Blending Different Generational Groups in the Workforce

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Blending different generational groups in the workforce
Executive Summary
Today’s managers are increasingly grappling with the fact that generational differences in
the workplace exist (Shah, 2011, n.p.). This is a truly novel issue which has nothing to do with
overall rivalry, avarice, stretch, pointy-haired managers, or scaling back. Rather, it is the issue of
various ages to be specific the Veterans, the People born after WW2, Gen X and Gen Y,
cooperating and typically clashing as their ways cross. Individuals with various ideas, distinctive
methods for completing things, diverse qualities, and distinctive methods for conveying in the
working environment have dependably been available (Schofield & Honore, 2009, p.117).
Managing four generations at work has now become a key subject matter in human resources.
This interest has been particularly fueled not only by the combination of employee ages, but also
by the possibility of intergenerational disagreement as workplaces experience layoffs and other
downturns in the course of the recession (Richardson, 2010, p.137).
At work, generational differences tend to affect everything with the inclusion of building
teams, motivating, managing, maintaining and increasing productivity, and recruiting. Issues can
come up from differing mindsets and communication techniques of employees born in different
eras. Prominently, People born after WW2 who were conceived in the vicinity of 1946 and 1964
are very aggressive and trust that workers should pay their levy. Then again, Gen Xers who were
conceived in the vicinity of 1965 and 1977 will probably be self-governing disapproved and
rather distrustful (Murray, Toulson and Legg, 2011, p.486). Gen Ys, generally alluded to as
Millenials, were conceived in 1978 or later and like innovation, input, and cooperation (Johnson
and Johnson, 2010, p.53). Given these distinctions, it is essential for the present supervisors to
have the capacity to address and expand on the distinctions in qualities and reckonings of every

age.This report will specifically focus on the issue of blending different generational groups in
the workforce today. It will also discuss current thinking that is available on the subject matter, a
report that will be handed over to the Board of Directors. Recommendations and a conclusion
will be provided at the end.
Discussion
Presently, there are four generations working side-by-side in the global workplace. By the
year 2020 there will be 5 (Hansen & Leuty, 2012, p.45). As already indicated, each generation
tends to bring different goals, values, styles, and strengths. The main challenge facing most
organizations in today’s business world is that they simply do not know how to collaborate.
According to Forbes magazine, the average office setting requires the old dog and the young pup
to work collaboratively in order to get things done. From what has been observed so far, mixing
the differing approaches ad philosophies in the workplace can be quite challenging. However,
mastering the balance of generational distinctions in an organization can produce some amazing
outcomes. It is, therefore, important to acknowledge that both generations want to be respected.
Baby Boomers desire respect and recognition from younger employees, while the Millenials feel
they deserve acknowledgement in the workplace, regardless of their level of experience or age
(Cassidy & Berube, 2009, n.p.).
What most organizations need to realize is that Baby Boomers and Millenials can
actually complement each other well in a work environment, being able to fill in the gaps to
establish a diverse and accomplished team. For instance, Millenials who are new to the
workforce will require specific supervision and direction (Alsop, 2008, p.85). Baby Boomers, on
the other hand, who are quite skilled at delegating tasks, can easily take up the role, providing
instructions to the younger counterparts. The benefits associated with the association between

Boomers and Millenials is considered to be a two-way street. Since the older generation is loyal
in terms of working long hours, they could learn a thing or two about efficient life/work balance
from Millenials (Twenge, 2010, p.206). Notably, the younger generations usually look for jobs
that allow them enough time to maintain a healthy social life in addition to pursuing their other
passions. Boomers can also receive some lessons on successfully leveraging technology from
younger workers in their office.
As already indicated, these generations are expected to be more than the four. However,
there are two generations that have not been mentioned, and these are the Traditionalists and Gen
Z (Sujansky & Ferri-Reed, 2009, p.28). Traditionalists, also referred to as The Silent Generation,
are considered to be the oldest generation in today’s workforce. It constitutes individuals who
were born between 1928 and 1945 (Shah, 2011, n.p.). Traditionalists happen to be very
committed, disciplined, honorable, sacrificial, loyal and authoritative individuals. They are also
motivated by work independence, working on preferred projects, and flexibility. They stay on
board in an effort to bridge the existing knowledge gap. Traditionalists are generally in need of
creative compensation packages, desire conventional packages and defined benefit retirement
plans. They desire coaching concentrated on improving their strengths (Schofield & Honore,
2009, p.117).
Generation Z, on the other hand, also known as the iGeneration is considered to be the
youngest in today’s workforce. This is the most diverse generation and many of these employees
tend to be multilingual or bilingual (Richardson, 2010, p.138). They also happen to be digital
natives with short attention spans, want to make a contribution to meaningful work, are eager to
work, and are motivated by job security. The members of this generation concentrate on personal
chances and development for advancement. Gen Z is considered to be the initial generation in