generation blend

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GENERATION BLENDManaging Across the Technology Age

AUTHORS: Rob Salkowitz

PUBLISHER: John & Wiley Sons, Inc.DATE OF PUBLICATION: 2008

254 pages


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Generation Blend By Rob Salkowitz

FEATURES OF THE BOOK

To obtain the greatest levels of productivity and employee

satisfaction, organizations must address the diverse needs of

different generations in the workforce. Attitudes toward

technology are an important aspect of generationaldifferences. Generation Blend is intended to help company

decision makers move beyond stereotypes and better

understand the relationship between generations and

technology.


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THE BIG IDEA

In Generation Blend, Rob Salkowitz discusses the four

generations in the workplace today and provides tools

to address generational issues.


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INTRODUCTION

In the years ahead, the workplace will be characterized by high

degrees of demographic diversity. Today, there are four

generations represented in the workforce: the Silent Generation

(born between the Great Depression and the end of World War

II), Baby Boomers (born between 1946 and 1962), Generation X

(born between 1963 and 1980), and the Millennials (bornbetween 1981 and 2000). To maintain productivity, organizations

must learn to blend these generations. In addition, companies

should attempt to increase productivity through the

implementation of new and sophisticated information technology

tools. Unfortunately, generational issues related to technologyoften go unacknowledged.


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EMPLOYERS FACE DRAMATIC DEMOGRAPHIC

AND TECHNOLOGICAL CHANGES

The beginning of the 21st century is noteworthy because American

employers are facing significant demographic shifts in the

workforce, as well as simultaneously experiencing an explosion of

information and communication technologies. As Baby Boomersapproach retirement age, it will become challenging for

organizations to find skilled workers. Older employees will be

forced to work side by side with younger Generation X and

Millennial employees.


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OLDER EMPLOYEES IN TODAYS WORKPLACE

Today, 45 percent of the American workforce is comprised of

Baby Boomers.Although many expect to retire by age 65,

organizations should still be concerned about preserving these

employees knowledge and skills. Technology can be helpful in

achieving this goal. However many older employees are reluctant

to use knowledge and collaboration tools. In addition, some Baby

Boomers feel that collaborative content and distributed decision-

making are threats to their authority. To overcome these obstacles

to technology, it is essential that companies identify the root of

employees opposition. In most cases, it is not simply that older

workers fear change in the workplace. The real barriers toadoption are usually related to values, work styles, and priorities.


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UNDERSTANDING TECHNOLOGY-LOVING

MILLENNIALS

The Millennial generation is considered to be optimistic,

moral, collaborative, and global in their outlook and approach

to the workplace. In the United States alone, there are

approximately 80 million Millennials. Although Boomers

established a workplace that offers money in exchange for an

employees time, this system does not appeal to Millennials. They

view personal development as the best compensation for time

spent at work.


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GENERATION X IN THE EXECUTIVE SUITE

Generation X or Gen X is the age cohort between the

Boomers and the Millennials. Experts estimate that there are

approximately 51 million Generation Xers in the United States.

Just as Generation X was entering the teen years, the personal

computer arrived on the scene. As a result, this generation entered

the workforce with a good understanding of computer applications

and how computers are supposed to work.


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BLENDING OLDER WORKERS INTO TODAYS

WORKPLACE

In todays competitive employment market, older workers

expertise and mature point of view are attractive to organizations.

To adapt to the connected workplace, older employees must

accept a set of values and practices associated with technology.

Training programs are one way to effectively facilitate thistransition. Training is a valuable approach because older workers

are often reluctant to ask younger co-workers for help. This

reluctance may be related to issues of control, authority, or social

dynamics. It is important to recognize, however, that standard

training programs often create barriers to full participation.


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YOUNGER WORKERS AS A SOURCE OF

STRATEGIC INSIGHTS

Although the Millennials may not impact companies for another 10

to 15 years, it is important for employers to recognize that this

generation will absolutely change the face of the workplace.

Salkowitz highlights Microsofts Information Worker Board of the

Future. This is an initiative that was designed to identify

Millennials capabilities, desires, and expectations when they join

the workforce. The resulting vision of the future workplace has

been used by Microsoft in customer discussions and as the basis

for product development, employee recruitment, and human

resource planning.


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BRIDGING THE DIGITAL AGE GAP

Diverse generations in the workplace have different values and do

things differently from one another. The digital age gap is defined

as a conflict between people and technology. It is based on

peoples expectations, experiences, priorities, and the ways they

understand work and the broader world. Successfully managing

across this gap requires companies to harmonize the strengths of

different generations in the workforce and to use technology to

unite the organization.


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As new technologies are implemented, organizations should

budget for the cost of training, as well as licensing, integration,

deployment, and technical support. It is essential that training

address generational factors and be delivered in formats that are

compatible with different users learning styles. Salkowitz proposes

several design principles that make the introduction of new

technologies less disruptive for workers. The first is to use

customization to reduce complexity.


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Company culture is another factor that cannot be overlooked

when it comes to the adoption of technology. Technological

changes that conflict with the prevailing culture are much more

likely to be rejected. It is important to note that organizational

culture is closely linked with the generational values of the

companys leadership, as well as its workforce.


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When leadership teams respect the needs of all workers, it is

possible to combine the technological knowledge of young

employees with the knowledge of more mature employees.

This enables firms to be more competitive, efficient, andresponsive to external changes.


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