Understanding and Harnessing Multigenerational Talent
AROUND THE WORLD, employers are facing a generationally complex workforce.
More millennials are entering the job market even stepping into management as baby
boomers retire and organizations must contend with potential confl icts between older
workers and younger bosses.
Shifting generational landscapes
Statement one:
“Baby Boomers feel that younger employees don’t respect their experience.”
About 55% of respondents strongly agreed or agreed that baby boomers get little-to-no respect from younger workers.
Statement two:
“Millennial employees have poor work ethics compared to older employees.”
Around 50% disagreed or strongly disagreed versus 37.5% who agreed or strongly agreed that millennials have poor work habits.
Statement three:
“Leaders need to be more creative in communication when managing multiple multiple generations.” According to nearly all respondents almost 92% managing multiple generations requires a creative approach to communication.
Statement four:
“Younger employees feel that older generations are often resistant to change.”
Most respondents held the opinion that older generations are set in their ways and tend to resist change or different ways of doing things. Around 81% strongly
agreed or agreed versus about 20% of respondents who disagreed or strongly disagreed.
Statement five:
“Younger generations will stay longer if coached by a mentor in an organization.”
The majority of those surveyed believed coaching and mentoring could prevent unwanted turnover among younger employees. Almost 75% strongly agreed or
agreed, while roughly 9% of respondents disagreed or strongly disagreed.
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