Intergenerational Workforce In A Workplace

Running head: HEALTH SERVCE MANAGEMENT

Intergenerational Workforce in a Workplace

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HEALTH SERVCE MANAGEMENT 2

Introduction

In every contemporary workforce in the health care services, a diverse mix of ages is

often working together with a possibility of at least four generations within the workplace. In his

study, Smyrl (2011) denotes that each of the generation has different behaviors, expectations,

and values that need to be understood within an organizations’ human resource planning as well

as the responses to workforce management. This paper evaluates and presents a detailed analysis

of the effects of the intergenerational workforce on the planning process while addressing the

needs of every cohort within the workforce planning process. The paper as well presents the

ethical considerations that are required in meeting the needs of the intergenerational workforce

needs within the organization. It then concludes the essentiality of the role of recognition and

reward efforts for each of the intergenerational groups in an organization.

Effect of intergenerational workforces on workforce planning

According to Kate, Martin, and Sandi (2016), a typical definition of the generation occurs

by observing different time lines and influencing factors that at the end results into specific

behavioral trends within the cohorts. For instance, the veterans are considered to be the greatest

generation. The veterans bring together a heroic and traditional attitude to the workplace. In

their study, Kate, Martin, and Sandi (2016) point out that the veteran is the oldest workplace

generation made up of people that were born between the years 1920 and 1943. In workforce

planning, the same study denotes that it is a generation that is respectful, accustomed to

leadership, practical, and hierarchical. Haeberle, Herzberg, and Hobbs (2016) also denote that it

is a reliable workforce of a generation that is reliable and steadfast in their duties but is often

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uncomfortable with the wild blender of age, ethnic diversity, and gender of the other generations

due to their dependence on technology.

The veteran is then followed by the Baby Boomers often considered as the 80 million

children of the post-World War two eras. The generation is typically optimistic and driven in the

workplace with a focus on growth in a self-centered arena. Glass (2017) denotes that it is a

generation that grew up as the center of attention of their parents (the veterans) while enjoying

the thrilling progress of the space age, television, and modern suburbia. Even though they as well

possess some of the duty-driven working habits of the veterans, Smyrl (2011) assert that the

workforce planning process should consider the generation are as well originators of consensus-

based leadership and collaborative work. The generation is interested in helping the younger

generation since the population is also cautious to pro-technology. However, they are often

frustrated by what may seem to them as lack of ambition in the approach the young generation

give to work.

The Baby Boomers are then followed by the Generation X consisting of the 46 million

individuals that were born between the year 1964 and 1979. It is a generation that is influenced

by the sweeping complexity in the social change hence sandwiched between the complexity of

the globalization and technological innovation and the optimism of the Baby Boomers

generation. According to Nimrod (2016), they are often the epitome of divorce who grew up

with the self-reliant attitude hence not as trusting as the previous generations. This population

has a tendency of being skeptical and has anti-personal commitments, an aspect that garnered the

generation the name slacker. However, allocated any duty within the workplace that is

meaningful to them on a schedule that balances the work and their life, and given colleagues they

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respect, they can become very productive and highly creative according to Kate, Martin, and

Sandi (2016).

After Generation X, the millennial generation also called Generation Y follows consisting

of a population that is characterized by optimistic influence and unprecedented economic

prosperity. They are more focused to adopting technological innovations with the aim of making

the world a better place. They have been raised by parents with the determination to give them

the best. Nimon (2016) denotes that the millennial generation is sophisticated and smart but has

very close ties with their parents, an aspect that even influences their performance in the

workplace. The workforce planning process should factor in the idea that this is a generation

with a digital DNA and are only used to the world of iPods, wireless access, DVDs, cell phone

families, and almost everything done over the internet including school assignments, sports,

shopping, etc.

