Managing a Multigenerational Workforce

This assignment delves into the complexities of managing a multigenerational workforce. It examines the distinct characteristics, values, and work styles of different generations, highlighting the potential conflicts and opportunities that arise from these differences. The document also provides practical strategies for fostering collaboration, communication, and mutual understanding within a multigenerational workplace environment.

Management communication
Name:
Course:

1
Abstract
Multigenerations within the workplace create conflicts between three types of generations, the
Baby Boomer, the Generation X, and the generation Y or the Millennials, who represent the
younger generation. The recruitment, selection, and retention of the younger generation, offer
challenges as well as opportunities, although, it is important for organizations to engage, and
motivate the Millennials as they represent the future leaders.

2
Table of contents
Introduction……………………………………………………………………………………….3
1. The characteristics of the multigenerational workforce..............................................................4
2. The impact of technology on Gen Ys..........................................................................................5
3. Managing different generations in best workplaces....................................................................6
3.1 Challenges associated with managing a multigenerational workforce..................................6
3.2 Benefits of a multigenerational workforce.............................................................................7
4. Strategies for leading the Millennials to create a better workplace.............................................8
5. Retention and motivation of the Millennials...............................................................................9
5.1 Employee retention through internal branding......................................................................9
5.2 Promoting engagement in the workplace.............................................................................10
Conclusion.....................................................................................................................................10
References......................................................................................................................................11

3
Introduction
Organizations are currently recruiting three different generations, who are diversified in their
characteristics, experience, and educational levels. Within the next 10 years the majority of the
workforce will be represented in the Generation Y or the Millennials, who is described as the
best educated generation, and the technology savvy generation. The HRM within organizations
should have plans to recruit, select, and retain the younger generation. This process offers
challenges as well as opportunities as the existence of multigenerations within the workplace
create conflicts between three types of generations (Great Place to Work, 2016). Managing
conflicts between the Boomers, who represent the managerial levels, and the Millennials, who
represent the younger or new comers is essential, as organizations need the experience of the
Boomers and the technology-driven younger generation. Also, Gen Y is considered as a multi-
tasking group of employees who are committed to work within teams, optimistic, cultural sense,
and like to have fun at work place. The Millennials like the fast based tasks enabled by
technology, and constant feedback from their leaders. Regarding the work life balance, they
prefer to engage with family and friends than to be committed to work (Lester et al., 2012).
These manners usually contradict with the Boomers who tend to work hard and have their
traditional way of work.
The following section provides an analysis to the multigenerations working within organizations,
with a special focus on the Millennials who are considered the future leaders. Challenges,
opportunities, and strategies to manage them will be discussed, also, recruitment and motivation
through employee engagement, and internal branding will be analysed.

4
1.The characteristics of the multigenerational workforce
Many organizations hire and retain a multigenerational workforce, organizations need to
evaluate their workforce from different perspectives, including, recruitment, retention,
expectations, compensation, collaboration, training, and learning style. Multigenerational
workforce, include four generations, the Silent Generation born (1933 to 1945); the Baby
Boomers (born 1946 to 1964), Generation X (born 1965 to 1980), and Generation Y or the
Millennial (born 1981 to 2000). According to Cekada (2012), the Multigenerational workforce
has different characteristics, work ethics, values, and tolerance and, respect that affect the way
they interact. Each generation characteristics could be described as follows:
 Silent Generation: This generation witnessed the great depression, accordingly they are
self-sacrificing.
 Baby Boomers: They are called Boomers, as they were born after the 2nd world war.
They wish to retire early, they witnessed amid economic prosperity, and they have strong
work ethics representing their willingness to work hard and work individually. Currently,
they hold management positions and they experience conflicts with younger employees
who find difficulties in adapting to the business rules they created. They like the face to
face communications, and act as trainers to the younger employees (Eversole et al.,
2012). They need to transfer their experience to the Gen Y before they retire.
 Generation X: Grew up in a different environment than the Baby Boomers, they are
independent and not loyal to their workplace, as they experienced the layoffs of their
parents, although they may be committed to their bosses and teams (Gratton, 2011).
Accordingly, they are considered the team leaders of the younger generation.

5
 Generation Y/Millennials: It also referred to as the Net Generation. It is the most
racially diverse generation in the history, this generation is the most educated and
technology literate. They are self-confident, and capable to work in teams (Chaudhuri &
Ghosh, 2012). This generation needs a regular feedback and evaluation to guide their
performance and to give them the required support and help to engage with other
generations (Anderson et al., 2016). The way the managers provide feedback to the
younger generation should vary, by using different approaches to provide feedback
according to the employees' value system. Feedback could be provided through the
performance appraisal or it may take the form of recognition or rewarding system.
2.The impact of technology on Gen Ys
Technology is part of the daily life of Gen Ys, they are connected through cell phones, PC's,
and other devices anywhere and anytime. Unlike other generations, Gen Ys are socially
connected to others through blogging, messaging, e-mails, and different other ways that
instantly send and receive messages. Gen Ys, are creative, ambitious, and people oriented,
men are more relaxed than the Boomers, this trait reflects their innovation and creativity. They
are not considered as natural leaders as the Boomers, but not relaxed workers, as they are
willing to work long hours to increase their employability. For them, the career is not the way
to go upwards. The organizational structure does not mean too much to the Gen Ys, as the
largest technology companies, as Apple and Google operate in the form of huge, open rooms,
where managers sit alongside employees. Gen Ys are described multi-task, impatient, and
technology savvy (Austinbein, 2017). Technology helps the Millennials to perform their job
faster and more efficient than the older employees.

