Managing Employees from Different Generations

There are many reasons why the world becomes complicated in today's age, but a very important element is the mixture of generations in the workplace. This factor not only does the grandchild not agree with his grandfather and daughter, it also causes fighting with her mother and the other two are discussing issues related to work at the workplace. Each generation has its own experience, stories, music, beliefs, interests, and features. Intergenerational disparity leads to the introduction of various labor force such as difference, fight, various thinking, level of comfort, occupational ethics etc.

In inspiring surveys, it turned out that Millennials behaved differently from other generations of employees, but surprisingly the difference is not as severe as some people think. Managing the millennial generation means understanding the new generation, but that does not mean that you have to give up all previous understanding of employee management. The Millennial generation has its own view on labor. According to a study by Deloitte 2015 Millennial, this generation thinks that 75% of companies are more interested in their goals than the community, which is important (this will be discussed later). They also believe that they do not have the opportunity to use all the skills.

This generation has a completely different expectation as an employee who wishes to make the best use of them in some way. This generation is technically the most fluent and has multitasking skills. Since managing such a young team can not find that young employees are synchronized with the old career habits, there is the possibility to disappoint the old managers. In the early years, the increase in positions and responsibilities was achieved by spending a lot of time on specific roles / positions / functions, but the younger generation wanted not all of these to happen.

This is classic. Employees with different generations not only view the world in different ways, but also have different management preferences as the carrier phases are very different. For example, I reply that I would like a manager to act like a coach or mentor at a rate of once every 8 thousand years. It makes sense, because I am acquiring skills, building connections and improving my career. In contrast, the baby-boomer generation lists the highest quality, perfect boss, that is ethical, fair, reliable, consistent. Although the differences between generations do not represent mutually exclusive desires, preference is to know the spirit of each employee, to manage, encourage and motivate accordingly, the manager of various teams to bring motivation It represents the importance.