Jani’s Journal Issue 19: Generations in the Workplace
4/16/2024
Navigating & Leveraging Multi-Generation Workplaces
Before there was “Take Your Child To Work Day,” I remember my mom picking me up from school on half days and “making me” go back to work with her. It was often boring, but also odd to see a completely different version of her and meet the boss and co-workers I’d heard so much about over dinner conversations. It was also my first exposure to power, gender, and multi-generational dynamics in the workplace, and as a budding psychology nerd, it was fascinating. Back then, it was a single parent’s necessity. Twenty years later, I found myself purposely taking my children to work with me to ensure they understood the nonprofit work I did, get to know and become comfortable with “different” people with all kinds of disabilities and needs that our services touched, and instill in them a calling for service.
Take Your Child to Work Day is April 25, 2024! It’s a great day to expose your child(ren) to a side of you they don’t often see, and for those of us working in a nonprofit or other service profession, it’s a great way to instill those same values in the next generation. This edition of Jani’s Journal celebrates Take Your Child to Work Day with articles dedicated to understanding the multi-generational workforce, their quirks, talents, motivations, and how nonprofit leaders can leverage them all to further our mission.
Want to amplify your nonprofit's mission and impact more lives? You’re in the right place! Jani’s Journal is where nonprofit heart meets business savvy mind.
Jani’s Jackpot!
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🔗 Leading the 6-Generation Workforce 🔗
Nicholas Pearce's article in the Harvard Business Review meticulously addresses the complexities and opportunities of managing a workforce that spans six distinct generations—from the Silent Generation to Generation Alpha. This unprecedented diversity presents a unique challenge for leaders: creating an environment where every individual, irrespective of age, feels valued, understood, and optimally utilized. As we approach a more intergenerational future, embracing these principles can transform potential workplace tensions into a strategic advantage, ensuring that organizations thrive with a purpose-driven, inclusively managed workforce.
Key Strategies for a 6-Generation (6G) Workforce:
Integrate 6G Thinking into Core Strategies: Embed 6G considerations directly into the organization’s overarching strategic plan. This ensures that multi-generational thinking enhances all aspects of the organization, from talent management to customer engagement, addressing the needs and preferences of a diverse consumer base.
Understand and Respect Age-Based and Generational Differences: Acknowledge and appreciate the nuanced distinctions between age and generational experiences. Integrating diversity and inclusion efforts into the fabric of organizational culture is crucial for fostering a collaborative and innovative workplace.
Reframe Generational Diversity as Cultural Diversity: Viewing generational differences as cultural variations helps leaders cultivate a workplace that respects and leverages these differences. This approach encourages mutual respect and inclusivity, enabling individuals from various generations to contribute their best work.
Rethink the Talent Pipeline: Reimagine traditional career progression structures to alleviate bottlenecks caused by an aging workforce at the top and eager young professionals at the bottom. Introducing flexible, meaningful roles for seasoned professionals can help transfer valuable knowledge and skills while clearing the path for younger talent.
Align Around a Common Purpose: Centering organizational goals around a powerful unifier—a shared purpose—engages employees across all generations. This fosters a sense of belonging and commitment to collective objectives, driving intergenerational collaboration and success.
These strategic insights not only illuminate the challenges of managing a diverse workforce but also underscore the immense benefits such diversity brings to innovation, problem-solving, and organizational resilience.
Generational Insights
🔗 Five Personas: A New Way to Target the Employee Value Proposition of 🔗
In their insightful analysis, McKinsey & Company present a compelling discussion on adapting recruitment strategies in the modern labor market, characterized by diverse worker preferences and expectations that influence job satisfaction and retention. By recognizing the distinct values and expectations of these diverse personas, organizations can craft more effective and inclusive recruitment strategies that not only enhances employee satisfaction and retention but also ensures a robust pipeline of talent ready to engage with the evolving demands of the global market.
The Five Personas, their core values, and strategies to consider for recruiting them:
The Traditionalists prioritize job security and traditional benefits. While they represent a stable segment of the workforce, solely relying on this group is insufficient due to their limited numbers. Traditional recruitment strategies must evolve to appeal beyond this group to prevent wage inflation and increase job “stickiness.”
The Do-it-Yourselfers value autonomy and flexibility above all and thus are often self-employed or engage in gig work. The pandemic intensified their desire for meaningful work that allows control over their schedules. Employers aiming to attract this group must offer substantial flexibility and purpose-driven roles that resonate with their independent streak.
