Mismanaging the contrasting work styles between different generations could lead to disaster, according to Cognitive Neuroscientist and Business Improvement Strategist Dr Lynda Shaw, who argues that the millennials (born early 1980s to early 2000s) in particular are being grossly mishandled.
Shaw argues: โThe mentality between baby boomers (born between 1946 and 1964) and millennials couldnโt be more different. On the one hand, the baby boomers believe in strong traditional values, starting at the bottom and working their way up. While growing up they have witnessed high unemployment figures and significant events, such as the civil rights movement, the womenโs liberation movement and the Cold War.
โWhen these events happen in our teenage years, the brain is pruning any neural pathways we have stimulated doing things that we are no longer interested in and are therefore now redundant. Brain energy is now focusing on the vital and consequently is in a state of flux. It is at this time that we become strongly influenced by our environment, which partly shaped baby boomerโs attitudes towards work and their aspirations. In short they were and continue to be idealists; they want to make a difference in what they do and they are proud to belong to a company.
โMillennials, on the other hand, have had an entirely different set of stresses and inspirations and some may argue more opportunities and resources have been given to them. They live in a loud digital world where information is regularly shared, connections and responses are instantaneous, questions are frequently asked and support is given. As a consequence, they are programmed to move between companies if they are no longer learning and progressing.
โIn business they expect to learn on the job while at the same time contributing effectively. They take life seriously, partly because many have debt from further education and because they are focused on getting on the property ladder, which is much harder than in recent times. Refreshingly, although they want to progress their careers, they also realise there is much more to life than work. They are more in tune than ever with how people feel and communicate many different ways. They score well in emotional intelligence, which needs to be nurtured by managers, not squashed by old management styles.โ
Shaw argues that businesses need to be concerned about managing a workforce with such different generational outlooks and ideas. โIn very general terms a younger person invariably works faster, but an older person will spend time talking to customers and helping them feel listened to and cared for โ essential for good customer service. For the most profitable outcome itโs worth considering the advantages of hiring all age groups and offering opportunities for them to play to their strengths.โ
Clashes between generations without a doubt can have a direct influence on the turnover of a business, but more crucially, the effect that this can have on employeeโs health. Work-debilitating stress and anxiety is detrimental to our health, with many turning to unhealthy habits such as smoking, over eating and binge drinking to compensate for their higher stress levels.
โWhile there will always be work-related pressure, itโs important that we collaboratively take steps towards improving and understanding generation differences to create a good working community. Mixing up the teams and enabling both generations to learn from one another is a great starting point. Through utilising the valuable qualities that both generations have to offer, from an intuitive understanding of technology to the intangible wisdom derived from years of life experiences, can only help to strengthen and reinforce a more successful workforce.โ
Top tips for managing minnenials:
Communicate
Millennials like to ask questions and require affirmation to know that they are on the right track. This will help them monitor their performance and know what needs attention in order to develop their skills.
Create a balance for life and work
Striking the right balance between life and work is crucial to millennials, with many enjoying out-of-work activities and spending time with the family. Not working all hours of the day does not make them bad employees or show lack of commitment โ if anything, giving them time to unwind will enable them to return to work more focused and refreshed.
Provide encouragement
Millennials are keen to advance and to move up the ladder quickly. Investing time in their development will make them feel valued, as well as gain their loyalty to stay in your company for the long term.
Utilise their tech skills
Born into a world of technology, millennials are wired with a tech-savvy brain and can obtain information and get messages across through their vast social network. Make the most of their technological skills that can help save your business money and explore new ways in communicating with clients via different social media channels.
Have some fun
Creating some fun in the workspace will help employees wind down following a stressful project and feel rewarded for their hard work. People are generally more productive when they are happy. Encouraging fun in the workforce can help to boost company morale, as well as generate greater involvement and creativity within the team.
