Managing Different Generations

One of the qualities often found within the fencing business are the legacy companies, those founded years ago by an entrepreneur and managed through the years by subsequent generations within the family. As additional employees are added through the years, a broad range of ages are found among team members. This can mean what incentivizes one employee doesn’t motivate another one.

Each defined generation can have different expectations, communication styes and perspectives. Adopting a management style to address the characteristics of different generations can foster a great working environment resulting in positive employee satisfaction and retention.

GENERATION Z

Born between 1997 and 2012, these employees are exceptionally comfortable with technology, and usually prioritize salary over benefits. They typically stay at a job for a few years, but tend to move on if they find opportunities with a higher salary and more flexibility.

They enjoy collaborating on projects and look to managers for clear direction and communication.

MILLENIALS

Born between 1981 and 1996, Millenials are the largest generation in the current workforce. They adopt new technology fairly quickly, as many digital platforms came about during their working years.

They care about performance and want to know how their job fits into the overall scope of the company. Balancing their work/life personas is important to them.

GENERATION X

Born between 1965 and 1980, they were shaped by the evolution of personal computers. Viewed as self-reliant and hardworking, Gen Xers are considered fiscally responsible.. They are comfortable with technology as well as face-to-face interactions.

These individuals have spent years in their career already and want their experience to be valued by managers. They appreciate the opportunity to give feedback to management in order to improve productivity.

BABY BOOMERS

Born after World War II through 1964, baby boomers are well-known for their strong work ethic. They value face-to-face interaction. Although they didn’t grow up with computers, they’ve adapted to using technology.

They participate well in group activities and appreciate a more formalized, structured working environments. They are often a great source of knowledge about their industry and appreciate the opportunity to share their expertise.

When dealing with a multigenerational workforce, it’s important to be sensitive to various work styles and communicate through a variety of channels, and to recognize the unique perspective of each employee. Understanding their motivation can help managers provide the appropriate incentives and assignments.