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Can we all just get along?

Tips on Managing the Intergenerational Workforce

Something happened in my office last month that just hit me the other day. Maybe it's denial on my part that I still want to believe that I'm part of the "30-something" crowd, or better yet just too busy to notice. Whatever the case, my staff is getting younger. Maybe not so aberrant in your office, but the first time in ten years, the baby-boomers are outnumbered by the Genereration X'ers and Y'ers at MED.

The September issue of MGMA's Connexion magazine had a very intriguing article on sharpening your communication skills when it comes to dealing with the different generations. At the present date, we have four generations of co-workers. The Traditionalists, the Baby Boomers, the Generation X and the Generation Y. This could make for some pretty interesting or hairy conflicts in the workplace. Not only will your communication skills need honing but managing their expectations will be critical.

This whole cross-generational environment got me to thinking that each of these subsets truly has certain characteristics, styles, and expectations. Here are some of the overlying themes of each generation according to the Center for Generational Studies out of Aurora, Colorado.

Not that this is cause for alarm, however it is important to realize that generational differences are occurring; the workforce is getting younger, more diverse, and requiring different leadership. If you are managing an intergenerational workforce, it is important to be cognizant of the varied attitudes and expectations of these groups. According to the 2004 Society of Human Resource Generational Survey Report, one of five HR professionals report that they frequently hear employees state that coworkers of different generations do not respect them.

The time is now to make some observations and changes to your management style. Remember, the Y'ers and the X'ers for the most part are impatient. That is not necessarily a bad trait, and of course, there are exceptions to any rule. They will challenge us and bring fresh ideas and perspectives at a much quicker pace. We can blame their impatience on the speed of technology. Lee Ann Webster, MA, FACMPE, states that their impatience stems from the speed of communication; they were raised with computers, the internet, email, and Federal Express.

Here are some Generational Leadership Tips:

1. Develop an environment that empowers employees and more team-based activities and decisions. The more they work together on organizational goals; the better they know and respect each other.

2. Give feedback to all groups. Although the Y group will demand more on-going feedback, all groups need it and desire to feel valued.

3. Create more flexibility in schedules. If you want "quality of life" for all employees, don't be so rigid about flexing some of the work schedule to accommodate family schedules. Some employees are more "a.m." than "p.m." and visa versa.

4. Help bridge the communication gaps. Your role as a manager is to prevent misunderstandings and help facilitate those sometimes uncomfortable but crucial conversations. Get your employees to develop their listening skills as well. The more they confront their differences and hear each other out, the more likely they will get along.

5. Watch the length of your meetings. Generations X and Y don't care for lots of gab and little action. Customize your agendas in order to engage and involve your employees. Delegate items on the agenda in a way that will bring out the enthusiasm and strengths of your employees.

Not that I want to give away my age, but the previously mentioned article stated that the "cuspers" (those of us born near the beginning or the end of a generation) have a natural advantage in understanding and communicating more than one generation. It's somewhat reassuring but there is much more to learn in this ever-changing and evolving workplace. Awareness is the first step and then adapting your leadership style to meet the needs of all your staff will help in managing and retaining this workforce. The possibilities of a diverse staff can be endless. It's up to you to lead and bring out the best of all generations.

Source: September 2005 MGMA Connexion
www.SHRM (Society of Human Resource Mangement).org

M.E.D. Has a New HR Generalist
Please meet Jamie Barks...

As long as she can remember, Jamie has always wanted to work in the healthcare. During her high school years, she worked as a dietary aide in a skilled nursing facility. She attended Southeast Missouri University where she completed a degree in Health Management with an emphasis in Fitness and Sports Medicine and worked as a nursing assistant for a retirement community.

After graduation she worked as a therapy assistant for an Outpatient Rehabilitation Clinic. Jamie expanded her knowledge in the healthcare industry as a Recruiter Assistant in which she recruited allied healthcare professionals for inpatient, outpatient and skilled nursing facilities across the United States. She then transitioned into the hospital setting as the Admissions Coordinator for an Inpatient Acute Rehabilitation Unit working directly with patients, physicians, case managers, social workers, nurses, therapists and insurance companies. Jamie knows how to bring people together. Allow Jamie to assist you in finding the perfect opportunity or bring you your next valued staff member!

Announcing the Arrival...

We extend our best wishes to Karin Gaylor, a recruiting specialist at M.E.D. and announce the arrival of Riley Paul Crowder on November 16, 2005. He weighed in at 6 lbs 10 oz. All is well at the Crowder household.

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