What is it like to work in a multi-generational environment?
Four generations are present on the labor market. The challenge for employers is to understand the differences in the values shared by their representatives. Experts see difficulties in managing multi-generational teams. Multi-generational teams are a real treasure if the organization and the people in them can take advantage of diversity.
There are currently four generations on the labor market. These are:
- baby boomers (BB) – representatives of the baby boomers from 1946 – 1964,
- generation X – people born between 1965 and 1980,
- generation Y (millennials) – people born between 1981 and 1990,
- generation Z – the youngest group of employees who have recently started to enter the labor market.
In 2021, people over 50 accounted for nearly 38 percent. population of Poland, and over the last 20 years an increase in the share of these people in the population of Poland can be observed. These are the data of the Central Statistical Office.
“Due to technological changes and the presence of 4 generations on the labor market, the challenge for HR departments is to support organizations in managing multi-generational teams,” said Sylwia Strzeboński-Gancarczyk, HR leader at the recruitment company Cpl Poland. She pointed out that managing a multi-generational team has a lot in common with managing a multicultural team. And it’s just as hard. „Both topics concern the management of values that guide employees, and values and their understanding are the basic driving force and motivator of every human being, also at work” – she explained.
Reconciling the differences resulting from the values shared by generations is the greatest challenge for current employers. „What for a baby boomer or X will be a proof of loyalty, e.g. working overtime, may be perceived by representatives of the younger generations as exploitation or an attack on their work-life balance” – said Strzeboński-Gancarczyk. She added that the younger generations clearly setting boundaries and not recognizing the authorities of older people, based on their age (or rather achievements), by the latter may be perceived as disrespectful. Hence the various frictions in teams and between the direct supervisor and the employee.
According to the expert, effective management of multi-generational teams is hindered by the lack of awareness of the differences in the values shared by individual generations and the resulting perspective on actions taken at work. “Only informed employers who work to understand these differences within teams are able to keep such a mix in harmony in the long term – while maintaining the appropriate level of efficiency. And there is something to fight for!” – she emphasized and pointed out that multi-generational teams can rely on various competences brought by representatives of different generations.
“Younger generations will shine in innovative solutions, perhaps perform tasks faster, due to greater proficiency in using a computer or tools, and teach older people technological innovations. On the other hand, the more experienced ones can bring to the team values related to „face-to-face” interpersonal communication and teach the younger ones that a personal meeting or a telephone conversation can bring a much better effect than writing an e-mail” – she explained. In her opinion, working with a multi-generational team requires more effort. It is easier to hire a few people from a similar generation, because they will quickly become a harmonious team and we will avoid internal friction resulting from differences in shared values.
“With a little effort and time (workshops or work with leaders) to make employees aware of how they can use their strengths and support each other, despite different perspectives resulting from different values, we can build teams that will have a long-term market advantage over teams one- and two-generations,” summed up Strzeboński-Gancarczyk.
„Multi-generational teams are a real treasure, if the organization and the people in them are able to use diversity” – said the expert of the Organization of Employers of IT Services SoDA (Software Development Association Poland), head of sales at Quality Minds Paweł Kurpiewski. He added that in the IT industry age is not that important. Skills and experience are more important, and multi-generational teams are pure gold.
According to Kurpiewski, the biggest challenge is the selection of people for the team. „If we make a mistake when constructing a team, in assessing soft skills, we may never achieve the expected effectiveness.” Among the advantages of multi-generational teams, Kurpiewski listed a multitude of experiences, group resistance to stress and diverse competences. He pointed out that we are currently dealing with a rapidly changing reality and that we have never had to respond to it so quickly.
“It is worth asking yourself – who is better prepared for this change? 20 or 50 year old? In my opinion, this is an individual issue, depending on the personality traits of a person and has nothing to do with the birth certificate. Willingness to acquire new skills, openness to the experiences of others, empathy, charisma – these qualities cannot be taught. He pointed out that currently the team leader is not necessarily the person with the widest range of knowledge or manual skills. More often, it is a person with the right set of specific features that make working with people easier.
“Managing a multi-generational team brings with it many challenges, e.g. due to differences in the values, working styles and expectations of employees. Understanding the key differences allows you to avoid tensions and misunderstandings in multi-generational teams,” said the originator and chairman of the People Innovation competition jury, HR SmartLunch expert Artur Dzięgielewski. He pointed out that employees from the Baby Boomers or X generations may prefer more traditional and hierarchical organizational structures, while Y and Z usually expect more flexibility and autonomy. Dzięgielewski pointed out that the differences may also concern the method of communication and the issue of motivation.
“Y and Z may prefer instant messaging and text messaging, while Baby Boomers and X prefer a face-to-face meeting or phone call (…). Generations Y and Z often focus on quick promotion, various challenges and development opportunities, while people from the BB and X generations put more emphasis on stability and work-life balance,” he said. He noted that by employing representatives of all generations, we gain a diversity of experiences, values and points of view, which can lead to creative solutions to problems and a better understanding of different perspectives.
“In managing a diverse age team, it is crucial to understand the differences between individual team members and adjust the management style to their individual needs. It is also important to encourage cooperation and exchange of knowledge among employees from different age groups,” summed up Dzięgielewski. (PAP)
Author: Iga Leszczyńska
Projekt otrzymał dofinansowanie z Norwegii poprzez Fundusze Norweskie 2014-2021, w ramach programu „Dialog społeczny – godna praca”.
