Bridging the Generation Gap

By Gowri N Kishore Institute of Management Technology Nagpur

(E) bsgowthegr8@gmail.com (M) 9970473816

Bridging the generation gap

Todays organizations are witnessing the unique situation of having at least three generations of employees sharing the workplace and this poses a lot of opportunities and challenges. One instinctively knows what kind of gifts appeal to whom a twelve-year-old boy may want a GI Joe toy while a collegegoer would prefer fancy sunglasses. Scolding, spanking or the old stand-in-the-corner technique might work with children but almost nothing seems to work with teenagers! Even when there are just a few years gap between them, there is so much difference in the way they think, behave and react. We treat them differently be it in meting out punishments or showing our love and appreciation. So, when the generation gap is much greater than this and the disparity equally huge, it is only logical that we treat them differently. Generationism is the belief that every generation has inherent traits which are different from the traits of another. Conventional research on generationism classifies people as Traditionalists, Baby Boomers, GenX, Gen-Y etc. The major milestones used to mark timelines were the Great Depression, the World Wars and the Internet age. But as times and people changed, new generations were created new cohorts who are different from the previous ones. As always, the criteria and variables used to categorize generations globally are somewhat different for India. It is probably apt to modify the classifications to suit the Indian context. The five generations to be found today in the average Indian workplace are: 1. The Old-timers (born before Independence, circa 1945) They form the minority in todays workplace in terms of numbers. Most Govt. employees retire by the age of 60 and in the private sector, this may go up to 65 but they will now be occupying very senior positions in the top management. They have greater respect and faith in the Government, having been brought up in an era where politicians were heroes and film stars just vaudeville actors. They appreciate structure and control in organizations and do not object to hierarchy. They are more inclined to trust and respect others word of honor. 2. Baby Boomers (born between 1950-60) form the bulk of the senior management of organizations Functional heads, Directors, VPs, HODs, Superintendents of Govt. departments etc. Many of them have been educated abroad usually USA or London or lived abroad for some years. They tend to compare the conditions in India and abroad quite often and many attribute their success to their foreign stint. Many were also attracted to and often part of the Hippie culture of the 70s that was also a gift of the West. Thus, they are more open to experiments than the old-timers. They are also more enthusiastic about adopting practices/programmes from the West (or aping the West as it is uncharitably called!) Having

been through the Emergency and the Bangladesh War, they tend to be more skeptic about politics. Career growth and social status are very important to them and they go to great lengths to achieve these. This generation is often accused of pioneering workaholism! 3. Generation X (born between 1960-75) grew up in good times without seeking it abroad. This cohort witnessed many technological advancements reaching the common man television, scooters, household appliances, telephones etc. The wonderland of Indian cinema was also in a boom during this age and film stars became their heroes. College education became an important concern for them and many possessed Arts and Science degrees. Many women of this generation also opted for careers, especially in front-line jobs like shop assistants, receptionists and clerical posts like stenographers and office assistants. Most of the middle management of today belong to this cohort. They are the ones most affected by the changing times as they struggle with the effects of liberalization, globalization and privatization. They are willing to adopt and handle new technology, having accepted it as inevitable, but are relatively slow in grasping the nuances. They lay considerable value on formal education and professional qualifications. 4. Generation Y or Nexters (born between 1975-late 1980s) were born and grew up during times of peace and stability and hence, have a positive, optimistic outlook on life. They value independence and autonomy more than job security and stable routine. Many of this generation have entrepreneurial ambitions and the confidence to make them happen. They are also achievement-oriented but seek change and variety in their careers. They are technology-savvy and eager to experiment and explore. A huge chunk of this generation holds professional degrees. Most of them are employed in sectors like IT/ITES, FMCG, Media and Investment Banks and form the operating/support core of todays organizations. Going abroad for stints is an attractive idea to them but most have plans to return to India in the long run. They have better cultural awareness and social ties with their peers and value these more than Gen-X. They are also beginning to realize the importance of work-life balance. They are prudent about money, having witnessed the dotcom burst and the downturn of 2008 but still form the bulk of Indian consumerism. 5. Generation Z or the Digital Natives (born after 1990) were born into the lap of this age with its myriad of changes. They take to technology as fish to water. These are the new entrants to the work place and are great multi-taskers. They are used to leading a comfortable life and tend to take financial security for granted. For them, socializing and networking start from early teenage they are the mall-going, eating-out generation with multiple online profiles.

Thus, each of these cohorts are vibrantly different in their economic and political outlook, views and perceptions on life, priorities, values and professional goals. Therefore, they need equitable but not equal treatment in the workplace. Organizations need to sensitize themselves to the different generations and answer basic questions what makes each person tick? What motivates them to go that extra step for the organization? What makes them feel valued? Once the answers are found, organizations rather, the HR team needs to design and implement management techniques that are flexible enough to cater to the divergent needs of different generations. These can include: a. The right person-job fit During the design of job description and job specification itself, we need to set the ball rolling. Identifying what competencies/skills/experience is necessary for any job is crucial to recruiting the right person. It also determines the right channel of selection campus recruitments, walk-ins, poaching or head-hunting. If done right, this does wonders to reduce attrition. A study conducted in April-May 2010 by the author on 321 former employees of a leading ITES company revealed that poor person-role fit was a major reason for employee attrition. Few things can be as frustrating as getting stuck in a job that requires capabilities one doesnt have or cannot achieve. b. Orientation and Training Leadership and employee development training imparted in organizations must include modules on how to motivate, behave and communicate with people of different generations and managing generation gaps in workplaces. c. Performance Management Right from the managerial style to be adopted by a supervisor, the goal-setting process, motivation and performance review to giving feedback, the whole PM process needs to be customized depending on the generation to which the employee in question belongs. For instance, Gen-Y prefer more autonomy at work MBO is a good way of goal-setting for them. They also need positive reinforcement, preferably incentives or promotions. On the other hand, Gen-X is more motivated by public recognition of contribution and non-monetary awards than Gen-Y. They may be more defensive when receiving feedback but are more conscientious and systematic in giving it. d. Maintain internal parity -A younger recruit joining in a senior position by virtue of his superior professional qualification and supervising employees older than him and often earning much more is a common experience these days. The subordinates naturally tend to resent this. Interestingly, this also works the other way a senior executive told the author (during the previously mentioned study) Some of my subordinates earn more than me, despite being younger! This is really frustrating. Just as external parity in compensation and position is important, focus is required on maintaining internal parity too.

e. Work environment Organizations also need to make the work environment more congenial in terms of providing work-life balance and a healthy work culture. For instance, Gen-X may be used to working Saturdays and accept it diffidently, while the more socially-active Gen-Y and Gen-Z may not receive it favorably. They may expect (and often receive) compensation for working extra hours. Family get-togethers and dinners as bonding exercises may be viewed favorably by Gen-X but parties or out-bound programmes may be Gen-Ys cup of tea. f. Leverage the differences Each generation has its own strengths and weaknesses. Any team that consists of people from various generations will have great diversity and variety in their discussions. The creation of many different perspectives is a positive outcome for the company. HR must facilitate knowledge-sharing and learning between generations. For instance, mentorship will help in knowledge and experience transfer from a senior to a junior whereas 360degree feedback will work the other way.

Thus, employee morale, job satisfaction and productivity are greatly affected by the kind of intergenerational relationships that exist in the workplace. Today, HR is changing from being a mere functional area to a business partner for the organization. It is the role of HR to understand these dissimilarities, their impact on the workforce and build up a culture that not only manages intergenerational differences but also leverages them effectively.