The Caregivers and Others prioritize family and caregiving responsibilities alongside their careers. They seek employment that accommodates their need for flexibility, such as part-time roles or jobs with unconventional hours. Employers can attract this group by offering robust support for work-life balance, including flexible scheduling and comprehensive benefits.
The Idealists, younger workers, often students or part-timers, seek career development opportunities and a sense of community within the workplace. Compensation is less of a motivator compared to working in an inclusive, supportive environment. Organizations should focus on creating strong cultures that offer clear paths for advancement and emphasize community and purpose.
The Relaxers, including retirees or those not actively seeking traditional employment can be drawn back into the workforce under the right conditions. They are motivated by flexible contracts and the opportunity to engage in meaningful work. Employers should consider tailored outreach to reintegrate these experienced professionals into their workforce, leveraging their expertise and stability.
🔗 A Look At Generational Giving: Donor Trends and Influences 🔗
Generational giving is a complex phenomenon that can be fully appreciated only through firsthand experience in the field of fundraising. In an article on NonProfitPRO.com, Duke Haddad, Ed.D. shares his insights on how different generations engage with philanthropy and how it shapes his approach to donor relations and fundraising strategies. He breaks the generations down accordingly:
Matures (Before 1946): Known for their loyalty, matures support multiple charities and are significant contributors, giving an average of $1,367 annually.
Baby Boomers (1946-1964): This group holds substantial influence, with an average donation of $1,212 and a strong commitment to about five charities each.
Generation X (1965-1980): Gen Xers lead in volunteerism and donate to about four charities, with an average gift of $732.
By 2061, Gen X and millennials are expected to inherit approximately $59 trillion from baby boomers, positioning them as pivotal figures in future philanthropy. Their giving is driven by trust and the impact of their contributions. Each generation's unique motivations—from the mature's personal touch to Gen Z's data-driven approach—highlight the need for tailored engagement strategies.
Millennials (1981-1995): Focused more on causes than institutions, millennials contribute to three charities on average, with a typical annual donation of $481.
Generation Z (After 1995): The youngest donors, motivated by social causes and data-driven results, are emerging as influential philanthropists.
To successfully engage each generation, nonprofits must take time to understand the specific motivations, life experiences, and philanthropic preferences of each generation, customize their outreach and communication strategies to align with the generational characteristics and expectations of your donors, and create a fresh approach based on their unique traits and values; don’t assume uniformity within a family's philanthropic behavior across generations.
Bridging the Gap
🔗 Full transcript of the above podcast 🔗
Tim Elmore, founder and CEO of Growing Leaders and author of "A New Kind of Diversity: Making the Different Generations on Your Team a Competitive Advantage," discusses the widening generational gap in the workplace—a phenomenon that has become a significant source of tension within organizations, including nonprofits. But, if understood and managed well, generational diversity can be a significant competitive advantage for organizations. By fostering an environment of respect, curiosity, and openness to learning across generational lines, nonprofits can not only resolve internal conflicts but also enhance their overall productivity and adaptability.
Elmore emphasizes the importance of leveraging the strengths of each generation rather than merely tolerating differences. He advocates for strategies that foster collaboration and mutual understanding, such as:
Reverse Mentoring: Where younger and older employees can learn from each other, blending modern skills with seasoned experience.
Shared Storytelling: Encouraging team members to share their backgrounds and experiences to find common ground and enhance mutual respect.
Looking ahead, Elmore is optimistic about harnessing the entrepreneurial spirit of younger generations and integrating their innovative approaches into traditional business models. He stresses the importance of adjusting workplace cultures to better reflect the diverse ways different generations work and interact.
🔗 5 Ways to Bridge the Gap at Work 🔗
The workplace multi-generational mix can lead to misunderstandings and biases that hinder team performance. However, according to Korn Ferry experts, embracing diverse age groups can also enrich the workplace, blending traditional expertise with innovative perspectives. Here are five ways to enhance intergenerational collaboration in your nonprofit workplace:
Value Each Generation: Recognize that long-tenured employees bring crucial historical knowledge and stability, while younger workers contribute fresh insights and digital skills. This mutual appreciation can foster an environment where different ages learn from each other, enhancing organizational agility and connectivity, especially in engaging modern customer and donor segments.
