Generational differences at work
The key to understanding people under 30 and those over 40 lies in recognising that people who grew up at different points in time have a disparate outlook towards life.
Wed, Feb 09, 2011
The Business Times
By Kamal Kant
WHETHER we like it or not, the generation gap at work today is like a canyon. The chasm that exists is set to increase even further with the raising of the retirement age. In many workplaces, people under 30 and people over 40 often do not see eye to eye.
Research shows that real conflict issues exist between the over-40 and under-30 groups. It seems that each camp makes some very strong points if we listen objectively.
But it is very difficult to be objective when you have preconceived notions and prejudices. The key to understanding the generational differences lies in recognising that people who grew up at different points in time have different experiences of the everyday environment and differing outlook towards life.
Psychological moulding
The generation that is under 30 now grew up in an environment where the teaching system and rewards for accomplishment were very different from those who are above 40.
For the current under-30 cohort, their teachers praised students along the way to the goals, not just when a task was completed. They stopped to celebrate along the way to success, creating motivation through little rewards rather than a big reward at the end.
The teachers also promoted self-esteem by making sure that every child knew that he or she was cared for regardless of accomplishments. Everyone had a reward or recognition, no matter how small. The over 40s had grown up in a dictatorial climate where children were seen but not heard or spoken to as individuals with emotions and feelings. It was an era of command and control.
More than just the educational process that shaped the under-30 group - they also grew up in the most affluent time that the world has ever known.
They were given everything, and in some countries - including Singapore - even told that they could have anything that they wanted in life. Family sizes were shrinking and often many children grew up as 'emperors' and 'princesses'.
The sky was the limit. The bottom line is that they never felt deprived, and they felt they could have anything. Unknowingly, some parents, teachers and members of society at large had inadvertently psychologically moulded many with the absolute belief that the world was at their feet.
Can you blame them for their supposed 'arrogance' at work or for demanding instant gratification through frequent and regular promotions or bonuses that are ever increasing every year?
Performance
But let's look at their performance at work. The under-30s generation, better educated and with imparted skills which the previous generation had to painstakingly learn, are clearly ahead of the 40-somethings when they were under 30.
The majority of employees in today's workforce who are under 30 are very capable and committed to each other. No generation has ever had the loyalty to each other that this group possesses. They work well in teams and achieve remarkable results in record time if managed effectively. The results produced and the performance achieved from today's under 30s - provided that they have been well-managed - are simply extraordinarily impressive.
The group of current under 30s is very different from all previous generations of under 30s, and the first to grow up exclusively in the digital age.
If you are a manager or senior executive - especially if you are over 40 and in charge of these people under 30 - you will have to take into account the new realities of their culture, values and what they want from work to retain them and align them with corporate goals.
Due to their numbers and weight of influence in business, they are destined to shake up current management practices and have a great effect on the corporate world. As a group, the under 30s mix creativity with the opportunity offered by new forms of digital media. When handled with care, organisations and companies can strategically orientate appropriately the newest entrants of the workforce as well as update the people management skills of the over-40s group so that both groups work harmoniously.
Something wrong?
So what's wrong with the over 40s? They may seem stressed but they grew up in an environment that believed in working hard as a show of commitment. For them, working late and leaving after the boss went home was proof that they worked hard.
Talk to the under 30s of today and they will tell you that if you work till 8 pm each evening, you are simply a bad time manager and cannot cope with your work. It is often unsaid but this is why some under 30s leave their jobs prematurely in search of work-life balance.
As many over 40s are in leadership, supervisory or managerial positions, there will inevitably be conflict at work due to such differences - especially if the under 30s form the bulk of your workforce.
Strategies for over 40s leader
If you are a manager or supervisor in today's workforce and if you are over 40 and your workforce under 30, you need to be much more skilful in people management.
For example, the under 30s have to be motivated the way they grew up being motivated. They need to be praised along the way to the goal. Celebrate the small victories on the road to success. Give them short, tight deadlines and make sure that low-tech tools do not hinder their objectives or goals.
If their computer at home is twice as fast as the one at work, they will probably tell you that the computer at work is antique and you are from the Stone Age. And most important, they want to do a good job and get a reward in the first quarter.
Make sure you have a reward, recognition and remuneration system that will allow that to happen. And finally, if thinking about these tips is causing you to lose sleep, remember that our society created these people so now we have to rein them in and get the job done at work.
Moving forward
Some of the conflicts at work often arise from the generational differences. Learn to understand that people growing up at different times of history have different experiences and expectations. Understand this, act wisely to resolve them and a third of your difficulties and challenges at work will evaporate.
Realise that what may have worked for you may not work for later generations. With technological change, globalisation, living in a digital world with the ubiquitous Internet and an increasing shift to customer centricity, you need new strategies to harness the strength of the under 30s to produce higher productivity and more innovation.
Another third of your worries and concerns will then evaporate. The rest of your headaches will disappear if you apply good general management and effective employment relationship practices.
