Managing Multigenerations in the Caribbean Workspace – A Barbados Case

The Silent Crisis & New Strategies of Human Relations

ManagementIan W. Walcott

AbstractMANAGING MULTI-GENERATIONS IN THE BARBADIAN WORKPLACE – The Silent Crisis & New Strategies of Human Relations Management

For the first time since World War II, we are experiencing in the Western World the interesting phenomenon of having four generations in the workplace sitting and working side by side. In some cases, the baby boomers are working next to their children and grandchildren of

generations X and Y. This phenomenon has attracted a lot of attention on the part of HR

practitioners in the USA but little research has been done to date in the Caribbean. This paper will therefore seek to address a similar

phenomenon taking place in the Caribbean through the writer's own experience while serving on the Management Team of a local statutory

corporation. The findings, though preliminary, are oft times humorous but can serve

as a linchpin to help us better understand the root cause of many of today's personnel issues within the workplace. The paper further

suggests that identifying this phenomenon is a first step to creating solutions that cut across the needs of these four generations.

Definition of Multigenerations Typically 15 – 20 years apart Generation is defined by

experiences 5-15 Marked by major historical turning

points: Locally Regionally Globally

The Standard Categories Based on US Data

GENERATION BORN

Matures 1945 or earlier

Baby Boomers 1946-1964

Generation X 1965-1980

Generation Y 1981 or later

Adapting the Standard to Barbados

GENERATION BORNGeneration of Struggle

1937-1958

Generation of Independence

1958-1970

Post-Independence Generation

1970-1983

Generation of Privilege(Millennial Generation)

1983-2000

Barbados’ Population Breakdown

1937-1958: 50-70 years old 1958-1970: 38-50 years old 1970-1983: 24-38 years old 1983-2000: 07-24 years old

Barbados’ Population Breakdown

Ages 40-64 = 69, 000 – 27.6% Ages 25-39 = 60,000 – 24.0% Ages 15-24 = 36,000 – 14.4%

What are the facts and implications?

Barbados definitely has an ageing population 1950, all countries in subregion had young

growing populations w/ less than 10% population 60 +

1975, Barbados the first country with more than 10% of population elderly

2025, Barbados & Cuba are projected as first Caribbean countries 25% of population 60 +

By 2050 1/3 of population of 4 countries will be60 + Barbados, Cuba, Trinidad and Tobago and Guyana.

Policies for the Ageing In 1997 National Housing Corporation and Urban

and Rural Development Commissions were established to: address poverty programmes aimed at improving housing conditions

for the poor of whom many are elderly. 2001 - National Policy on Ageing 2003 - overhaul of existing pension schemes 2003 - Occupational Pensions Benefits Act

provides for establishment, management and regulation of occupational pension plans

Generation Markers - Generation of Struggle1937-1958

First 100 years after Emancipation of Slavery

Social Engineering through legislation The 1930s Riots throughout the Caribbean World War I and incumbent hardships Rise of trade unions The Rise and Fall of West Indian Federation

Generation Markers -Generation of Independence 1958-1970

From colonialism to Independence Period of Nation-building Introduction of Free Education First Generation of UWI graduates Early signs of new professional class:

Teachers, Lawyers, Doctors Early signs of emerging middle class

Generation Markers – Post-Independence Generation 1970-1983

New era of UWI trained politicians Impressive economic growth Expanding middle class (ownership, travel) Introduction of family planning & birth

control Greater regional integration Consolidation period of government social

policies – education, health, housing

Generation Markers –Generation of Privilege /Millennial Generation)1983-2000

High Human development index ranking 26th -31st

Highest PCI in history – US$11,000.00 (ppp) Widespread introduction of ICTs and other

technology (ABMs, computers in workplace Rapid digitization Cable TV Widespread use of credit cards

