Diversity MBA Magazine - April 2008 - (Page 42) Managing Age Groups in the Workplace customary workplace stress. On the other hand, younger workers appreciate a flexible work schedule as a balance to their typical hard-driving devotion to completing assigned projects that often extend beyond the normal 9 to 5 workday. A second key objective to managing different age groups in the workplace is to maximize the learning opportunities that lead to self-enrichment and enhanced career satisfaction. “Our goal is to maximize the knowledge and skills of each and every associate in our organization,” says Hiffa. “Understanding what the commonalities among the generations will create a synergy which leads to individual job satisfaction, ultimately decreasing turnover at all age levels.” Enlightened managers fully understand that productive employees can, and do, learn from one another in development of new skill sets. Crossing the generational barriers should be a concerted effort to share industry and job-specific knowledge that will benefit other associates and contribute to the success of the entire organization. Mask offers specific advice to company managers: “When individuals from different generations are teamed together, get together with them and open dialogue relating to the strengths each person brings to the table and how each individual is better because of what the others can offer. This approach can help identify ways each can best work to maximize the team effort. Recognizing that if we all change a little, all become more tolerant of each other and appreciate the value each team member offers. Certainly this goes a long way to improve team synergy and the ability to achieve great things.” Establishing formal and informal mentoring programs advances this key managerial objective. Whether it concerns sharpening customer service skills, troubleshooting new project dilemmas and challenges, or adapting the latest technology to provide specific workplace solutions, employees representing all generations can benefit from the insights and input of others. As associates become better at what they do, their sense of self-confidence and job satisfaction increases accordingly. Not only are highly motivated and performance-driven employees likely candidates for promotion; they are also more apt to set a good example for others around them who are challenged to achieve personal “peak productivity.” Thus the entire organization benefits from the solid and substantial contributions of a diversified, multi-generational workforce that works hard —and has fun—together. What more could an effective manager want or expect? ■ Calvin Bruce is an Atlanta freelancer with over 24 years’ experience in recruitment and career counseling. 42 w w w. d ive r s it y mb a ma g a z in e. c o m http://www.diversitymbamagazine.com
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