Generation X (Born 1965-1980)


Known as the “Latchkey Generation,” many Gen Xers grew up with parents working full time, or divorced, thus they are self- reliant. On the job, they enjoy working independently and do not like to be micro-managed. Tey also desire a work/ life balance in order to enjoy family time and attend their children’s extracurricular activities and school functions.


Baby Boomers (Born 1946-1964)


Baby Boomers were born after World War II and grew up during the civil rights movement and the Vietnam War. Highly educated, many were politically active during the 60s and 70s. Teamwork and relationship building are important to this group, as is a flexible work environment that affords them the opportunity to spend time with family, especially their grandchildren. Leaders who strive to get them involved will motivate them.


Traditionalists/Silents (Born before 1945)


Traditionalists — also referred to as the “Silent Generation” because children of this era were expected to be seen and not heard — are in their 70s or older. While many have retired, there may be several in your organization. Tey are devoted to a single employer, often willing to sacrifice their personal life for their career. Tey are dependable, respectful and loyal workers. In return, they expect to be appreciated and respected by their employer. Most are “Type A” personalities and may need coaching on their communication and people skills. Tey are also slow to adapt to change, so keep in mind that gradual changes work best for this hardworking generation.


Managing the Multi-Generational Staff


As you can see, managing a multi- generational staff can pose some challenges especially when it comes to


20


“ … If management only communicates one way, it risks creating tension and stress between generations, resulting in difficulties working together and ultimately a less efficient workplace.”


leadership styles, communication and scheduling, according to “Managing Five Generations in the Workplace,” by The Rocky Mountain Explorer. Traditionalists and Boomers typically prefer receiving communication face-to- face, via phone, or written memoranda, while Millennials generally prefer to communicate via instant message, text and email. Gen Z, on the other hand, longs for old-fashioned, in-person communication from supervisors. “If management only communicates one way, it risks creating tension and stress between generations, resulting in difficulties working together and ultimately a less efficient workplace.” Companies that are not willing to be


flexible with scheduling and benefits may risk alienating some of their staff. For instance, Traditionalists and Boomers value retirement and healthcare benefits as well as part-time hours as they near retirement. Gen Xers prefer flexible schedules to manage around their kids’ events and/or schedules, but they also want increasing compensation. Gen Z and Millennials, on the other hand, are not as concerned about compensation, but instead desire flexible schedules and perks such as a company phone. Managerial styles may also produce


conflict since each generation has different expectations. While Traditionalists, Boomers, and Xers prefer feedback during their annual review, Millennials and Gen Z tend to need ongoing feedback and recognition. Without it, they may become resentful, disconnected and unmotivated, which results in declining productivity and a negative work environment. How can you effectively manage


multiple generations in your rink and help them collaborate?


• Be flexible in how you communicate to employees. Discuss their preferred communication styles and engage in a variety of ways to get your messages across. (For example, face-to-face meeting with a Traditional or Baby Boomer versus an email or Skype video with a group of Millennials and/or Generation Xers. )


• Encourage Mentoring Programs. Pair older and younger employees together so they can share their skills and knowledge. Younger generations can teach older generations newer technologies and older generations can share industry and company knowledge.


• Train managers and employees regarding generational differences. Tis helps managers adapt their styles to bring out the potential in each of their employees, and it creates harmony in the workplace.


• Leverage each individual’s strengths. Each employee brings something unique to your organization, including their past experiences which bring learning opportunities for all employees.


Do you have tips on how to successfully


lead a multi-generational staff at your arena? If so, we’d love to share them in a future issue. Please send to editor@ skateisi.org.


Sources: “Bridging the Generation Gap: How to Get Employees Working Together Effectively,” Chief Executive magazine; “Generations in the Workplace,” The Rocky Mountain Employer; “Generations Working Together,” Northern Nevada Business Weekly; “Manage Multiple Generations More Effectively” and “Gen Z — Manage, Reward, Recognize this Youngest Generation,” Gordon Food Service; “How to Engage Your Youngest Workers,” Randstad USA; “Leading the Four Generations at Work,” American Management Association; “How to Manage Your Small Business’ Traditionalist Workforce,” MJ Management Solutions, Inc.


ISI EDGE WINTER 2016


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40