Generation Profile - Generation of Struggle1937-1958

Lifelong career oriented Limited number of university graduates Lots of on-the-job training & experience Very loyal to organization Dedicated and hardworking & process-

driven Likes hierarchy and protocol Savers

Generation Profile - Generation of Independence 1958-1970

First generation of university graduates Career oriented Family oriented Possess the middle class dream Family planners & investors in property Retirement planning Still loyal to organizations – prefer lifelong

careers

Generation Profile - Post-Independence Generation 1970-1983

Highly Educated Independent thinkers & challenge

authority Loyal to self – will shift from job to job Seeking balance between life and work Must be challenged Must have benefits More negotiating power

Generation Profile - Generation of Privilege /Millennial Generation) 1983-2000

Very entrepreneurial Highly digital and computer literate Ability to multi-task Perceived to have short attention spans Have no problem with seismic organization

change (M&As, downsizing, etc) Better understanding of independent

financial planning Better prepared for global companies More widely traveled

The ‘Cuspers’

Those who straddle two generations Straddle by one or two years

maximum Tend to identify with the younger

generation Tend to have a mixed value system

Some cute things to look out for… Names of the generation

Dorothy – Shaleeka Managing the mobile phone Handwriting Tastes in music and other forms of

pop culture CCC = Credit cards, cable TV &

contraceptives

In spite of privilege – Gen X & Y Show Higher Rates of Depression

In the West and Caribbean Increased teen depression, suicide Increased drug use

Impact of multigenerations on Barbadian Workplace

First time in history we have four generations working together

Major source of tension Older management vs. younger employee Mutual misperceptions & misunderstandings Territorial conflicts Varying degrees of organizational loyalty Inadequate HR policies to address this issue

Generational Perceptions

1937 – 1970 view younger generation as: Restless & flighty Disrespectful &

disruptive Selfish & arrogant Lazy Too dependent on

technology

1970 – 1989 view older generation as: More rigid Less open minded Risk averse Focused on the past Fearful of technology Less effective Incompetent

Challenges facing younger generation

Boards and Management still controlled by older generation

Needs are not catered to Organizations are not adapting rapidly

enough to changing technological environment

Organizations are viewed as too inflexible

Challenges facing older generation

Rapid pace of technological change “Too old to be hired too young to be fired” Fear of returning to classroom Insufficient resources for early retirement Weakening negotiating position on job

market: Limited qualifications Deemed health risks Too expensive to train -> low return on investment Resistant to change Already reached salary plateaux

Older Workers Tend to Offer:

Wider skills Broader

experience Wisdom Good work ethic Adaptability

Flexibility Reliability Dependability Financial

confidence Fewer sick days

What do younger workers want?

Different experiences within the organization

Lateral moves Be listened to Ongoing

development & training

Options of ownership

Flexible work arrangements

Balance of life & work

Express creativity Purpose and

passion

Profiling the ABC Corporation

47 staff members were profiled 15 – Generation of Struggle 24 – Independence Generation 4 – Post independence 4 – Millennials

How the generations can work together?

Special programmes must be put in place to support the needs of all generations

The older generations need to have better sense of security

The younger generations need better sense of purpose

Multigenerations need support and guidance to achieve success and corporate prosperity

Embrace creative employment strategies to retain and motivate workers of all ages

How the generations can work together?

Acknowledge, understand, and address changing demographics

Adopt new, dynamic approaches to engage and motivate aging workforce

Promote innovation and productivity in younger workers

Acknowledge, understand, and address changing demographics

Support work/life balance

Some immediate needs at the ABC Corporation Older Generation

Job security till at least 65 Support with Health Care/Health Plan Attention to housing needs and other social services

Younger Generation Increased training and development Sense of belonging Challenges

Training programs Workplace diversity/ageing in the workplace

Recommended Solutions for the ABC Corporation

A complete HR audit/survey should be conducted to determine: True HR Generational Profile HR Needs Training & Development Needs Issues affecting staff Succession Planning

Practical HR Solutions for the ABC Corporation

Reinstallation of Employee of the Year Programme

Incentive Schemes (bonuses, trips, awards) Enforce performance-based evaluations Training (investment in degrees, overseas

training, conferences, seminars) Improved environment (modern interior office

design, improved lunch room facilities, a gym, open spaces)

Health care plan Onsite snack/lunch facilities

Q & A