6
3.Managing different generations in best workplaces
The diversity of the workforce through recruiting multigenerations brings a competitive
advantage to the workplace. Each generation has its own experiences, characteristics, and
knowledge that could benefit and add value to the business. Although, some researchers argue
that different generations in the workplace may result in poor productivity, lack of good
communication, and low customer satisfaction. Millennials represent the large number of
workers entering the job market. It is a big challenge for organizations to manage the needs of
the three generations (Great Place to Work, 2016). The incorporation of the Millennials in the
organizations, and leaders affects the communication within the organization and makes
significant changes in the structure which may result in conflicts. The Silent Generation, and
the Boomers will start to drop from the workforce in the near future, Flynn (2014) suggests
that the Millennials will represent about 75% of the workforce by 2025. Accordingly,
organizations should consider that their decisions in the current time will affect their
willingness to recruit the Millennials within the coming 10 years.
3.1 Challenges associated with managing a multigenerational workforce
Organizations face a big challenge in managing the multigenerational workforce, due to
many factors, that could be displayed according to Adams (2017), as follows:
 Negative stereotyping: As different generations have different viewpoints for each
other's. The Boomers see the Gen X, and the Millennials as lazy workers, and technology
savvy. On the other side, the Millennials argue that the older workers refuse change, and
lack the innovative way of thinking and getting things done.

7
 Conflict between knowledge and experience: The Millennials have the innovative
knowledge, and the Boomers have the experience. As the Boomers are moving out,
knowledge transfer from the old to the new generation will stop.
 Increased workload: Older employees load the younger employees with work to train
them. The younger employees who depend on technology, do not realize that jobs need
their hard work more than the technology to get the job done.
 Delivery issues: Younger employees depend on the technology in fulfilling their job
tasks. The older employees take more time and pride in completing their tasks.
Accordingly, younger employees can deliver their work on time, and more efficiently
than the Boomers.
 Decrease in morals and an increase in stress: These negative feelings tend to affect the
work platform as a result of conflict miss management among different generations.
3.2 Benefits of a multigenerational workforce
The combination between the experience of the old generation and the expertise of
technology users by the young generation result in benefits to the organization if it could
manage both of the two parties in a proper way. If managers could work with Gen Y as
partners, who complement each other, there will be a positive impact on the organizational
performance. Also, the ability of the younger employee to learn through the distance
learning mechanisms can result in time, and cost saving, and will enhance the
organizational learning (Homewood Human Solutions, 2012). It is important to the HRM
to promote for a new culture of collaboration between the older, and the younger
generations to create a higher level of job satisfaction.

8
4.Strategies for leading the Millennials to create a better workplace
The new dynamics resulted from the entrance of the Millennials, are represented in the new
ways of communications, valuing the staff strengths, and managing stress (University of New
Hampshire, 2017). This generation faced a depressing job market conditions, went in debt,
and experienced high stress levels, they are likely to move from job to another, unlike the
Boomers who preferred to stay with one employer. They like the type of jobs that offers them
confidence and goal achievement. Work should not be a waste of time, and should be
meaningful, for example, they consider meetings as a waste of time. Iden (2016), proposes
strategies that leaders need to follow to best lead the Millennials among the other workforce
generations, as follows:
 Flexibility at workplace: The openness of work schedule enables employees from
different generations to work in a platform free of stress. Also, flexibility can satisfy
different professional, and personal needs.
 Matching coherent group strengths: To promote knowledge sharing, and build the
learning organization.
 Utilizing multiple channels of communication: A mix of different communication
channels is required, as the Boomers prefer the standard meetings, but the Millennials
prefer more innovative ways of communication.
 Creativity in using engagement methods: Mixing up events and tasks requires creativity
in management to lower the stress of the different generation workforce.
 Involvement of project team members: Managers can coordinate between team
members, and manage collaboration among them.

