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START WITH THE UNDERSTANDING
THAT EVERYONE WANTS TO DO A GOOD
JOB AND HELP THE COMPANY. THIS
COMMONALITY LAYS A STRONG FOUNDATION
Research conducted for Get Ready
for Generation Z by Robert Half and
Enactus highlights key differences in these
areas among baby boomers (1946-1964),
Generation X (1965-1977), Generation
Y (1978-1989) and Generation Z
(1990-1999).
■■ Communication style: Baby boomers
tend to be more reserved, while Gen
Xers favour a control-and-command
style, the research indicates. Conversely,
Gen Yers prefer a more collaborative
approach to communication, and Gen
Zers prize in-person interactions.
■■ Change management: According
to the research, Gens X and Y
tend to see change as a vehicle for
new opportunities, while Gen Z is
accustomed to change and expects it in
the workplace.
■■ Technical skills: When it comes to
building their abilities, employerbacked
training is expected by all
workers. Baby boomers and Gen Xers
most value traditional instructorled
courses or self-learning tools;
Millennials, which include Generations
Y and Z, prefer collaborative and
technology-centric options.
“The unique perspectives of each generation
should be welcomed and embraced in
the workforce,” said David King, Canadian
president of Robert Half Management
Resources. “Generationally diverse teams
draw from varied experiences, and company
initiatives are strengthened by more
comprehensive skillsets and insights.”
Managing a multigenerational team
shouldn’t be intimidating.
“Successful companies recognize the
valuable and creative business solutions
that come from encouraging engagement
across the organization’s workforce, regardless
of function or tenure,” said
King. “To maximize potential growth,
executives should strive for a collaborative
work environment that supports
different communication methods and
work styles.”
Five tips to help manage a multigenerational
workforce:
1. Don’t overthink it. Start with the
understanding that everyone wants to
do a good job and help the company.
This commonality lays a strong
foundation for relationship building.
2. Customize your style. Staff possess
common attributes, but they also
have individual needs. Tailor your
management for each person’s
strengths, personality and aspirations.
3. Go off-site. Host team-building
events outside the office to give
employees a chance to get to know
each other in a different setting.
4. Let newer professionals take the
lead. Institute reverse mentorships,
where less-seasoned staff advise and
share their insights with veteran
colleagues. Also invite team members
from all generations to share their
unique areas of expertise.
5. Mix and match project teams. Put
together groups with complementary
skills and diverse perspectives. This
can prompt innovation and new
problem-solving techniques. n
FOR RELATIONSHIP BUILDING.
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