Niki is director, service operations with Insperity. She specializes in employee onboarding, human capital management and HR infrastructure.
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Throughout the years, there has been much debate on effectively managing the various generations in the workplace. Unfortunately, much of the discussion is rooted in stereotypes about communication styles, personal values, work ethics and technological abilities, resulting in certain assumptions about supervising such a diverse group. Although the relevancy of segmenting the workforce in such a way has diminished in favor of a more individualistic focus, the pandemic may have reinstated old habits.
There are up to five generations in today’s workforce — including traditionalists, Baby Boomers, Gen X, Millennials and Gen Z — and they all share the common experience of navigating through recent challenges, displaying resilience and quickly adapting to a different type of workplace. This has caused a significant shift in the way workers view their jobs, with many reevaluating their purpose and employment situations. Ideas that may have caused friction in the past, such as differing opinions on professionalism, more relaxed working conditions, casual attire and flexible schedules, may be non-issues in today’s business landscape.
Although business leaders have been managing multigenerational workforces for several decades and some generational tendencies still exist, the hybrid model adds a slight twist to the equation. Balancing the needs of remote, in-office and hybrid workers, along with the company’s goals, requires leaders to focus on the big picture while also addressing any habits present in various segments of the population.
As managers refine their hybrid leadership abilities, five areas that have proven crucial in mastering a successful environment include supporting corporate culture, maintaining a flexible mindset, practicing clear communication, setting clear expectations and encouraging cross-generational mentoring.
Support The Culture
As many organizations realized throughout the pandemic, a great corporate culture supported by a company’s mission and values provides a foundation that can withstand significant challenges. When companies remain true to their core beliefs in every aspect of the business, from recruiting and hiring to employee performance and corporate profitability, leaders set a precedent for workforce strategies.
Therefore, supporting the culture and using it as a road map for success in a multigenerational, hybrid workforce is the basis for establishing strong teams and employee relationships. For example, when managers demonstrate respect for the worth of individuals in all communications and actions despite any generational differences, employees will feel appreciated and valued, leading to a trickle-down effect among coworkers. When managers follow consistent best practices to support the culture, it extends to all individuals in all environments.
Remain Flexible
The evolution of a flexible workplace quickly accelerated during the last 18 months, providing most employers and employees with the ability and experience to work remotely. While the long-term trend may be hybrid work, business leaders should carefully balance the company's needs with the desires of their employees.
Many employees who did not value a flexible environment might expect it now, while others may wish to be back in the office. Leaders should evaluate each situation to determine the best path forward to achieve long-term goals. For example, employees in the younger and older generations may need more remote days for very different reasons, such as daycare issues or concerns about workplace health and safety. Business leaders who remain flexible should experience increased employee morale and engagement.
Practice Clear Communication
Successful leaders take the time to understand the types of communication that work best with various audiences, including employees. Managers operating in multiple environments with several generations should identify ways to practice clear and concise communication through different channels that drives employee performance. This requires being in tune with employees to recognize the general methods that lead to success, whether team emails, one-on-one chats or direct/text messaging.
Although much has been said throughout the years about the varying communication styles and preferences of different generations, one silver lining of the pandemic was the necessity for employees to adapt and use optimal communication tools. For example, Zoom and other videoconferencing methods became the preferred communication tool for employers, driving many employees to modify their approaches and embrace this strategy. As a result, the lines between different communication styles have blurred, resulting in employees who are better equipped to handle differing techniques as long as communication is clear.
Set Clear Expectations
Now more than ever, business leaders should set clear expectations about the company’s goals, processes, procedures and individual responsibilities so that everyone is on the same page. With remote, in-office and hybrid workers, there should be no question about what is expected of them and how their contributions impact the company.
This begins with a detailed job description that incorporates corporate values, work arrangements and job requirements. For example, with a defined work environment (whether remote, in-office or hybrid), existing and potential employees have no question about their location. In addition, emphasizing equal respect and performance measurements for team members across all three situations helps ensure employees feel well informed and valued. Finally, when leaders treat all employees fairly and clearly outline their responsibilities, there are fewer surprises and increased productivity.
Encourage Cross-Generational Mentoring
Two areas that remain relevant in a multigenerational workforce are the differences in experience levels and the range of skill sets. Successful leaders leverage the strengths of various generations by encouraging cross-generational mentoring.
It is well-known that Millennials tend to be more tech-savvy than Baby Boomers. They have an innate ability to help coworkers who may be less proficient in technology feel more comfortable and knowledgeable. Conversely, more seasoned workers have years of experience and institutional/process-related knowledge to share with new hires and younger workers. When leaders support ongoing cross-generational mentoring via Zoom or in person, employees expand their skill sets, team building is nurtured and camaraderie increases.
As the lines between generations blur and their relevance diminishes, business leaders realize that most employees are seeking many of the same things — a great culture that promotes work-life balance, alignment with the purposes of an organization that gives meaning to their careers, professional development opportunities and flexible schedules.
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