Our recent webinar The Generation Game examined the creation and management of the multi-generational workforce.
Featuring a panel of Nick Walrond, Managing Director, Sanderson Government & Defence – the webinar’s sponsor – Juliet Crisp, Head of People Strategy, Governance and Planning at The Post Office, and Andrea Metherell, Head of Diversity, Equity, Inclusion & Wellbeing, Capgemini, the webinar is well worth a view or a listen for lots of insights and practical advice. Following on from this the panellists addressed two additional questions:
Q: Given the work practices of differing generations are you seeing any difference in productivity across the various generations?
Nick Walrond: Productivity across generations is influenced mainly by the degree of alignment between individuals’ strengths, organisational practices, and the tools available. By recognising and supporting these differences, businesses can create an environment where each generation can contribute to productivity in ways that leverage their unique skills and perspectives.
Things to be mindful of would be:
- Technological adoption – it is obvious but worth reiterating that the digital natives are going to be in the younger generations, which will help with fast adoption and adaptation to software and systems but lets not count out the Boomers and Gen X it just may take them a little more time!
- Work ethic and flexibility – this is the really thorny issue – all generations will value flexibility but for really different reasons and so driving productivity needs individual focus – remember to focus on “stage not age”, i.e. we are all different and our own life challenges dictate what will work best for us at that moment in time.
- The purpose of the work – good purpose tends to enhance productivity, the key is to focus on sustainability, social responsibility and innovation to drive great values alignment alongside purpose.
- Clear and regular communications – that emphasise collaboration, cross the generations and are effective for all forms of working practice (not easy to achieve).
- Learning and Development – I think it got mentioned on the webinar, but skills acquisition is important, for different reasons, across the generations and so a healthy attitude to this is key.
Juliet Crisp: The short answer is No! of course technology has been a great enabler and is taken up by younger people quicker but don’t make assumptions that this means older people are left behind. One of the many benefits of a multi-generational workforce is learning from each other. Create and look for opportunities to share learning, it could be years of company or business experience or how the latest Microsoft tool makes work easier, more efficient, more fun. Ways of working may be different across the generations and stages of life and this might change the way people work. If we focus on the output rather than hours spent doing an activity then productivity becomes less of a focus.
Q: As a small business it can be difficult to demonstrate how we take a non-biased approach to age. Any tips on how we can still make that clear, despite not employing many people?
Nick Walrond: In small businesses, establishing a non-biased, age-inclusive culture is achievable and can be a strong foundation for productivity and morale, even with a smaller team. Some practical tips to demonstrate a non-biased approach to age in a smaller workforce are:
- Skills based hiring and promotion – change all role descriptions and any promotion criteria to reflect skills not experience.
- Open communication styles – have an environment where everyone has a voice (that is listened to), irrespective of role, experience, age, gender etc… (reverse mentoring can really help here).
- Continuous learning and development – equal access for all.
- Inclusive written words – having written policies on inclusion can really help, as does reviewing all company written items and ensuring they are inclusive.
- Age diversity in decision making – this could be just diversity in decision making, create an environment where decisions are made with input from all.
- Flexibility for all stages – again this is about tailoring to “stage not age” and offering flexibility around individual requirements.
- Diversity training for all – ensures company wide awareness of all biases and gives a platform for concerns to be voiced.
- Lead by example – the leadership role in an SME is critical and needs to be seen to be on the journey, exhibiting good behaviours, and able to make mistakes (and own them when they do!)
Juliet Crisp: Focus on the skills and experience – as separate things – people bring to their work and talking about them publicly. The focus then becomes how you can work better as a team, what do I bring to the party, what part do I play and where do I add value based on my skills and experience.