Addressing the needs of every cohort in workforce planning

Creating an intergenerational friendly workforce plan, there is a need for understanding

the different expectation of the generations from leadership, to work tool, career aspirations, as

well as what makes them walk back to the workplace every day (Smyrl, 2011). Effective

management of intergenerational workforce is one of the major challenges facing leadership of

different organizations. Addressing the needs of every cohort in workforce planning hence

requires the organization to have a clear understanding of the workforce. In his study, Nimrod

(2016) points out that an organization can adopt the following aspects in meeting the desires and

needs of an intergenerational workforce.

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Updating the technical skills of the workforce- according to Gladwell et al. (2010),

generation X and the boomers are used to the traditional instructor-led programs as well as self-

learning tools. On the other hand, the millennial generation prefers technological –centered and

collaborative strategies as a result of the omnipresent innovative and technological advances as

well as the value placed individual coaching. For a long time, many employees complained

concerning the millennial working styles as disruptive to workplaces. However, Kate, Martin,

and Sandi (2016) denote that the generational differences result in varying outlooks and the

resulting workforce changes such as new communication methods as well as enhanced work-life

which can only be understood by the old generation through sharing of skills.

Adopting to change-The Generation X and the millennial generation often sees change as

a mode of accessing new opportunities. Johnson (2010) denotes that the Boomers should be the

most cynical and jagged towards change since the population grew in a transitional period

involving a relatively stable work and living environment to a cost-cutting period. It is also the

time where re-organization became the way of life rather than just an exception. In every

organization, therefore, the work planning should be focused on adopting a change to open more

opportunities for the Generations X and Y and open a diverse mind in the working knowledge

and skills of the baby boomers and the veterans.

Communication style- As baby boomers are more perceived to be reserved, millennial

and Generation X often favor more in-person and collaborative aspects of interaction. The

workforce planning should hence focus on ideas that create opportunities for coaching styles of

management other than focusing more on the top-down authoritative approaches of

communication.

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Mixing and matching project teams- team make-up and team building should be adopted

as opportunities to get together and build strong positive working relationships. In such

occasions, the age group cohorts learn from each other by sharing diverse skills, experiences, and

perspectives that are beneficial for both individuals and the organization. In so doing,

innovations, as well as new skills and techniques of solving problems, can be reached.

Ethical considerations of meeting the intergenerational workforce needs

Unethical behavior, as well as possible lack of corporate social responsibility in a

working place, can damage the reputation of an organization hence making it less appealing to

stakeholders and give an advantage to its competitors. Boomers have a higher rank than

Millennial and Generation X in many dimensions except in health. Millennials as well rank

higher in hard work, gratification delays, and morality than Generation X according to Meriac,

Woehr, and Banister (2010).Despite all the ethical differences, the following are some of the

ethical considerations that should be adopted across the intergenerational workforce in a

workplace.

 Transparency during the hiring and selection process

Many times, it evident that the management hires incompetent and unproductive persons

due to personal interests of the top management personnel. Often, worthy and potential

employees have always been left out as a result of such poor hiring policies. However, Gibson

(2015) denotes that every employee irrespective of the generation is an asset of the organization

and unfair practices can inflict lasting damage to its performance in the long run.

 Equality towards all the intergenerational employees

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There should be no any form of discrimination by the organization based on the

generation to which an employee belongs as long as they are potential and can be productive

towards achieving the goals of the employees. The management should as well not hold grudges

against workers due to personal interests and conflicts. Their productivity and performance

should be the only parameter for promotion or appraisal.

 Loyalty towards the business or organization

Despite the generation one belongs, every employee is expected to be loyal to the

organization as long as he or she is found in the payroll of the organization. All the four

generational cohorts hence need not be reminded of what is expected of them while in the

workplace. As a result, any dishonest behavior that is likely to malign the organizations’ image

or prove to be unprofitable to the business is highly unprofessional and unethical (Way &

Medved, 2017).

 Total commitment towards the assigned responsibilities

It is the most essential of all the ethics in the workplace because it is the main good of the

business. Once hired to work, every employee whether a veteran, baby boom, generation X, or

millennial should keep his side of the bargain to the company. When it happens, such a behavior

rarely disappears unnoticed by the leadership of the workplace. Despite the differences in

perspectives of the intergenerational workforce, each employee is expected to bear the relevant

consequences towards any lack of commitment towards the workplace responsibilities.

