HR Solutions: Multigenerational employee management calls for flexibility

Each of the four generations now working simultaneously possesses different personal and lifestyle traits.

Those differences, coupled with the reality that each worker is a unique individual, require that management not be approached with a "one size fits all" mindset.

Using supervisory techniques that recognize distinct generational differences, however, will yield the maximum productivity, engagement, retention and buy-in into departmental and organizational goals.

The veterans

Born between 1922 and 1945, members of this group - called the veteran or traditionalist generation - highly respect those in authority.

For this group, respect for managers doesn't have to be earned; it's a given. As conformers, this group will adhere to rules and follow protocol to the letter.

The veteran generation prefers a director who will give instructions in a command-and-control environment. If mistakes occur, this group will self-correct to maintain compliance and expect co-workers to do the same.

Peer pressure will be exerted in attempts to gain accord, and when that doesn't work, members of this group will be puzzled and unable to understand others who don't follow the rules and procedures. Accordingly, this group believes strongly in discipline to ensure that nonconformers follow the rules.

The mantra for the veteran generation is "duty before fun," and the resulting work ethic lends itself to these workers sacrificing their own needs for the good of the company, employees and customers.

Work is an obligation. Positive feedback isn't required; no news is considered good news; and satisfaction comes from a job well done. This group is motivated, however, when vast experience is respected.

The boomers

The baby boomer generation - born between 1946 and 1964 - is exceedingly optimistic and passionate about getting involved.

Members of this generation should be placed on committees with goals consisting of either continuous improvement or crusades for causes.

Baby boomers love to attend meetings. This generation invented the word "workaholic," making its members extremely efficient.

Many administrators see baby boomers as ideal employees because they don't say no to tasks they're asked to perform. For this group, work is an exciting adventure that provides personal fulfillment. Quality is a must.

Baby boomers will question authority, so an executive needs to be ready to explain the "why" and ask for these workers' input. This group prefers a manager whose style is consensual and mutually respectful and comprises team players.

Job titles and salary are important, but supervisors can motivate baby boomers by expressing how valued and needed they are by the business, department, team and clients.

Freedom seekers

Born between 1965 and 1980, Generation X employees like to have fun and keep things informal, but at the same time they desire structure and direction. This group wants to be self-reliant and has an entrepreneurial spirit.

Work is considered a contract and a difficult challenge in which tasks must be eliminated. This generation is skeptical and wants a leader who will allow workers to challenge management and question processes continually.

For this group, communication from management must be direct and immediate. Feedback will be requested, and freedom is considered the best reward.

For Generation X, motivation comes especially when they are directed to forget the rules and execute assignments the way they think is best.

The realists

Generation Y, those born between 1981 and 2000, is most notably realistic. This group, sometimes called Millennials, is very social and wants participative interaction. This generation is into extreme fun, and confidence levels for its members are quite high.

This is a group of goal-oriented entrepreneurs who enjoy multitasking. They continually look to the future, so they want managers to keep them in the loop for what's coming up next. Generation Y is tolerant of others and considers work a source of fulfillment and means to an end.

This youngest generation of workers feels rewarded by performing meaningful tasks and accessing what it wants at the push of the button. Motivation for this group is derived from from the management-communicated knowledge that they will be working with other, bright and creative people.

Learning the nuances of generations and matching management styles to generations will result in successful staff supervision.Lynne Haggerman, M.S., is president/owner of Lynne Haggerman & Associates LLC, a Springfield firm specializing in management training, retained search, outplacement and human resource consulting.