{"id":189,"date":"2019-08-29T09:00:20","date_gmt":"2019-08-29T13:00:20","guid":{"rendered":"https:\/\/www.wework.com\/en-GB\/ideas\/?p=189&preview=true&preview_id=189"},"modified":"2020-09-03T09:55:03","modified_gmt":"2020-09-03T09:55:03","slug":"how-to-embrace-generational-diversity-in-the-workplace-and-gain-a-competitive-edge-from-it","status":"publish","type":"post","link":"https:\/\/www.wework.com\/en-GB\/ideas\/research-insights\/expert-insights\/how-to-embrace-generational-diversity-in-the-workplace-and-gain-a-competitive-edge-from-it","title":{"rendered":"How to embrace generational diversity in the workplace \u2013 and gain a competitive edge from it"},"content":{"rendered":"\n

When the energy of a party ebbs, DJs have a trick: they play a remix. \u2018Immediately, it gets everyone on their feet. Older people recognise the anchor song, while younger people are drawn to the newer songs and beats mixed in,\u2019 says millennial and multi-generational expert Lindsay Pollak, who says that this is what inspired the title of her most recent book, The Remix: How to Lead and Succeed in the Multigenerational Workplace<\/a>. <\/em>\u2018There are parallels for the workplace, too. All generations have different experience, different energy and bring different talents and qualities into the mix.\u2019\u00a0
<\/p>\n\n\n\n

In her research, Pollak found that companies that actively worked to buck the ‘exclusive young talent’ trend \u2013 think hoodies and table tennis tables \u2013 had an advantage in being able to relate to clients and talent across generations as well as innovate and problem-solve. The numbers confirm it: according to a 2018 Randstad Workmonitor study<\/a>, 86 per cent of global workers prefer working on a multi-generational team, citing innovation and creativity as the reason. And there\u2019s more opportunity than ever to recruit across generations: Americans over 65 are employed at the highest rate in more than 50 years, and over a quarter-million Americans over 85 are actively working.\u00a0<\/p>\n\n\n\n

What generations are in the workforce?<\/strong><\/h2>\n\n\n\n

These are six generations of customers and talent:\u00a0<\/p>\n\n\n\n

  • Traditionalists (born between 1928 and 1945): <\/strong>Loyal, formal and proud.<\/li>
  • Baby boomers (born between 1946 and 1964)<\/strong>: Self-focused, optimistic and competitive.<\/li>
  • Generation Jones (born between 1955 and 1965):<\/strong> Adaptable, open and able to balance idealism and cynicism. They are a ‘microgeneration’ affected by the technological advances and globalism of the 1970s and 1990s.<\/li>
  • Generation X (born between 1965 to 1980):<\/strong> Tech pioneers, independent and skeptical. The oldest Gen Xers benefited from the booming economy of the 1980s, and the group as a whole was hit by the dot-com bust of the late 1990s.<\/li>
  • Millennials (born between 1981 and 1996): <\/strong>Tech-dependent, purpose-driven and self-expressive, having come of age in the era of mobile phones and WiFi.\u00a0<\/li>
  • Generation Z (born in 1997 and beyond): <\/strong>Cautious (they were coming of age during the 2008 recession and its aftermath, and may still be struggling with overwhelming student loan debt), diverse and technologically advanced. The oldest members of this generation are just beginning their careers.\u00a0<\/li><\/ul>\n\n\n\n

    Understanding that clients and co-workers could span these generations can encourage you to cast a wider net in networking and socialising.<\/p>\n\n\n\n\n\n

    Five ways to embrace multi-generational diversity in the workplace<\/strong><\/h2>\n\n\n\n

    Pollak offers the following ways to encourage generational diversity and inclusion \u2013 and maximise its impact.\u00a0<\/p>\n\n\n\n

    1. Don\u2019t make age a thing<\/h3>\n\n\n\n

    \u2018People can be self-conscious about their age, especially if they\u2019re speaking with a recruitment manager who is younger than [they are],\u2019 notes Pollak. If you\u2019re interviewing for a job \u2013 or interviewing talent for a job \u2013 don\u2019t make jokes like, \u2018I was doing this job since before you were born\u2019. Not only does it make the other person uncomfortable, but it makes it harder to see commonalities: yes, you may have decades more experience than the person on the other side of the desk, but you also may have very similar backgrounds. Look for what you have in common.\u00a0<\/p>\n\n\n\n

    2. Remember: ‘Annoying’ is ageless<\/h3>\n\n\n\n

    It\u2019s tempting to blame a colleague\u2019s annoying behaviour \u2013 text-speak on formal emails; insisting on phone calls rather than Slack \u2013 on his or her age. But this is really more of a personality issue, says Pollak. \u2018Instead of assuming someone\u2019s behaviour will never change, you have two choices: either accept the behaviour or, if it\u2019s truly impacting your work, coach them on what may be more appropriate and suggest a solution.\u2019 For example, if you find yourself bewildered by your co-worker\u2019s text-speak, let him know that, and introduce him to Gmail\u2019s canned responses for quick messaging.<\/p>\n\n\n\n

    3. Use multiple communication streams<\/h3>\n\n\n\n

    Working among different generations is also a reminder that you\u2019re connecting with individuals on the job, says Pollak. Think of multiple ways to communicate your message: some people respond to social media; some prefer a podcast or YouTube, while others would rather read online or receive direct mail. \u2018It\u2019s not a matter of, \u201cOh, this person is in their 50s, so let\u2019s send them something in the post\u201d, it\u2019s a matter of recognising that not everyone wants to receive information the same way you do.\u2019 Using multiple communication streams both internally and externally can foster an inclusive culture.<\/p>\n\n\n\n

    4. Create a strong onboarding programme<\/h3>\n\n\n\n

    One of the great things about a multi-generational workplace is that you can forget about ‘the way it was always done’. But to do that, you must clearly communicate how your office operates. Instead of assuming people automatically know how to use Google Suite or Slack, consider onboarding that teaches recruits how your <\/em>company uses these tools. In addition, displaying good examples of workplace successes \u2013 useful email templates, sales-pitch coaching, shadowing an experienced employee \u2013 can all help people onboard quickly without singling anyone out as being ‘old-fashioned’ or ‘too young to know anything’.<\/p>\n\n\n\n

    5. Audit your personal life<\/h3>\n\n\n\n

    \u2018I\u2019ve found that, in their personal lives, most people don\u2019t interact with anyone more than a decade older or decade younger than them, not counting relatives,\u2019 says Pollak. Assess your own generational mix. If you see the same one-decade spread, Pollak suggests expanding your circle. \u2018Sit with someone older or younger at a conference; introduce yourself to an older or younger neighbour. You\u2019ll gain the advantage of their perspective, and it may also open your eyes to what\u2019s missing, generation-wise, in your professional life.\u2019<\/p>\n\n\n\n

    Lindsey Pollak is the author of two <\/em>New York Times-bestselling books, and an advisor to both young professionals looking to succeed in today\u2019s work environment and the organisations that want to recruit, retain and engage them.<\/em><\/p>\n\n\n\n

    Anna Davies has written for the <\/em>New York Times, New York, Refinery29<\/em>, Glamour, Elle and others, and has published 13 young adult novels.<\/em><\/p>\n","protected":false},"excerpt":{"rendered":"

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