Water: Logged Ply the River Company Secret - Finning Canada

TipsMANAGERSBridge the GapBY STEVE PENNERILLUSTRATION BY HEFF O'REILLYGrowing up in a particular decade can mark your attitudes,style of communication and values as clearly as can your country oforigin. In the workplace, sometimes it’s the way different generationsinteract that defines the corporate culture. In their influential bookGenerations: The History of America’s Future, researchers William Straussand Neil Howe sketched out a demographic theory seminal in helpingemployers navigate the young/old divide.Of course, generalizations about the generations are just that. Agedefines a demographic, not a person.Part of the managerial tool box should include ways to cope with thetensions between the demographic groups on-site. There are strengthsand weaknesses to the way each group approaches work and managersshould try to anticipate the points of friction between them. But here’sa cheat sheet that might tell you something about why Old Dave inwarehousing gives out dirty looks when the twenty-somethings cut outearly on a Friday.Who they are:The Traditionalists are born between 1925 and 1942. They respectauthority and adhere to regulations. To them, work is an obligation andexperience earns respect.The Boomers, born between 1946 and 1964, are associated with aredefinition of traditional values. In North America, Boomers grew upin a time of affluence. As a group, they were the healthiest and wealthiestgeneration to that time.Generation X is that group born between 1965 and 1980. Gen-Xerstypically are self-reliant. They challenge others and often question “Why?”They are entrepreneurial, value freedom and want constant feedback.Generation Y, born after 1980, is the fastest growing segment enteringGenerational differences can make forworkplace tension. Span the old-andyoungdivide by learning a little about itthe work force. This cohort is tech savvy and achievement-oriented, thoughless willing to sacrifice their personal time to acquire that achievement.They’re confident, ambitious and are not afraid to question authority.How they work:Get a new job: Traditionalists and Boomers see job changing as astigma – you only change jobs if you can’t succeed in your present job.Leaving often is a sign of failure. Gen-Xers view job change as a necessityfor advancement. Labelled “job-hoppers,” they consider change a strategicimperative. They acquire an array of skills so current and potential employerssee them as desirable candidates. Gen Y, on the other hand, wantsmeaningful, challenging work. Their loyalty can be earned with praise andconstant challenge.Get some feedback: Traditionalists assume that no news is good news.Short on praise and words, they value authority and discipline. When theyhave something to say, pay attention. Boomers raised their children witha focus on self-esteem so they’re more lavish with their praise. Gen-Xerswant feedback immediately or within a few days after completing a project.Technology plays a role, since Gen-Xers grew up online. Raised by thoseBoomers who believed in nurturing through positive feedback, a Gen Yemployee may not respond well to direct criticism.Get trained: Traditionalists attended the school of hard knocks. They don’ttolerate whiners and often believe younger employees are spoiled. Boomersfeel "younger people" do not have a strong a work ethic. Gen-Xers mightwant to keep learning new skills to increase their value in the workplace.They might leave an organization if they feel they aren’t getting enoughtraining. Gen-Yers feel empowered if they’re engaged with the trainingprocess; encourage them to use their know-how to coach older employeesin the use of tech tools and you’ll experience a win-win.12 tracks & treads Spring 2011www.finning.ca