10 Ways To Uncover The Power Of Generational Diversity

The key to creating an organization that thrives through the power of a multigenerational workforce

We are in the midst of an unprecedented workplace dynamic that’s growing increasingly complex. Not only are we moving past a highly disruptive pandemic, but multiple generations, spanning many decades of experience are working side by side, presenting organizations with both opportunities and challenges abound.

The Organizational Readiness Gap

According to Deloitte’s 2020 Global Human Capital Trends survey, “70% of organizations say leading multigenerational workforces is important or very important for their success over the next 12–18 months, but only 10% say they are very ready to address this trend.” 
 

So, why the gap in readiness? For one thing, as more and more members of Gen Z enter the workforce, while Baby Boomers and Traditionalists work for longer than previous generations, there is an evolving complex mix of experiences and preferences to manage. 

There’s also the fact that age as a type of diversity, has long been overlooked. In a Forbes article, diversity expert, Sheila Callaham, points to an EEOC report which says that age is the one critical element overlooked by a majority of companies in diversity and inclusion (D&I) programs and efforts. The EEOC also cites a PwC study that found that 64% of firms surveyed in its Annual Global CEO survey had diversity and inclusion strategies, but only 8% of those included age.

The situation is further complicated by our current post-pandemic environment. According to research reported by Forbes, 94% of workers of all ages are experiencing post-pandemic stress, with some 78% believing the pandemic has severely affected their mental health. And a study by the Society for Human Resource Management (SHRM) indicates that while most workers feel “moderately comfortable" (39 percent) or "very comfortable" (17 percent) about returning to the workplace, 31 percent said they are not comfortable with returning. 

At the same time, rigid stereotypes about each generation can impede productivity, organizational growth, and employee satisfaction. For example, stereotypes like older workers not being adept at new technologies or younger workers preferring remote work, often don’t hold true for individuals, and can prevent employees from contributing their best. To combat age discrimination while ensuring your organization has the talent it needs to excel, particularly in a transitioning post-pandemic environment, you need to establish a culture of inclusion and respect. 

Advantages of a Multigenerational Workforce

But let’s first look at why it’s so important that we make managing a multigenerational workforce a priority. The answer is in the advantages it can create. According to the report, Leveraging the Value of an Age-diverse Workforce, from the Society for Human Resource Professionals (SHRM), “Research clearly demonstrates that age diversity can improve organizational performance, and HR practices that improve the age diversity climate within an organization have the potential to further improve performance and lower employee turnover. Studies also find that the productivity of both older and younger workers is higher in companies with mixed-age work teams. And age diversity within teams is positively related to performance when groups are involved in complex decision-making tasks.”  

A New Approach to Managing the Multigenerational Workforce

To tackle these new challenges, we need to refresh the approach to managing a multigenerational workforce. The traditional way of thinking about generations will simply not meet current needs.

In The post generational workforce: From millennials to perennials report from Deloitte, experts explain that, “For many years, age and generation have been a popular lens through which many organizations have viewed their workforce. More than half of this year’s survey respondents (52 percent) say they consider generational differences to some or a great extent when designing and delivering workforce programs. But as the workforce grows more complex, generational differences may not be the right anchor point.” They add that, “Looking beyond generation to segment the workforce according to individual behaviors, values, and attitudes can help organizations to meet workers’ needs and expectations in ways that are more meaningful to them and more beneficial to the enterprise.” 

The overarching idea is that looking at individuals and identifying preferences, skills and behavior patterns within the company is more valuable than slotting people into categories by age. 

Building an Inclusive Culture that Values Generational Diversity

Following this advice means looking at the workforce from multiple angles. Yes, you’ll want to look at differences, but there’s also a benefit to finding commonalities among individuals and bringing them together around organizational purpose and goals.

Here’s some guidance to help understand and apply this new approach.

1. Avoid making assumptions about generational knowledge, abilities, or preferences
While it might be tempting to simply assign attributes to people based on age, this will not result in an accurate picture. Why? Because it makes the incorrect assumption that everyone in a similar age group is going to think and behave in the same way. But the multigenerational workforce is much more nuanced than that. 