Prioritize Listening to Understand: Effective communication across age groups requires active listening to understand how each generation's perspective is shaped by distinct experiences and challenges in order to resolve conflicts.
Encourage Cross-Generational Mentorship: For baby boomers, this means providing substantive opportunities for younger colleagues to lead projects and interact with senior management, ensuring these experiences are both educational and empowering. Conversely, millennials and Gen Z workers should seek mentorship from experienced colleagues who can offer guidance rooted in decades of professional navigation.
Leverage Gen X’s Unique Position: As the bridge between digital natives and veterans of a pre-digital corporate world, Gen Xers have a crucial role in mediating and translating between younger and older generations. Their dual fluency in technology and traditional business practices makes them ideal for smoothing over generational divides.
Foster Mutual Respect and Understanding: Creating an inclusive culture that respects and values the contributions of all age groups is essential. This can be achieved through policies that promote diversity in teams and leadership, ensuring that all voices are heard and valued.
Gen Z Insights
🔗 Three Things to Know About the Workplace Generation Gap 🔗
This article by MIT Sloan sheds light on the distinct attitudes and expectations that younger generations bring to the table. Understanding these nuances is crucial for today's leaders aiming to foster a harmonious and productive work environment.
Impact-Driven Careers: A significant number of workers, especially from the younger generations, are prioritizing meaningful work over higher pay. This trend underscores a shift towards value-driven employment, where making a difference is becoming as important as earning a paycheck.
71% of workers under age 30 expressed a willingness to switch jobs for roles that make a positive impact on the world, with some even ready to take a 10% pay cut for such opportunities.
Corporate Responsibility and Advocacy: Younger workers expect more vocal leadership from their employers on pressing social issues. While 41% of Americans think businesses should publicly address current events, this expectation is particularly strong among the 18 to 29 age group, where 53% favor corporate activism. Topics like climate change, mental health, free speech, and racial equality are areas where younger employees desire stronger stances from their companies. For nonprofits, often with missions targeting these issues, this demand for vocal leadership is even greater.
Flexible Work Schedules: Across generational lines, there is a strong preference for a four-day workweek, which 77% of respondents believe would enhance their well-being. Support for this idea rises to 82% among workers aged 18 to 29, indicating a growing demand for work-life balance innovations. Interestingly, despite skepticism from some senior leaders, companies experimenting with shortened workweeks have reported positive outcomes in terms of employee satisfaction and productivity.
Understanding and addressing these generational differences is more than a leadership challenge—it's an opportunity for nonprofits to be on the cutting edge of redefining the role of business in society and the lives of the people who keep it running.
🔗 The New Challenge of Engaging Younger Workers 🔗
Gallup's latest research highlights the stark generational divides in employee engagement that have crystallized in the aftermath of the COVID-19 pandemic. Understanding these differences is critical for leaders who aim to foster a more harmonious and productive work environment. Generational engagement trends:
Baby Boomers have shown resilience in their engagement levels, with a slight increase in engagement and a decrease in active disengagement.
Gen X has seen a decline in engagement and a slight rise in disengagement, reflecting growing workplace dissatisfaction.
Millennials, particularly the older segment, have experienced a significant drop in engagement, with many feeling increasingly detached from their roles and employers.
Younger Millennials and Gen Z also show decreased engagement, although they remain more engaged compared to older millennials.
Younger generations report a substantial decline in crucial aspects of engagement such as feeling valued, connected to the mission, and seeing opportunities for growth. There is a noticeable increase in younger employees feeling uncared for at work and disconnected from organizational goals. These workers are more likely to be in remote roles and are actively seeking new job opportunities, highlighting a critical engagement and retention challenge. Strategies for enhancing engagement:
Clarify Organizational Vision: Leaders should communicate a clear and compelling vision that aligns with the organization's values and goals, particularly resonating with younger workers' need for purposeful work.
Empower Managers: With many managers feeling unprepared for hybrid workforce management, there's a pressing need to simplify their roles to focus more on coaching and development rather than administrative tasks.
Set Clear Expectations: Establishing expectations for in-person office time is crucial, especially for younger workers who benefit significantly from development and mentoring opportunities.
Foster Flexibility and Innovation: Personalized learning opportunities and flexibility in work arrangements can help younger workers feel more connected and valued within the organization.
Encourage Active Participation: Inviting input and actively implementing younger workers' ideas can foster a sense of ownership and engagement.
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