Dr. Connie Fuller, Assistant Professor, Industrial and Organizational and Business Psychology

As Catherine reviewed her calendar, she realized that her new intern was due for a six-week review. This was one review she was looking forward to! Jesse had been an excellent addition to the team so far, contributing actively in team meetings and always completing assignments on time and correctly. With a smile on her face, Catherine pulled out a pad of paper to capture her thoughts for Jesse’s review.

Out in the office, Jesse was frustrated. He had been in this internship for over a month and had been given no feedback whatsoever. He had repeatedly asked Catherine for feedback on his work, only to be told he was doing fine. “Fine” didn’t help him know what to do better, or even what to continue doing to keep his manager happy. This internship was important to Jesse. He wanted to do well, and he simply couldn’t do well if he didn’t get frequent and meaningful feedback from his manager.

Age won’t matter. But character will.

What’s happening here? Both Catherine and Jesse are doing what seems to them to be the “right” thing to do. Problem is, each has a different definition of “right.”

The challenges of a multi-generational workforce are only now beginning to appear as businesses face, for the first time, four fully functional generations in the workplace. These challenges will only increase as Gen-Y continues its march into the workforce of tomorrow. Four areas in particular will see significant change in the years ahead.

Who’s the Boss?

The roles of Traditionalists and Baby Boomers are evolving as these generations age and continue in the workforce. Neither generation wants, nor can afford, to retire and live a life of leisure. However, they are not necessarily interested in maintaining their previous roles of command and control. They are ready to hand over the reins to a younger generation and trade money and position for flexible hours and less stress. This is good news for younger workers who are more than ready to move into positions of power and influence. More than at any time in the past, we see older employees working for younger bosses, sometimes bosses half their age. This challenges younger leaders to motivate and satisfy workers whose values and norms are very different from their own. It also creates a challenge for older workers whose younger bosses are not likely to manage them in the way to which they have become accustomed.

Independence and Direction

Gen Xers, those most likely to move into leadership positions vacated by Traditionalists and Boomers, are fiercely independent. They hate being micromanaged. Just give them a job to do and let them do it. A hands-off approach will work fine with experienced Gen Xers. However, Gen-Y employees will need more direction. This younger cohort has been over-programmed since grammar school so they have not had as much experience figuring things out for themselves. They will work, and work hard, but they need a roadmap to show them the way. This is not to be confused with micro-management. Rather, it is coaching that includes feedback—early and often. Annual, bi-annual or even quarterly feedback sessions will not suffice. Daily feedback, formal and informal, is in order to bring out the best in Gen Y and to help them learn the independence and decisionmaking ability taken for granted by older generations.

Reward and Recognition

Traditionalists found reward in a job well done. Boomers sought recognition through power and influence. Both believed that there was a need to pay your dues and earn your way to the top. Gen X and Gen Y believe that reward and recognition should be based on the quality of your work. Period. In a multi-generational workplace, employees will compete on the value of what they contribute to the workplace, not on length of time they are there. Goals and timeframes will need to be clearly communicated, and accountability for achieving goals should be unwavering; how the goals are accomplished, however, may be very different for each worker. The nature of rewards will also shift. While sufficient income to support a desired lifestyle will still be important, time for a personal life is fast becoming the currency of choice.

Leadership

Traditional command and control leadership is dead. The hierarchy continues to flatten. The successful multi-generational workplace of the future will be an egalitarian organization that honors the individual strengths. It will provide resources to enhance those strengths for the good of both employees and the organization. Successful leaders will be teachers and coaches. Leaders will be effective communicators. Leaders will earn the respect of their employees through their actions. Age won’t matter, but character will. This type of organization and leadership has been discussed for years, but the mix of generations in the workplace today mandates an egalitarian organization and authentic leadership for tomorrow. Members of a multi-generational workforce will co-create the leadership model of the future.

The world of work is changing. Our generational differences provide us a wealth of opportunity to share what we know, to clarify what we need, to learn from one another, to grow, and to make the future of work what we need it to be for personal and organizational success.