The writer is a lecturer on career matters at a local university
The key to understanding people under 30 and those over 40 lies in recognising that people who grew up at different points in time have a disparate outlook towards life.
Wed, Feb 09, 2011
The Business Times
By Kamal Kant
WHETHER we like it or not, the generation gap at work today is like a canyon. The chasm that exists is set to increase even further with the raising of the retirement age. In many workplaces, people under 30 and people over 40 often do not see eye to eye.
Research shows that real conflict issues exist between the over-40 and under-30 groups. It seems that each camp makes some very strong points if we listen objectively.
But it is very difficult to be objective when you have preconceived notions and prejudices. The key to understanding the generational differences lies in recognising that people who grew up at different points in time have different experiences of the everyday environment and differing outlook towards life.
Psychological moulding
The generation that is under 30 now grew up in an environment where the teaching system and rewards for accomplishment were very different from those who are above 40.
For the current under-30 cohort, their teachers praised students along the way to the goals, not just when a task was completed. They stopped to celebrate along the way to success, creating motivation through little rewards rather than a big reward at the end.
The teachers also promoted self-esteem by making sure that every child knew that he or she was cared for regardless of accomplishments. Everyone had a reward or recognition, no matter how small. The over 40s had grown up in a dictatorial climate where children were seen but not heard or spoken to as individuals with emotions and feelings. It was an era of command and control.
More than just the educational process that shaped the under-30 group - they also grew up in the most affluent time that the world has ever known.
They were given everything, and in some countries - including Singapore - even told that they could have anything that they wanted in life. Family sizes were shrinking and often many children grew up as 'emperors' and 'princesses'.
The sky was the limit. The bottom line is that they never felt deprived, and they felt they could have anything. Unknowingly, some parents, teachers and members of society at large had inadvertently psychologically moulded many with the absolute belief that the world was at their feet.
Can you blame them for their supposed 'arrogance' at work or for demanding instant gratification through frequent and regular promotions or bonuses that are ever increasing every year?
Performance
But let's look at their performance at work. The under-30s generation, better educated and with imparted skills which the previous generation had to painstakingly learn, are clearly ahead of the 40-somethings when they were under 30.
The majority of employees in today's workforce who are under 30 are very capable and committed to each other. No generation has ever had the loyalty to each other that this group possesses. They work well in teams and achieve remarkable results in record time if managed effectively. The results produced and the performance achieved from today's under 30s - provided that they have been well-managed - are simply extraordinarily impressive.
The group of current under 30s is very different from all previous generations of under 30s, and the first to grow up exclusively in the digital age.
If you are a manager or senior executive - especially if you are over 40 and in charge of these people under 30 - you will have to take into account the new realities of their culture, values and what they want from work to retain them and align them with corporate goals.
Due to their numbers and weight of influence in business, they are destined to shake up current management practices and have a great effect on the corporate world. As a group, the under 30s mix creativity with the opportunity offered by new forms of digital media. When handled with care, organisations and companies can strategically orientate appropriately the newest entrants of the workforce as well as update the people management skills of the over-40s group so that both groups work harmoniously.
Something wrong?
So what's wrong with the over 40s? They may seem stressed but they grew up in an environment that believed in working hard as a show of commitment. For them, working late and leaving after the boss went home was proof that they worked hard.
Talk to the under 30s of today and they will tell you that if you work till 8 pm each evening, you are simply a bad time manager and cannot cope with your work. It is often unsaid but this is why some under 30s leave their jobs prematurely in search of work-life balance.
As many over 40s are in leadership, supervisory or managerial positions, there will inevitably be conflict at work due to such differences - especially if the under 30s form the bulk of your workforce.
Strategies for over 40s leader
If you are a manager or supervisor in today's workforce and if you are over 40 and your workforce under 30, you need to be much more skilful in people management.
For example, the under 30s have to be motivated the way they grew up being motivated. They need to be praised along the way to the goal. Celebrate the small victories on the road to success. Give them short, tight deadlines and make sure that low-tech tools do not hinder their objectives or goals.
If their computer at home is twice as fast as the one at work, they will probably tell you that the computer at work is antique and you are from the Stone Age. And most important, they want to do a good job and get a reward in the first quarter.
Make sure you have a reward, recognition and remuneration system that will allow that to happen. And finally, if thinking about these tips is causing you to lose sleep, remember that our society created these people so now we have to rein them in and get the job done at work.
Moving forward
Some of the conflicts at work often arise from the generational differences. Learn to understand that people growing up at different times of history have different experiences and expectations. Understand this, act wisely to resolve them and a third of your difficulties and challenges at work will evaporate.
Realise that what may have worked for you may not work for later generations. With technological change, globalisation, living in a digital world with the ubiquitous Internet and an increasing shift to customer centricity, you need new strategies to harness the strength of the under 30s to produce higher productivity and more innovation.
Another third of your worries and concerns will then evaporate. The rest of your headaches will disappear if you apply good general management and effective employment relationship practices.
The writer is a lecturer on career matters at a local university
