Every time I walk into a new employee induction session, I am caught looking at all the new faces representing a multi-generational workforce.
For new employees, it is never a surprise on the first day at work to get introduced to a under 35 something supervisor/manager, a plus 50-year-old team member and an aspirational bunch of millennials; all wanting to change the face of healthcare and making a difference to the lives they touch every day.
It is both humbling and exhilarating at the same time. Expectedly, a new workplace setting and unfamiliar faces can make us nervous. There are hidden apprehensions about working with older or younger colleagues. One might even wonder if they would be taken seriously. But if the workplace is designed right, in a short few weeks, new employees can find the environment where innovative ideas are valued and implemented. New friendships form to inspire each other and drive collaboration at the workplace.
Given that more than half of India’s population is less than 25 years of age, the differences between generations, manifested in their attitudes, values, motivations and communication styles, are far more pronounced here than it is elsewhere. Besides, with socio-economic, cultural and political complexities already in place, a generational difference only amplifies these complexities further, resulting in a workforce that is as diverse as it can be difficult to manage.
A fundamental challenge faced by human resource (HR) leaders is managing a multigenerational staff with hidden biases that can hamper productivity and make a dysfunctional workplace.
In an age where businesses constantly seek smarter talent management strategies for its growing millennial workforce, it is important that firms also take up the challenge to leverage diversity in every form and bring out the best in all their employees on merit.
If you look around any workplace today, you will find the majority to be millennials. If managed carefully, wisdom, experience and innovation along with technical skills of all the generations at the workplace can be shared to deliver lucrative business solutions.
Another challenge is the workspace design itself. According to the Workplace Trends Survey, in 2012 the average space allotment per person was 200 sq ft. In 2013, companies shifted to 150 sq ft for two-thirds of their people and 100 sq ft for another 20 per cent.
“This is shrinking as time goes by. The traditional 10 and 5-year lease terms are under strong pressure to become shorter and more flexible,” says the survey.
leaders must serve by helping employees bring their best self to work every day by removing internal stresses. They should proactively ensure that that various cohorts are able to co-exist and work together effectively, with each one maintaining its unique identity.
By facilitating mentorship and reverse mentoring, they can easily open effective channels of communication, knowledge transfer and organisational trust. An inclusive workplace will deliver the best outcomes to employees and customers.
(The writer works as Chief Human Resources Officer at Johnson & Johnson - India & South Asia)