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Lesson Plan CHL 306
Managing a Multi-Generational Workforce
[Reprinted from Communiqué: March/April 2008]

People of all ages enjoy stimulating and interesting careers in the healthcare industry. Many writers have suggested that individuals are fundamentally different because of their life experiences which are impacted by when they grew up, matured and entered the workforce. They further suggest that these differences should be considered as people are managed at work. In this article, we’ll review this information and discuss its impact on managing Central Service employees.

Overview of the Generations

Figure 1 reviews basic demographics about the generations in today’s workforce.

Figure 1 provides interesting information. The youngest traditionalists and the baby boomers occupy a large number of senior management positions in healthcare organizations. Many older generation X employees are also in the senior administrative ranks. Younger generation X employees and some older generation Y staff members are now advancing to middle-management positions, and older generation Y employees are now assuming early management positions.

Central Service managers can make mistakes when they generalize about (stereotype) people based upon nationality, ethnicity and other factors. It is equally inappropriate to suggest sweeping generalizations that apply to all persons of a given age group. However, there may be advantages to, when possible, modifying leadership styles to accommodate different groups of individuals based upon factors that motivate them. Other writers, however, suggest that this tactic may be ideal, but difficult to accomplish and, in fact, many managers use the same leadership style in most (all) situations.

Is the modification of one’s leadership style based upon employee age a good idea? This might be an appropriate tactic, and it is relatively easy to do when, for example, most staff members in a Central Service department belong to a specific generation. However, it is more difficult to implement when there are many employees of differing ages.

• Employees may have different perceptions about work, its meaning and their interest in it based upon their age and other factors. Supervisory training sessions can address these topics, and the analyses of personnel-related challenges can consider these issues. Also, if possible, management-employee interactions can address the potential impact of generational differences in the employees.

Central Service managers will benefit from learning about the generations and their differences because:

• There are now four generations of employees working side-by-side in the workplace.
• The Central Service department is labor-intensive, and will continue to need employees, regardless of their age, to staff the many available positions.
• The range of differences between earliest (Traditionalist) employees, and the current (Generation Y) staff members is wide.
• Differing values, experiences, lifestyles, and attitudes toward the future and life in general can create significant misunderstandings and frustrations.
• Those who better understand and appreciate each generation may gain ideas about how to effectively facilitate the work of different aged staff members.

Managing the Generations

It is difficult for some Central Service managers to interact with different generations because this can challenge their own beliefs and values, force them to think about change and conflict, and require them to modify their communication skills. Figure 2 reviews basic information about the workforce generations that may affect their work interests and habits.

Differences between the generations become much more noticeable when one considers those at the mid-point of each generation. For example, think about differences between Generation X and Y in terms of those in their “middle 30’s” (generation X) versus those in their “early 20’s” (generation Y). Don’t think about those who are 30 years old (the youngest in generation X in 2008), and those who are 29 years old (the oldest in generation Y in 2008).

Baby boomers have been called the “me” generation. Their work incentives include money, position titles and recognition for the work they do. When they entered the workforce, baby boomers wanted to build a significant career to enhance their reputation. They challenged the “status quo,” and those in this generation are responsible for many of the opportunities now taken for granted in the workplace. They became the first “workaholics,” and they believe that hard work and loyalty is a good way to get ahead. Many baby boomers sense that “who they are” is connected to their work and career achievements.

Generation X employees are motivated by job satisfaction. They don’t anticipate remaining in one job or with one organization throughout their career. They believe they can “jump jobs” to attain desired compensation and other benefits, and to receive increased opportunities for growth and personal fulfillment. They want to provide input to their employers, and they have an interest in understanding how the company works because they know this will influence their growth opportunities. Personal acknowledgement and job satisfaction are very important for this generation.

Generation Y employees want to know the “why” of what they are being asked to do; they want to know “what’s in it for them.” They enjoy a pleasant workplace, and money is not a motivator because they believe they have numerous employment opportunities. They are also quick to voice their opinion, and are not responsive to the “do it or else” supervisory tactics that some hospitality managers use too frequently.

Should Managers Dwell On Generational Differences?

There are diverse opinions about how people should be managed. Some say, “Everyone should be treated the same.” Others say it is important to at least consider generational differences. Still others suggest that employees should be treated as individuals.

The following are several tactics that work equally well for employees in every generation, in every organization, at any time:

• Explain that what employees do really matters.
• Tell employees the truth.
• Explain to staff members why they are being asked to do something.
• Learn the employee’s language.
• Provide rewarding opportunities.
• Praise staff members in public.
• Make the workplace fun.
• Model the desired behavior.
• Give staff members the tools required to do their jobs.

While different generations may appreciate different leadership tactics, the above are “best practice” techniques that typically work well with all staff members.

End Notes

1. Christine Zust. Baby Boomer Leaders Face Challenges Communicating Across
   Generations. Retrieved on 11/13/06 from: www.emergingleader.com/article16.shtml.

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