Generations at Work: Managing the Clash of Boomers, Gen Xers, and Gen Yers in the Workplace
Format: PDF / Kindle (mobi) / ePub
This all-new edition of the seminal book on navigating the multigenerational workplace takes a fresh look at a growing challenge, now exacerbated by the youngest employees. With their micromanaged childhoods and tech addictions, Gen Yers require constant feedback--frustrating for the Me Generation that can't let go of the spotlight, and annoying for Gen Xers, sandwiched between the two. So how can you lead this motley group with their often incompatible work ethics, values, and styles? "Generations at Work" lays bare the causes of conflict, and offers practical guidelines for managing the differences, including: - In-depth interviews with members of each generation - Best practices from companies bridging the generation gap - Specific tips for each generation on how to handle the others - A field guide for mentoring GenerationY For anyone struggling to manage a workforce with different ways of working, communicating, and thinking, "Generations at Work" is the answer.
there had been none before. They knew there were no guarantees; they knew that they too were, by and large, interchangeable parts. As they advanced in their careers and their corporations aged, these folks hung in there. When, long-time employees were “riffed,” “re-engineered,” “laid-off,” and just plain put out to pasture during the economic down- American Management Association / www.amanet.org 46 Dynamics of the Multigenerational Workplace turn, the lesson was not lost on this generation.
that some meaningless task is really important, they will respect you for your frankness and honesty. Just the same, managers of Gen Xers, particularly those on the front lines, need to be clear in communicating that some repetitive tasks are simply part of the job and that quality outcomes require some checking. Even tasks requiring only modest skills have enough nuances that to be done well can’t necessarily be automated. They require real human judgment, acquired through experience. Many Gen
Xers consistently tell us they are willing to work hard. They don’t want to be taken advantage of, though. Many believe it’s unfair to expect a 70-hour week for 40 hours of pay. And, as a generation, they’re committed to having a life beyond work. They’re selfish. Gen Xers often put family and friends above their own personal needs. They’re protective parents who will do whatever it takes when it comes to the kids. American Management Association / www.amanet.org CHAPTER 5 The Millennials
self led. I was really frustrated. I was like, seriously, no one’s going to sit down and tell me how to do this? I had a ‘learning to learn’ curve there.” 2. Believe in them. Millennials have been told they’re special, with unlimited potential. They’ve set goals—and, in many cases, met them—all their lives. They want to prove their worth. They’re willing to work hard, as long as they sense that someone believes in them and that their hard work will pay off. But here’s the catch: their style of
their customers. Value employees’ honest input on business issues. Encourage employees to be innovative thinkers. Encourage employees to continually develop their skills. Encourage a collaborative work environment. Focus more on employees’ strengths than on weaknesses. Foster good relationships between supervisors and employees.2 American Management Association / www.amanet.org The ACORN Imperatives is real, not hypothetical, effort to accommodate personal scheduling needs, work-life balance