9
 Providing feedback: The Millennials prefer to get continuous feedback for their
performance from their supervisors.
5.Retention and motivation of the Millennials
Organizations should be aware of the needs of the younger workers to attract and retain them.
Millennials prefer the extrinsic rewards, benefits, and good compensations which could be
used to stimulate them to stay in the workplace. The developmental opportunities are ranked
as the priority of the Millennials, the work life balance, and company environment are also
important factors for them to stay in the workplace. Organizations may retain the Boomers
longer to ensure the knowledge transfer to the younger generation, and to develop their
leadership skills. Helping the younger generation to focus on their goals and opportunities is
likely to retain them at the workplace (Ng & Parry, 2016). It is also important to provide the
younger generation with training programs to increase their skills along with the knowledge
transferred from the Boomers to them.
5.1 Employee retention through internal branding
Internal branding can position a certain brand image in the younger employees' minds,
who are expected to promote for this brand image inside, and outside the workplace.
Brand image engages the employees through deep commitment, honor, and pride, as
employees feel that they are emotionally attracted to their workplace, and work for its
success. HR plays an important role in the internal branding during the recruitment
process, as they have to find a common value to encourage between the new employees,
the organization, and the brand. Offering a different workplace that ensures a work-life
balance can improve the employee engagement, and retention (Özçelik, 2015). Focusing
on the internal branding is highly recommended by organizations, and promoting for it by

10
the HRM from the early stage of recruitment and selection is likely to attract and retain the
younger employees, but the reality should match the given promises.
5.2 Promoting engagement in the workplace
The attractive work conditions, and healthy work climate encourage the younger
employees to stay. Employee engagement should be the top priority for any employer to
keep the younger generation as they will represent the majority of the work force within the
coming 10 years. If employees like their workplace, they will be less likely to leave.
Providing leadership opportunities to the Millennials is likely to give them ownership of
their work (Thompson, 2011). It is impossible to make all of the employees act as leaders,
but building the leadership capabilities of the employees, and delegation are likely to
empower them and increase their satisfaction level.
Conclusion
Organizations should be aware of the needs of the younger workers to attract and retain them.
Technology helps the Millennials to perform their job faster more efficient than the older
employees. Millennials prefer the extrinsic rewards, benefits and good compensations which
could be used to stimulate them to stay in the workplace. It is also important to provide the
younger generation with training programs to increase their skills along with the knowledge
transferred from the Boomers to them.
The new dynamics resulted from the entrance of the Millennials, are represented in the new ways
of communications, valuing the staff strengths, and managing stress. Internal branding can
position a certain brand image in the younger employees' minds, who are expected to promote
for this brand image inside, and outside the workplace. Brand image engages the employees

11
through deep commitment, honor, and pride, as employees feel that they are emotionally
attracted to their workplace.
References
Adams, M 2017, The challenges of managing multigenerational workforce, viewed 1 Oct. 2017,
<http://www.cyquesthr.com>.
Anderson, E, Buchko, A & Buchko, K 2016, Giving negative feedback to Millennials: How can
managers criticize the “most praised” generation. Management Research Review, vol. 39, no. 6,
pp.692-705.
Austinbein 2017, An introduction to: The challenges faced in a multi-generational workforce,
viewed 1 Oct. 2017, <www.austinbenn.co.uk>.
Cekada, T 2012, Training a multigenerational workforce-understanding key needs & learning
styles, viewed 1 Oct. 2017, < http://www.asse.org/ >.
Chaudhuri, S & Ghosh, R 2012, Reverse Mentoring: A social exchange tool for keeping the
boomers engaged and Millennials committed, Human Resource Development Review, vol. 11,
no. 1, pp.55–76.
Eversole, B, Venneberg, D & Crowder, C 2012, Creating a flexible organizational culture to
attract and retain talented workers across generations, Advances in Developing Human
Resources, vol. 14, no. 4, pp.607–25.

12
Flynn, J 2014, The multigenerational workforce and its impact on workplace design, viewed 1
Oct. 2017, < www.mp-architects.com>.
Gratton, L 2011, Managing a multi-generational workforce: The myths vs. the realities viewed 1
Oct. 2017, <www.haygroup.com>.
Great Place to Work 2016, The multigenerational workforce-The new fault line, viewed 1 Oct.
2017, <www.greatplacetowork.co.uk>.
Homewood Human Solutions 2012, Vitality, viewed 1 Oct. 2017,
<www.homewoodhumansolutions.com>.
Iden, R 2016, Strategies for managing a multigenerational workforce, viewed 1 Oct. 2017,
<www.researchgate.net>.
Lester, S, Standifer, R & Schultz, N 2012, Actual versus perceived generational differences at
work: An empirical examination. Journal of Leadership & Organizational Studies, vol.19, no. 3,
pp.341–54.
Ng, E & Parry, E 2016, 'Multigenerational research', In Human resource management, Emerald
Group Publishing Limited, pp.1-41.
Özçelik, G 2015, Engagement and retention of the millennial generation in the workplace
through internal branding, International Journal of Business and Management, vol. 10, no. 3,
pp.99-110.
Thompson, N 2011, Managing the millennials: employee retention strategies for generation Y,
viewed 1 Oct. 2017 <http://scholarship.claremont.edu>.

13
University of New Hampshire 2017, Leading a multigenerational workforce- Using diversity to
your advantage, viewed 1 Oct. 2017, <www.unh.edu>.