Author Topic: MULTI-GENERATIONAL TALENT MANAGEMENT – Overcoming the Generational Gap  (Read 759 times)

Offline doha

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by Michael A Potter, MAP International, Carrington, Manchester, United Kingdom, Website:

Source: Skill Jobs Blog

Western countries, including UK, USA and Canada, have already focused research efforts on studying multi-generational diversity in organisations. They have categorised generations using a widely accepted practitioner classification based on birth years related to significant events in history in the western context. The categories so defined are: Veterans, born between 1925 and 1945; Baby Boomers, born between 1946 and 1964; Gen X, born between 1965 and 1977; Gen Y born between 1978 and 1999; and Gen Z, born 2000 and after.

The Generational Gap

The entrance of generation Y and Z into the labour market has and will create a change not only in the age of the labour force, but also in values and preferences when it comes to career and working life. The millennial generations, Generation Y and Z, are able to integrate technology into every aspect of their work whereas older generations in general are not as familiar with technology which could lead to a generation gap. The lack of emerging technologies in the workplace and varying perspectives of different generations have led to a rift between employers and employees and managers are finding it hard to engage millennial generations who are mostly entry level employees leading to a high employee turnover in many organisations. Organisations need to learn how to actively engage the millennials while ensuring that the needs of the older generations are not neglected in the process.

Attracting and Retaining Generation Y and Z

According to the recent study conducted by PWC (2011) millennial generations want more work life balance options such as flexi-time. There is a strong emphasis on balanced work ethics; millennials have good educations thus they are demanding for more flexible work patterns. This leads to recruitment challenges of matching more home-oriented candidates with more firm-oriented work roles. Companies that consider the needs of this generation will be able to attract competent management and good employees and be able to retain them.

Millennial generations also want to work with companies that are well positioned globally, thus companies that concentrate on branding and corporate recognition through peer networks instead of traditional advertising, will be attractive to this age group.

To millennial generations, e-mail is a slow and inefficient tool that is used for communication at work. To attract generation Y and Z, organisations must learn how to adapt new ways to communicate and attract candidates. If organisations are not going social, they will not get the best talents. Building a community around your brand and its values will help to engage these new talents. Organisations should use YouTube, use humour, and go viral with their recruitment efforts.

To attract and retain Gen Y and Z management is ‌expected to communicate with employees in a more relaxed environment through social media. ‌Communication must be interactive and two-way. Companies that hope to be attractive employers may need to change their management and communication structures. Other management ‌structures, such as the virtual office may flow more easily with new organisations rather than those already established. Social media is becoming a major part of the way candidates receive information, thus organisations need to take this seriously to be noticed by the new generations.

Corporate Social Responsibility will continue to be a major issue, with a lot more emphasis on CSR, and the eco-awareness that began in the late 1990’s. These generations are looking for a micro-level approach to a green workplace where they can actively contribute within the company. They desire an organised sense of belonging and inclusion – reflected in areas such as personalised workstations. One of the keys to being attractive to the millennial generations is to be a lifelong learner. The days of thinking “school is for learning and work is for working” are gone. Organisations can set their company apart from the competition by being at the top of hiring young talent before everyone else figures it out.

Nokia’s Case

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« Last Edit: February 11, 2021, 10:27:34 PM by doha »