Multigenerational workplaces and remote working

Today’s workforce is a multigenerational one. Teams can include a range of different generations often referred to as baby boomers, Generation X, millennials, and Generation Z. 

With many of us now working remotely or in a hybrid way, the differences between the generations are becoming increasingly apparent with new challenges being encountered by employers when recruiting and managing a multigenerational workforce.  So how can you manage a multigenerational team effectively ?    

Generation Types

The multigenerational workforce can consist of – 

• Traditionalists: born between 1928 and 1945; climbing the corporate ladder within the same company for their entire career, most are retired or work fewer hours. 

• Baby Boomers: born between 1946 and 1964 might also be known as “Workaholics” as they have rejected and redefined traditional norms and values. 

• Generation X: born between 1965 and 1979 are independent and sceptical, introduced a true work-life balance. 

• Millennials: born between 1980 and 1995 crave new experiences, work best as a team, and require regular feedback.

• Generation Z: the younger workforce who are born approximately starting in 1996 and are digitally savvy and well-connected.

Recruiting

One of the first steps in the employee journey is going through your recruitment process. It’s important to keep reviewing your recruitment strategies to ensure they suit a wider audience and that you do not inadvertently discriminate against generations who may not have access to a particular method of contact or recruitment platform. For example, Millennials and Generation Z mainly engage through social media to look for jobs, while Baby Boomers are more likely to be receptive to emails or phone calls.

The Equality Act 2010 applies prior to employment and starts with the recruitment process. The Act makes it unlawful to discriminate on the grounds of age.  Employers should ensure they review and consider their recruitment and induction processes, ensuring compliance with the Act. A common example of where age discrimination can take place during the recruitment process is by including a statement that job applications must have a minimum number of years’ experience to be considered for the role. This could discriminate indirectly against younger candidates who are obviously less likely to meet that requirement. 

Induction and on boarding employees

With more employees working remotely employers need to be careful to avoid a one-dimensional approach to managing staff inductions. Instead of simply making training sessions remote because staff are at home, it’s important to consider if that will work best for all new starters. 

Ideally, you need to have an understanding about an individual’s ability to deal with technology or work on various platforms. For some staff, they may have not worked with a particular type of technology or system previously and showing them how it works remotely once may not be enough.  New starters may also be badly affected if colleagues show little tolerance for staff who are not tech savvy, resulting in new starters feeling isolated within the remote workplace. For employers, it is vital to consider what is required based on each set of circumstances and establish a good understanding of the employee’s limitations to provide appropriate training, encouraging staff to take a team approach and using effective methods of communication.  Having a buddy system where check ins take place each day can help new starters get to know new systems better too.  

Retaining and Managing Employees

During employment it may be assumed that everyone in your team has been video calling and adjusting to technologies with ease although it is important to check on everyone’s capabilities. Stereotypically, Millennials and Generation Z tend to understand new technology quickly, but other workers may find this more challenging. 

Different generations may feel differently about having the opportunity to work from home. It’s often considered a benefit if you can fit in the school run and pop on the washing, however younger employees may be cramped into a bedroom balancing a laptop a bed. Giving the option of office working full time, and not making remote the standard pattern can help address this. 

One important element of retention is building a culture that people want to be part of. Ensuring that this culture includes learning from others, at different stages in their careers can be tricky in a predominantly remote environment so addressing times when people work together in person or use technology effectively to recreate this is important.  As with any stereotypes it is important not to rely on these and employers need to be cautious not to allow assumptions about age influence decisions about training, progression, or hybrid working policies when considering a multigenerational workforce. 

Managing remotely

It is crucial to consider how employees are engaging their managers when working remotely. Managers may need to be more flexible with their management style and consider how they manage performance in a remote environment. They may need to alter their communication methods, increase the frequency and reconsider how they track progress against objectives and targets as well as ensure their teams are still working effectively together. 

At Loch Associates Group we offer training in managing remote workers as well as diversity and equality training. This training not only supports your managers in making the right decisions and increases their confidence in dealing with situations at work but it also helps to protect the organisation in being able to avoid or defend discrimination or other Tribunal claims. 

www.lochassociates.co.uk