Role of reward and recognition efforts for each of the intergenerational groups

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Nicholas (2010) denotes that one of the impacts of impending wave on Baby Boomer and

Veteran retirements is losing expertise and accumulated knowledge since age comes with

wisdom and expertise. On the other hand, retaining older workers leads to reduction in the

business productivity since age can as well brig health complications, outdated skills, as well as

lower motivation due to inertia and career status. However, the reward and effort recognition

results into a positive effect and stronger self-conception despite the age (Fraone, 2012).

Effectively managing and motivating the four generations requires an understanding,

recognition, and respect towards the differences of their characteristics and values.

Millinnials feels rewarded and their efforts recognized when the management connects

their performance to career goals and personal objectives since they are optimistic and

achievement-oriented according to Smyrl, (2011). The boomers are often optimistic and are

motivated by leaders who involve them in the organizational duties so that they can show they

can as well make a difference. Whether due to lifestyle, life-stage performance, or generational

differences, people often express interest in a wide range of recognition, rewards, and incentives.

However, some motivational elements are often universal such as a sincere thank you and a part

on the back among others. Also, Millinnials do not get satisfied with a quick thank you as they

are interested on something specific. Generation X appreciates rewards and recognition but

prefer when it is done privately or within a small group. Boomers also appreciate a formal

reward and recognition in front of groups or a team (Nimon, 2016).

Conclusion

Intergenerational workforce consists of a mixture of conflicts, compliments, and

opportunities since the influencing circumstances and events, ambitions, values, and priorities

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are in conflict. However, every age cohort is still interested in learning from and connecting with

each other. Within the workforce, it is evident that the four generations have different work

perspectives, unique work ethics, idiosyncratic styles, preferred and distinct way of being

managed and managing. They as well have unique ways of perspectives towards work-world

issues such as service, quality, and just showing up for work. The difficulty of the generations to

get along can affect the distribution of work and contribution of views towards the objectives of

the work. However, with good communication and open mind, it is possible to work out the

generational differences so as to make workplaces more comfortable and productive places.

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References

Dois, J., Landrum, P., and Wieck, K.L. (2010). Leading and Managing an Intergenerational

Workforce. Creative Nursing, Vol. 16, Issue. 2, 2010.

Fralix, P. Motivating a Multigenerational Workforce. Retrieved 12/05/10 from

http://www.myarticlearchive.com/articles/6/243.htm

Fraone, J. (2012). The multi-generational workforce: Management implications and strategies for

collaboration. Chestnut Hill, MA: Boston College Center for Work and Family.

Gibson, J.W. (2015). Generational Differences in the Workplace: Personal values, behaviors, and

popular beliefs. Journal of Diversity Management, Third Quarter 2015, Vol. 4, No. 3.

Gladwell, N., Dorwart, C., Stone, C., & Hammond, C. (2010). Importance of and satisfaction

with organizational benefits for a multigenerational workforce. Journal of Park and

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Glass, A. (2017). Understanding generational differences for competitive success. Industrial and

Commercial Training, Vol. 39, No. 2, 2007, 98-103.

Haeberle, K., Herzberg, J., and Hobbs, T. (2016) Leading the Multigenerational Work Force.

Healthcare Executive, Sep/Oct 2016, Vol. 24, No. 5.

Johnson, L. (2010). Generations, Inc.: From Boomers to LinkstersManaging the Friction between

Generations at Work. New York: American Management Association.

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Meriac, J.P., Woehr, D.J., and Banister, C. (2010). Generational Differences in Work Ethic: An

examination of measurement equivalence across three cohorts. Journal of Business

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Nimon, K. (2016). The importance of recognizing generational differences in HRD policy and

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Smyrl, B (2011). Leading a Multi-Generational Workforce: Understanding Generational

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