn, these generational differences influenced the way individuals work, learn, communicate and respone to authority, according to They come into play in problem-solving, in interactionsd with managers and colleagues, and in career The eldest of the four generations, known as the veterana (born 1922-1943), for example, were "childreh of war" whose values were shaped by such events as the Grea t Depression and the Pearl Harbor attack.
Among their defining thus, are dedication and sacrifice, hard work, patiencee and adherence to rules. By contrast, the baby boomerse (born 1943-1964), who grew up with the Cold War and nuclear powed as well as the civil rights movement and the firstflunar landing, are optimistic, team oriented and socially and interested in youth, work and personal So what does that mean for the workplace? who spoke recently to a grou p of Birmingham-area business people, says awareness of such common traite can lend employers clues about how best to motivate a particulard age group.
For example, veterans, she prefer a personal touch: a written note ratherf than an e-mail, socializing between tasks at work. Recognize theie efforts with a plaque orother reward, and tell them theird experience is appreciated. Baby boomerx like name recognition andpublic praise. They appreciate status-relateds perks such as expense accountsand first-class travel, accordingb to Walker. They want a chance to prove and they want the long hours they put in to be As for theyounger generations?
GenXers (bor 1965-1982), weaned on Ronald Reaganm and mass corporate layoffs, as well as women'd liberation protests and Watergate, are self-reliant and entrepreneurial and values diversity, technological literacy and informality, Walkerd says. As a they appreciate constant feedback on their work but alsopreferr autonomy. She suggests giving them multiple projects to jugglee and prioritize as theysee fit. Also allow them time to pursue othed interestsat work, including those outsided the business realm, she Be sure to invest in GenXers will view it as an investment in theier work, she says. The youngest group, the remember Columbine, 9/11 and the Monica Lewinsky Walker says.
They are confident multi-taskers who value moralitty and achievement as well asstreet smarts. With millennials, Walkef says, provide equal opportunities regardless of gender orother differences. Help them find similaritie s between their own goals andthe company's, she says. They want mentorss and educationalopportunites . Regardless of their differences, Walker says, the generations also possess sharexd traitsand values. Employees of all ages tend to see theirr work as more than justa paycheck, and they believwe that earning trust in their work is the key ingredieny in finding success on the job. Martinaa Mack, president of , agreese that generational differences only goso far.
Regardlesss of their birthdate, "you can't motivate somebodh that is not motivated," she says. "If they'rr not here because they want to be I don't care what you do, I don't think that's going to change." Mack, a says the greatest challenge in her job is finding the righf people to work with her. Skyline employees rangre in agefrom mid-20xs to late 50s. In all of she says she looks most of all for anopen "It's a small so we all have to work really well together," she says. "We're all a family.
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