How to remotely manage a multigenerational workforce
Today’s workforce is a multigenerational one. Teams can include a range of different generations often referred to in groups such as Baby Boomers, Generation X, Millennials and Generation Z. With many of us now working remotely from home on an ongoing basis, the differences between the generations are becoming increasingly apparent, with new challenges being encountered by employers when recruiting and managing a multigenerational workforce. So, how can you remotely manage a multigenerational team effectively?
Generation types
The multigenerational workforce can consist of:
Traditionalists
Also known as Veterans, the Silent Generation and the Greatest Generation. Born approximately between 1928 and 1945, they have been climbing the corporate ladder within the same company for their entire career, although most are retired or work fewer hours.
Baby Boomers
Born approximately between 1946 and 1964, they might also be known as workaholics, as they have rejected and redefined traditional norms and values.
Generation X
Born approximately between 1965 and 1979, they are independent and sceptical. They introduced a true work-life balance.
Millennials
Also known as Generation Y. Born approximately between 1980 and 1995, they crave new experiences, work best as a team, and require regular feedback.
Generation Z
The younger workforce who were born approximately starting in 1996 and are digitally savvy and well-connected.
Recruiting
One of the first steps in the employee journey is going through your recruitment process, from searching for suitable candidates, advertising, filtering applications and conducting tests and interviews. It’s important to keep reviewing your recruitment strategies to ensure they suit a wider audience and that you do not inadvertently discriminate against generations who may not have access to a particular method of contact or recruitment platform. For example, Millennials and Generation Z are most likely to use and engage through social media to look for jobs, while Baby Boomers are more likely to be receptive to emails or phone calls in the recruitment process.
The Equality Act 2010 applies not only during employment but also to the recruitment process. The Act makes it unlawful for employers to discriminate on the grounds of age and employers should ensure they regularly review and consider all aspects of the recruitment and induction process, as well as how they interact with employees, to ensure compliance with the Act. A common example of where age discrimination can take place during the recruitment process is by including a statement that job applications must have a minimum number of years’ experience to be considered for the role. This could discriminate indirectly against younger candidates who are obviously less likely to meet that requirement.
Recruiting remotely is generaly considered less ideal than interviewing face-to-face, but technology should allow for a similar experience.
Induction and onboarding employees
Workplaces must adjust to meet the needs of employees from different generations, especially if employees are working from home.
With more employees working remotely, employers need to be careful to avoid a one-dimensional approach to managing staff inductions. Instead of simply making training sessions remote because staff are at home, it’s important to consider if that will work best for all new starters.
Ideally, you need to have an understanding about an individual’s ability to deal with technology or work on various platforms. Some staff may have not worked with a particular type of technology or system previously and showing them how it works once may not be enough - especially when done remotely. New starters may also be badly affected if colleagues show little tolerance for staff who are not tech savvy, resulting in new starters feeling isolated within the remote workplace. For employers, it is vital to consider what is required based on each set of circumstances and establish a good understanding of the employee’s limitations in order to provide appropriate training, encouraging staff to take a team approach and using effective methods of communication. Having a buddy system where check-ins take place each day can help new starters get to know new systems better too.
Retaining and managing employees
It may be assumed that everyone in your team has been video calling, using cloud storage and adjusting to technologies well, but it is important to check on everyone’s capabilities to use technology such as Zoom. Stereotypically, Millennials and Generation Z tend to understand new technology quickly, but other workers may find this more challenging. As with any stereotype it is important not to rely on these and employers need to be cautious not to allow assumptions about age influence decisions about training when considering a multigenerational workforce. For example, although most Millennials will usually find technology easy to use, it doesn’t mean all will. By offering training to all, you can ensure that every member of the team understands how to use different platforms such as Zoom and Microsoft Teams and this should also help with business productivity too. Managers may also need to complement training with extra calls to check in if someone does find remote technology more challenging.
Tolerance
Ensuring you have a culture where staff working together are being tolerant and are not quick to criticise if someone is finding technology challenging is what you want to have or be aiming for. It’s important to try to avoid what could be perceived to be discriminatory treatment with comments or tutting when a colleague is having difficulty using technology.
It is crucial to consider how employees are engaging with each other and with their managers when working remotely. Managers may need to be more flexible with their management style. For one-to-one sessions, it’s possible to use the best method to communicate to suit the individual. For more general communication though, it may be necessary to use a mixture of methods (emails, video calls and telephone) as this will ensure everyone’s needs are met.
It’s worth revisiting your internal practices and ensuring policies are updated and adapted for remote working too. Ideally you should train employees and managers, so they know the importance of complying with the employer’s anti-discrimination and equality policies and the expectations that they will be tolerant, to protect the individual and the business. All staff should be clear on their obligations to be proactively inclusive and be aware that claims for discrimination can be made against individuals too.
It is important to be mindful that employees from all generations can bring different perspectives and contribute to the success of a business. This also leads to greater cooperation, better collaboration, and respect among employees. Whatever generation your employees are, utilising and proactively managing a diverse and inclusive workforce will improve culture, engagement and morale, particularly in a remote environment.
Pam Loch is a Solicitor and Managing Director of Loch Employment Law, part of the Loch Associates Group.
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