Rewards and Challenges of Managing a Multi-Generational Workforce
This is the first time in human history that four generations have joined forces in the workplace. The advantages and disadvantages of working with people of different ages stem from different generations having different approaches to getting things done. One benefit of employing people from different generations is that the resulting team has a wider range of knowledge and experience to draw from. Workers of all ages and backgrounds bring unique perspectives, experiences, and insights to the table. Younger workers, for instance, are likely to be well-versed in the use of innovative business mediums, including interpersonal communication, online product demonstrations, and videoconferencing.
Experts in their twenties have a leg up on their more seasoned colleagues since they grew up in a high-tech era. Although workers of all ages and socioeconomic backgrounds need to learn how to use technology in the professional world to effectively communicate with and serve clients, businesses that employ knowledgeable workers have a distinct advantage over those that rely solely on highly trained specialists. As younger generations are often lauded for their command of business technology, so do those further along in their careers who benefit from a more traditional set of business abilities. Businesses benefit greatly from a wide age range to communicate with and manage. Taking clientele as an example, one may prefer the speed of digital interaction, while another may appreciate the formality of a business meeting. Diverse teams are better able to serve both types of customers.
However, a large number of problems emerge from the fact that modern workplaces frequently include employees from a wide range of generations. It is almost a cliche by now that individuals born after World War II and more mature Gen Xers tend to favor telephone calls, while those born in the 1980s and 1990s prefer instant messaging, tweeting, and texting. Combining this with the fact that younger workers are more likely to utilize slang and abbreviations and it lays the ground for miscommunication.
Generation Z-Oriented Onboarding Program
Generation Z employees are different from those of previous generations in important ways, and this difference needs to be taken into account when hiring for open positions. They look for a company whose values are consistent with their own, and they need to be able to take pleasure in their work (Leung et al., 2021). There is no more difficult or crucial period in the workplace than during the onboarding process to foster connection and satisfaction.
First-Day Experience
A good first day is a foundation for the rest of the week. During the first day on the job, there is an opportunity to not only train new employees but also to engage and excite them. According to a LinkedIn survey, sixty-six percent of millennials and members of Generation Z desire a positive mental health and wellness culture at work (LinkedIn, 2022). It is not surprising that youth prioritizes work-life balance over professional advancement. Putting connection at the heart of the onboarding process is essential for welcoming the Gen Z workforce, a demographic that values belonging and work-life balance. Building trusting bonds and demonstrating concern for workers’ welfare would be extremely useful. New hires need to feel welcome and part of the team on day one. As a result, holding a meeting or video conference where everyone can see each other’s faces would be quite effective. It is also important to set up several group and one-on-one encounters so that the recruits can get to know their coworkers and learn whom they can go to with questions.
First-Week Experience
Workers should not feel disconnected or bewildered in the first week of work, but they also should not be inundated with onboarding activities. A detailed weekly schedule outlining the entire onboarding process is required. New hires might be encouraged to participate and be attentive by setting up coffee or lunch dates to fill in their schedules. In addition, it is critical to provide materials, such as blog entries or business memos, that describe the organization’s culture and offer options for employee growth and development. Also included are opportunities for training and staff support groups. It is crucial to consider their preferences when designing training and educational materials. Therefore, it is worth considering how Instagram and other popular platforms with lots of brief, bite-size material nowadays can attract members of Generation Z. To ensure maximum absorption by Generation Z, it is necessary to provide content in a readily accessible format. They are accustomed to getting all the information they need from their smartphones, and as a whole, they are self-sufficient and self-directed.
Post-Onboarding Process Plan
Taking the peculiarities of Generation Z into account, the plan following the onboarding process will integrate in many ways. Increased corporate performance and employee retention may result from democratizing learning, implementing reverse mentorship programs, and encouraging intrapreneurship among Generation Z workers (Jayathilake et al., 2021). All employees would benefit from democratized learning, and the company’s products and services would get a boost from the insights of the people who work closest to them. Generation Z is looking for more engaging forms of socializing and knowledge sharing, and reverse mentorship could provide that for them. Employees’ entrepreneurial talents would flourish in an intrapreneurship setting, which would benefit both the organization and the person. As a result, workers have the leeway to try new things and the opportunity to advance in their careers.
References
Jayathilake, H. D., Daud, D., Eaw, H. C., & Annuar, N. (2021). Employee development and retention of Generation-Z employees in the post-COVID-19 workplace: A conceptual framework. Benchmarking: An International Journal, 28(7), 2343–2364. Web.
Leung, X. Y., Sun, J., Zhang, H., & Ding, Y. (2021). How the hotel industry attracts Generation Z employees: An application of social capital theory. Journal of Hospitality and Tourism Management, 49, 262–269. Web.
LinkedIn. (2022). Global Talent Trends. Linkedin. Web.