In this week’s guest column, Neil Pickering, Industry Manager, EMEA at UKG, shares how to attract, retain and inspire a multigenerational workforce, along with advice on how to manage intergenerational divides.
Attracting and retaining a multigenerational workforce will be crucial for those looking to succeed in today’s complex business landscape. With unique skills, perspectives, and experiences, different generations all have valuable talent to offer, so learning how to manage the diverse needs of employees is vital.
The fact is that while the multigenerational workforce is not a new concept, the gaps between generations have never been so extensive. This comes as no surprise, given each generation is coping with the new realities of hybrid work in very different ways.
To give an example, older employees are quitting the workforce in more significant numbers due to the Covid crisis. Official figures show that nearly a quarter of a million UK workers aged between 50 and 65 have left employment altogether since the start of the pandemic.
SNOWBALLING GENERATIONAL DIVIDES
A recent study by Robert Walters also found that generational divides in the workplace are snowballing. While Gen Z employees seek a workplace culture built on purpose (33%), strong social values (27%), and mental health and wellness (42%), older generations feel that age group should primarily focus on “the job at hand.”
To overcome this critical issue and manage intergenerational divides more effectively, business leaders must recognise and respond to employees’ unique needs. By creating a working culture where all staff members feel supported and empowered, organisations will be able to reduce arising fractions within teams.
Managers must also recognise that motivating members of younger generations will require entirely different strategies to those used in the past for Gen X and Baby Boomers. Tapping into these finer details – whether it be an appetite for a positive life-work balance or a supportive working environment – builds more significant connections.
MANAGING INTERGENERATIONAL DIVIDES
It is not surprising that different generations have found it challenging when working with their colleagues throughout the pandemic, as they all have unique responsibilities and requirements to consider. For example, younger workers want shorter hours but can often perform more physical work. On the other hand, Baby Boomers are happy to work longer hours but demand more significant consideration for the physicality of their roles.
Organisations must be understanding of the varying approaches to work and cater to individual needs accordingly. They also must not immediately assume that an employee cannot work flexibly because they have a role that requires presence. Flexibility involves rethinking what work is done, how it is done, and by whom.
If the events of the past few years have taught us anything, both individuals and organisations are incredibly adaptable. We also know that employees who feel appreciated are likely to bring the best versions of themselves to work and, in turn, be more understanding of the unique needs of their colleagues.
Therefore, organisations must ensure that younger and older workers collaborate on projects, thus sharing their various talents across teams. This helps employees learn from one another – fostering critical new ways of working while passing down traditional skillsets of older generations.
MANAGING DIVERSE NEEDS: ROLE OF MANAGER
It can be challenging to lead different generations virtually, but managers need to maintain a sense of control within their teams, both professionally and socially. The simple solution: talk to your employees, listen to their diverse needs, and take active steps to reduce arising fractions within your team. For example, conduct a catch-up meeting with each team member, strike up a conversation, and learn more about the challenges they might be facing, and the support needed to overcome them.
When it comes to engaging frontline employees, it is increasingly critical that managers are trained in how the changing nature of employee expectations impacts their level of engagement. The bottom line is this: success in business means keeping today’s and tomorrow’s increasingly diverse workforce happy and engaged. This is where the latest workforce management technologies can be a game-changer.
LEVERAGING HR TECH TO MEET STAFF NEEDS
As artificial intelligence (AI) and machine learning (ML) technologies advance, workforce management systems become increasingly intelligent. The available software has deep analytical capabilities, enabling organisations to gain a thorough understanding of their employees, no matter their age, gender, ethnicity, or background.
These tools help employees better communicate with their managers, giving them greater control over work and life and freeing up valuable time by reducing the administrative burden. With the automation of processes, managers will also have more time to help solve critical HR issues, such as absence, shift scheduling, and the monitoring of employees. This works to create a strong workplace culture in the hybrid working age.
To take full advantage of these innovations, business leaders are increasingly opting for advanced versions of HCM technologies that enable them to carry out an in-depth analysis of vast pools of employee data. Such insights can then be used to tailor operational strategies accordingly so that staff members can work in ways that suit their individual needs.
HR departments must understand the varying expectations of the workforce, how they have changed in light of the pandemic, and how technologies will be fundamental in facilitating these expectations. As the world of work continues to evolve, your organisation must be prepared to manage your multigenerational team.
ABOUT THE AUTHOR
Neil Pickering is Industry and Customer Insight Manager at UKG. A veteran of over 20 years in the IT industry, Neil is an evangelist for the performance transformation benefits delivered by workforce management and human capital management solutions. Working closely with customers across the supply chain he witnesses first-hand the employee engagement, cost control, productivity and compliance benefits achieved through the effective alignment of people, purpose, and demand using workforce technology.
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