Multigenerational Workforce
Managing Diversity: Multigenerational Workforce
Abstract Managing a 21st century labor force is becoming more complex as the marketplace becomes increasingly global. It is vital that organizations understand the challenges and benefits of effectively managing a diverse workforce in order to maintain a competitive advantage. While diversity in the workplace can take many forms (race, gender, religion, etc.) this paper specifically examines generational diversity. This is the first time in history where there are four generations employed in the workforce. As such, it is imperative that managers “recognize what motivates each generation to develop effective communication tools to minimize conflict, progressive HR and work-life strategies to attract and retain key talent, and management practices to enhance productivity” (Boston College Center for Work and Family). This primary focus of this research paper is to examine each generation’s values, preferences, and provides managers with ways to minimize generational conflict. When managers obtain generational competence, organizations are able to maximize their human capital by increasing employee knowledge and experience. This new type of competence will provide organizations with a competitive advantage in the 21st century marketplace and beyond. Diversity as a concept in today’s business world focuses on a broader set of qualities than race and gender. Knowing how to effectively manage diversity in the workplace is one of the greatest challenges for 21st century managers. In the context of the workplace, valuing diversity means creating a workplace that respects and includes differences, recognizing the unique contributions that individuals with many types of differences can make, and creating a work environment that maximizes the potential of all employees. Historically speaking, this is the first time four generations of employees are active within the workforce: Traditionalists, Baby
Abstract Managing a 21st century labor force is becoming more complex as the marketplace becomes increasingly global. It is vital that organizations understand the challenges and benefits of effectively managing a diverse workforce in order to maintain a competitive advantage. While diversity in the workplace can take many forms (race, gender, religion, etc.) this paper specifically examines generational diversity. This is the first time in history where there are four generations employed in the workforce. As such, it is imperative that managers “recognize what motivates each generation to develop effective communication tools to minimize conflict, progressive HR and work-life strategies to attract and retain key talent, and management practices to enhance productivity” (Boston College Center for Work and Family). This primary focus of this research paper is to examine each generation’s values, preferences, and provides managers with ways to minimize generational conflict. When managers obtain generational competence, organizations are able to maximize their human capital by increasing employee knowledge and experience. This new type of competence will provide organizations with a competitive advantage in the 21st century marketplace and beyond. Diversity as a concept in today’s business world focuses on a broader set of qualities than race and gender. Knowing how to effectively manage diversity in the workplace is one of the greatest challenges for 21st century managers. In the context of the workplace, valuing diversity means creating a workplace that respects and includes differences, recognizing the unique contributions that individuals with many types of differences can make, and creating a work environment that maximizes the potential of all employees. Historically speaking, this is the first time four generations of employees are active within the workforce: Traditionalists, Baby