Multigenerational Communication Styles

Introduction

Multi-generational management refers to managing the four generations of employees that are now entering the workforce and one-size does not fit all. Each group is uniquely individual with unique characteristics shaped by its own historical, social and cultural events. These differences result in each generation having different motivators and rewards and each seeks unique experiences and benefits from their careers. Therefore, each generation has its own distinct communication style, company culture and negative stereotypes which result in some distinct challenges in managing today’s workforce.

Multigenerational Communication Styles

Differences in communications styles can create an unproductive workplace. Each generation has

Allen Shayanfekr, CEO and co-founder of Share states. "When the workforce is happy and [workers] enjoy their environment, the atmosphere as a whole is more productive." Rapidly changing technologies, mobile work trends, and changes in cultural expectations have transformed today’s workplace. Older workers tend to measure productivity in terms of hours spent on a job while younger workers measure success on results produced. Younger workers place an emphasis on balance between work and home while older workers may expect to sacrifice personal time for work. Generation Y expectation is a healthy work life balance. How is a manager to deal with these differing cultural expectations and have a positive workplace? Managers must allow for individuality in the workplace by allowing workers the ability to work in a style that suits them while acknowledging the efforts of all workers despite their work style Younger workers tend to think of their older colleagues as set in their ways, stubborn and hard to train, while older workers label their younger colleagues as lazy, entitled, technology obsesses. Being able to overcome these negative stereotypes is essential in creating the right culture in the workplace. Managers must quickly recognize them misunderstanding occur between the distinct generations and intervene quickly.

The first recommendation is to teach each generation about the other to promote a better culture and prevent miscommunication and misunderstanding. This can be accomplished by having training sessions on generational styles and characteristics. Secondly, acknowledge worker’s skills, experience and education publicly so that each generation understands what the other brings to the job develops a culture of respect between the differing generations. Older workers make good mentors for younger ones by bringing their breadth of experience while younger workers can provide technology expertise for older ones. Thirdly, creating clear expectations and goals holds all parties responsible for getting the job done. This means that the differing generations will find ways to work together and become a cohesive team. Finally, conducting effective training sessions for supervisors in best practices in dealing with the multigenerational workforce effectively should ensure a positive workplace culture, foster communication and eliminate problems that can happen from negative stereotyping (Celeste, 2015). The diverse workforce presents many issues not previously faced in the