Mimeograph Machines to Scanners -Tips for Managing a Multi-generational Workforce

Each generation has its own set of values, attitudes, and work ethics. These belief systems developed during the workers’ formative years and were shaped by societal influences from that time. When use of technology is factored in, the topography of the generation gap between the two extremes—those nearing retirement and those entering the workforce—looks more like an abyss.

Research indicates that, for many, early retirement is no longer part of the American dream; instead, it’s a pipe dream. According to a recent study conducted by Persuadable Research, 20% of those surveyed are delaying retirement until age 66-70; another 17% intend on retiring after age seventy-one. More than one-third of the respondents said they would continue to work in some capacity after retiring from their current positions. These sentiments are echoed in the 2011 Retirement Confidence Survey (RCA). In this study, 20% of the participants indicated they are delaying retirement; 36% of which blame the economy for their decision. This means a company that hires high schoolers for menial jobs could potentially have a workforce that spans 50-plus years, further widening the generational divide.

Scott Anderson is the past president of the famed Hotel del Coronado in San Diego. Numerous organizations turn to him for hospitality advise, including: the American Hotel and Lodging Association, the city of New Orleans, Expedia, Travelocity, Lodging Hospitality Magazine, and the National Golf Course Owners Association. According to Scott: “It has never been more important to understand the differences between the generations; how they buy, what has formed their belief systems, and how they respond to management and direction as employees are all critical to our ongoing success as marketers and employers.”

So how do you manage such a diverse group? The first step is to understand the general characteristics of each contingent, which includes their mores and motivators.

• Traditionalists are people born between 1927-1945 whose lives were influenced by The Great Depression and World War II. As a result, they tend to be disciplined, law abiding, and prefer consistency to change. They often have a single career with one employer and are comfortable with a controlled management style.


• Baby Boomers are people born between 1946-1964 whose lives were influenced by the Civil Rights Movement, the Vietnam War, and AIDS. They are the largest generation in the workforce today. These career-oriented, over-achievers are concerned with status symbols and job ranking. They tend to be optimistic, ambitious, and loyal.


• Generation X consists of people born between 1965-1979 whose lives were influenced by daycare and divorce. With both parents working, they were known as the latchkey kids. As such, they are resourceful, self-sufficient, and confident. They have a different outlook on work than the previous two groups, placing an emphasis on relationships, outcomes, and entitlements. Also known as the Me Generation, they are prone to changing both their jobs and their careers.


• Generation Y consists of people born between 1980-1995 whose lives were influenced by technology, thus earning them the nickname Millennials. They are confident, friendly, and civically altruistic. A work/life balance is a priority for them. They have no qualms about leaving their post if their expectations are unfulfilled, which makes them fickle employees.


• Generation Z consists of people born after 1995 who have not experienced life before computers and cell phones. Technically savvy, these adolescents are sometimes called Digital Natives and have become accustomed to entertainment on demand. They prefer communicating via texting or social media sites and are comfortable collaborating in an online environment.

One sign of the generational shift in the workplace is identified in the 2006 Spherion Workplace Snapshot survey. Spherion found that nearly one-third of employees listen to music at work using an iPod or similar personal music device; 79% of these listeners believe music enhances their job satisfaction and/or productivity. This mindset and the technology examined were both absent when the Traditionalists entered the workforce. In fact, to put things in perspective, transistor radios weren’t even available until the mid-1950s.

Another hurdle to overcome has to do with values. As Traditionalists and Baby Boomers transition out of the workforce so do their work ethics. It appears that many of the workers from the subsequent generations believe that loyalty and honesty are old school. This is evident in the findings of the 2007 Junior Achievement/Deloitte Teen Ethics Survey. Results show that 38% of teens surveyed think cheating, plagiarism, lying, and violence are sometimes necessary to succeed. So how do you make this group a cohesive and productive whole when the principles and life experiences run the gamut from mimeograph machines to scanners? That’s the engagement mind twister HR teams need to solve.

Luckily bridging this divide is easier than it sounds if you follow these steps.

1. Develop a strategic plan that takes into consideration the values, motivators, and life experiences of each generation. Identify why the employees are working at your company (prestige, money, flexibility, etc.). Then determine how to address these needs (career path, financial incentives, telecommuting options, etc.). Keep these two things in mind when designing your plan. Roger Herman, author of the 1999 Winning the War for Talent, suggests that 75% of people who choose to leave their jobs are quitting their bosses, not their company. While a 2010 study conducted by the Telework Research Network indicates 1 in 4 workers are looking for a new job. Recognition is a large part of the problem. If younger workers don’t feel like they’re contributing, they’re out the door.


2. Implement the plan. Be sure to include an evaluation schedule to solicit feedback from the employees and their managers. The information gathered will help you access the program and pinpoint potential problem areas that need to be redesigned.


3. Communication is crucial. Problems arise when employees are uninformed. That’s when speculation starts and then rumors follow. With easy access to news 24/7 via computers and Smartphones, a company will have better control of their message if it’s communicated to workers internally. Doing so also creates an employee/employer relationship built on trust.


4. A mentoring program is a great tool when it comes to succession planning. Knowledge transfer occurs when a worker nearing retirement is teamed up with a new or younger employee. Although it appears one-sided at first glance, both gain from the relationship. While the younger employee benefits from the elder’s work experience, the older employee learns from his/her technically astute counterpart.


5. Work/Life Balance has become a common phrase in business. While Baby Boomers appreciate the flexibility it offers, Generations X, Y, and Z expect it when they hire on. Telecommuting, adjustable schedules, fitness classes, and paternity leave are some of the common perks employers offer. Many companies run on the assumption that healthy and happy employees are more productive and loyal, but Scott has a different take. “Gen X and Y truly believe they work to live, not live to work; give them a chance to work on their time, not yours. Management by parking lot (first here, last to leave) is not in these younger generations’ plans. They may get their most productive hours at 2 in the am. As long as they get the job done, don’t force your work time frame on them.”

For more tips on how to manage the multi-generational workforce contact Elite Hospitality Advisors at 949-891-7155 or visit our Blog at http://www.theehospitality.com/blog/. Check back on the Elite Hospitality Advisors’ website for new articles on other hospitality-related issues www.theEhospitality.com

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