2. Use generational research as one data point, not as the whole picture
Yes, there is value in considering research about generations—but only as a broad concept, rather than a decision-making principle. Taking generational data too literally and applying it directly to all situations can serve to reinforce stereotypes—thereby limiting your ability to leverage the full-breadth of your employees’ talents and skills.

3. Conduct research into your employees’ behavior patterns and preferences 
For your organizational research to yield the best results, look at the multigenerational workforce from both a micro and macro perspective. Determine workstyles and preferences through surveys, focus groups and informal manager/employee discussions—addressing individual and team needs, as well as the organization as a whole. 

4. Combine a mix of different people together to create a balance of team skills and experiences
The advantage of a multi-generational workforce is the same advantage that almost any aspect of diversity can offer. People have different life experiences, different skill-sets, when brought together in a cohesive way, can make for a very powerful combination—leading to greater discovery, innovation, collaboration and productivity.

5. Ensure that teams understand the advantages of generational diversity
It’s important for employees to understand both the challenges and the advantages of a multigenerational workforce. Once they see the advantages that diversity can offer to support individual, team and organizational goals, this will set the stage for moving toward a more inclusive workplace. And getting there may require employees to reconsider long-held assumptions. Therein lies the challenge.

6. Educational training offers a source of enlightenment and understanding
With the complexity of a multigenerational workforce, it’s not enough to offer a verbal explanation and call it good. To remove misperceptions about stereotypes and embrace diversity, employees will need the kind of support that can be achieved through high-quality training. This is done with realistic scenarios, nuanced behavior modelling, interactive participation and listening to first-person accounts to inform a new way of thinking. 

7. Look at cross-mentoring as one way to build skills and knowledge across generations
Cross-mentoring is a way of acknowledging that everyone has something useful and valuable to contribute. Removing the barrier of age from mentoring opens the door for sharing knowledge based on experience and skillset. For instance, people who are adept with technology can support others who are not. Or those who have managed through organizational crises can add perspective to those who have not been in those situations.

8. Promote all employees (regardless of age) based on value creation
Among the most important aspects of creating an inclusive culture is to reward employees for the value that they have created for the organization. Just by its nature, that means dispensing with the idea that people, whether young or old, don’t have the ability to make a significant contribution. By using a merit-based approach to advancement and promotions, this shows employees that their efforts will be justly rewarded. That offers a sense of empowerment that will fuel both individuals and teams alike.

9. Use post-pandemic planning to recalibrate for inclusivity and flexibility
While the pandemic was difficult for most organizations, the post-pandemic transition has challenges of its own. But when it comes to a multigenerational workforce, it also offers new opportunities. Changes open the door to reconnect with your employees, reset work habits and reframe the company culture to be more inclusive, flexible and understanding of differences. Take this time to assess organizational needs, survey employees on their preferences, and talk with managers about team needs. Use this information to create a plan that balances individual, team needs with organizational priorities. Look at some strategies for easing the transition for your employees. If you’re returning to in-person work, consider options for infusing flexibility to benefit everyone (ie., staggered schedules). And if you’re transitioning to a hybrid model, ensure that your remote, partially remote and in-person employees feel equally included, regardless of their age or other demographic.

10. Bring your workforce together through common purpose and goals
One thing that brings everyone together, regardless of age or any other difference, is the desire to help the company succeed. The key is to help people to rally around a common purpose—enabling them to understand their role and tapping into their special skills to achieve organizational goals. The more that people feel valued and understood, by the company and by each other, the more apt they will be to combine efforts through productive collaboration and results-oriented thinking.

By following these steps, you can shift away from labels and assumptions that may only serve to reinforce negative stereotypes. To move toward a truly dynamic workforce, organizations are better placed to look at individuals, identifying common patterns, combining people by complementary knowledge and skillset—and helping them to understand and appreciate their differences. That’s the key to creating an organization that thrives through the power of a multigenerational workforce.

Natasha Nicholson is Senior Content Manager at Kantola. Visit www.kantola.com    Connect Natasha Nicholson