I believe all organisations benefit from a mix of generations making up their workforce but it could be argued that the older worker (boomer) is needed more than ever. Their experience and wealth of knowledge provides;
- a transference of invaluable knowledge between the generations;
- a transmission of your company’s purpose, vision and values to new hires;
- excellent mentors for younger employees;
- the know how and expertise to tackle ‘just in time’ special projects outside their usual roles, such as task forces or working committees.
Yet more of these workers are reporting to people younger than they are. A recent survey conducted by a US Job Site for Mature Workers found that 43 percent of workers ages 35 and older said they currently work for someone younger than them. Breaking down age groups, more than half (53 percent) of workers ages 45 and up said they have a boss younger than them, followed by 69 percent of workers ages 55 and up. This survey was conducted from November 5 and November 23, 2009, among more than 5,200 workers. This presents unfamiliar challenges that, if ignored, can prevent you from attracting, retaining, and engaging older employees. Workers report that there are a variety of reasons why working for someone younger than them can be a challenge, including:
- They act like they know more than me when they don’t;
- They act like they’re entitled and didn’t earn their position;
- They micromanage;
- They play favorites with younger workers;
- They don’t give me enough direction.
Leaders that recognise the importance of employees working together to move the business forward, regardless of age, will continue to build success. Leaders can help younger and older workers to recognise the value that each group brings to the table. By helping them look past their differences and focusing on their strengths, workers of any age can mutually benefit from those around them, creating a more cohesive workplace. There are a few ways for organisations and younger managers to maximise the value provided by older workers. The key is in recognising that boomers’ needs differ from younger generations (Gen-X, Gen-Y and Millenials) and to adapt your management practices accordingly. A few suggestions:
Understand others’ point of view
Different generations tend to have differing opinions on a variety of topics, from management style to pop culture. Put yourself in the others’ shoes to better understand where they’re coming from.
Adapt your communication
Younger workers tend to favor communicating frequently using technology, such as e-mail and instant messenger. Older workers may prefer more face-to-face contact. Both parties should take this and other communication differences into consideration when interacting.
Keep an open mind
Try not to make assumptions about those who are of a different age group than you. All workers have different skill sets and strengths, so see what you can learn from others rather than making judgments based on their age.
Lead with mission
As employees age, they become more altruistic. Emphasize the positive impact of older workers’ efforts on the world around them.
Forge social connections
Many older employees keep working to maintain social relationships. Offer tasks that require interaction with others.
Provide different benefits
Tailor benefits or incentive schemes such as insurance programs or discounts on older workers’ interests. An emerging trend is for workplace wellness programs with a focus on older employees. Programs that educate older workers and help prevent complex and costly medical interventions help companies contain costs and enhance their employees’ quality of life.
Research
Research who your older workers are, what they want, and how to manage them for maximum value. Ask them what they value.
