More than ever, companies attempt to become versatile, progressive and diverse entities with flourishing cultures, which are attractive to their (potential) employees. Team building sessions, healthy Thursday lunches, and flexible work schedules are just a few examples how organizations try to get closer to develop into the holy grail among employers. However, these idyllic companies do not come in a handy ‘7-steps-assembly-kit’.
Please mind the age gap
To attain such an all-round and successful organization, management often tries to put together a diversified team of skilled people. Nevertheless, one plus one does not equal two in a team environment. Two people with two different sets of (complementary) skills, do not necessarily result in an efficient and high-performing team. Furthermore, it’s not just about making different personalities or people with different competencies work together. It’s often overlooked that age differences in the workplace can cause friction as well.
Managing a multigenerational team
Since 2013, Millennials (born after 1980) have surpassed the soon-to-retire Baby Boomers (born between 1946-1960) as the largest generation in the workplace. By 2025, they will even comprise the majority of the workforce.
91% of millennials anticipate staying at any given job for less than three years.
This brings up the dilemma of managing a multigenerational team. And before you start diving into the management of a multigenerational workforce, you must be aware of the different perspectives the generations might have on some very basic work related issues. You can find a general overview of this comparison in the table below.
Despite these differences there are between the age groups and the consequences it brings along, it will be a manager's role to find common ground and build a productive team.
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Now, what does this mean for your team? And what can you do as a manager? And as a company?
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