In my previous Blog I discussed the specific attributes of each generation in a multi-generational workplace.
In this Blog I want to talk about how to attract, retain, motivate and lead a multi-generational workplace to reap benefits and increase corporate profitability.
With this broad field of individuals populating the corporate world, it becomes challenging to describe the “typical” workforce, let alone manage and maximize its talent assets toward higher productivity and profits.
Recruiting is the first hurdle. Over the long haul, retention is the highest hurdle by far. Learning and development can provide the competitive boost that allows organizations to clear these hurdles in the race for talent and, ultimately, win employee loyalty and commitment.
Recent studies show 85 percent of the workforce want to continually improve and grow. The difference today is that if employees don’t learn and grow, they seek other opportunities.
The current workforce—particularly the younger members just beginning to chart their careers—will move on quickly if they are not being challenged, valued, and developed. In this context, organizational leaders must focus on applying the lessons of employee engagement to the design and delivery of every learning and development initiative across the enterprise.
Here are some tips for leaders
- Boomers have been recognized for their extended work hours and can not separate work and home lives. They have an insatiable drive.
- Nexters are reminiscent of the Veterans who built the American economic landscape after World War II. As the product of more affluent times, Nexters are motivated by learning and want to see immediate results. They are known to assess each situation by asking themselves, “Why is that important today?”
- Veterans love to share their knowledge and tell stories. Coupling Veterans and Nexters creates enormous payoffs.
- In the work environment, Nexters want structure, guidance and direction from their bosses without micromanagement. Explain the task and provide them the flexibility to make it happen.
- Unlike their elders, Nexters will not be lured by promises of climbing ladders, paying dues or cashing out at retirement. Customized training, mentoring, incentives, responsibility and flexibility will be a necessity for this generation.
- Whether born in 1950 or 1980, when people are happy at work, they are more productive, creative, innovative and bring forth new ideas for the well being and future success of the organization they work for.
Dianne Durkin is president and founder of Loyalty Factor, a specialized consulting and training company that enhances employee, customer and brand loyalty for some of the nation’s most prominent corporations and many smaller businesses. Dianne’s proven expertise lies in helping companies quickly get to the core issues and outlining their impact on the organization’s profits, productivity and people. www.loyaltyfactor.com