Is multi-generational employee engagement possible?

[Tim Wright]

Quite a few respondents to my Why Employee Engagement Doesn't Work survey noted generational differences as a major cause. Comments ranged from

Generation Y doesn't seem to know what 'engagement' means. to

Boomers are looking to retire; why should they engage?

and several in between!

In the study, Engaging the 21st Century Multi-Generational Workforce, conducted for MetLife Mature Market Institute by the Sloan Center on Aging and Work (Boston College), I came across this statement:

One size does not fit all" when it comes to the steps that employers could take with regard to employee engagement. Employers might want to focus on specific drivers of engagement for employees in particular age/generational groups and different drivers for those in other groups.

It's probably not true that one generation or another is non-engaged and so brings down the entire organizational engagement level. It's more likely that engagement means different things to different age groups. Consider these findings:

* The young Gen Y employees (born after 1981) link engagement to flexibility that allows them to handle both work and family responsibilities.

* Some members of Gen X are satisfied -- and have their engagement stimulated -- by quality training and development that helps them fulfill expectations. Other Gen Xers are looking for greater supervisory responsibility. Generation X comprises those born between '65 and '80.

* Boomers, born between 1946 and 1964, demonstrate a connection between engagement and physical health. There is also often a correlation between support from one's supervisor/manager and one's level of engagemetn.

We want engagement maximized across all employees. But one size engagement plan or commitment does not fit all. So, may I suggest

* Understand how and why managers are critical to employee engagement. The degree and quality of communication, expectation, and clarification/verification provides employees at all levels the confidence to accept their work's challenges.

* Provide age awareness training to all employees. Employees need to understand why "Gen Xers think that way" and what makes "Boomers repeat that familiar process" and the reason "those from Generation Y are always doing 4 things at once!" for example. Increasing their familiarity across age lines will remove the distractions that lessen engagement.

* Generate projects that include participants from the several generations. The opportunity to work together, toward a team goal, develops practical famliarity with (and appreciation of) the differences.

* Recognize, appreciate, and meet the various needs of the several generations. That "one size does not fit all" applies directly to management and management style. Employees perform differently and engage differently. Who says managers cannot adapt to those differences?

[Karen Schmidt]

Tim,

You and I definitely think alike on this issue. I believe that the way to avoid one size fits all is FOCUS . . . flexbility, open communciation, creativity, understanding and using everyone's strengths.