What’s Your Sign–X, Y, or B? —Managing multi-generational IT teams
For the first time in modern history, workplace demographics now span four generations.
Nowhere is this more apparent than in technical departments where IT managers face the issues of dealing with the generational differences and cultural norms as they navigate the quickly changing IT landscape.
It’s not enough that we have new and game-changing go-to-market strategies that heavily depend upon a flexible, fast-reacting IT team. Staff must quickly acquire new skills to deal with breakthrough technologies . . .AND also keep mission critical and legacy systems operating flawlessly!
While generational conflict is often “hidden”, forty-two percent of employees say they have experienced intergenerational conflict at work. Causes span different work ethics, communication styles, skill sets and attitudes around technology, differing leadership approaches, cultural perspectives and views of authority.
How can IT executives maximize the strengths and contributions of all—WWII Traditionalists, with Boomers, right along with Gen Xers and Gen Yers? How can IT leaders prevent unfortunate misunderstandings as these smart and necessarily technically focused individuals try to communicate with one another? Is it worth the effort?
The numbers are interesting. In 2011 it is estimated there will still be 7 million WWII Traditionalists in the workforce, along with 60 million Boomers and the quickly accelerating numbers of Gen X and Gen Y employees. . .51 million and 40 million respectively.
Also, we must remember than generational tendencies are only a part of the picture and don’t accurately predict life and career stages. The Sloan Center on Aging and Work at Boston College suggests incorporating a new way of thinking by looking at chronologic age, generational group, career stage and life stage.
This is a compelling mix that can either be powerfully rewarding or dangerous and very difficult to manage. When faced with the various preferences and differences in technical staff, combined with the fact that IT is more mission critical and in the corporate spotlight than ever, what’s actions should an IT manager take?
The effort is decidedly worth making. “Business that focus on intergenerational dynamics see an impact on the bottom line through corporate culture, IT recruitment, employee engagement and performance, IT attrition, better customer service, and reduced liability due to age discrimination ” according to Leading a Multigenerational Workforce, from AARP.
Further, the transfer of key technical information from retiring staff to newer IT professionals is increasingly important in order for a company to maintain institutional knowledge.
So let’s get practical.
First, know that regardless of the variety of styles and preferences within the generations of IT workers, all wish to be respected, recognized for good work, connected with colleagues and their boss, included and consulted when possible, coached and invested in via IT certifications and potentially IT management training. So while the IT management techniques and approaches to these elements may be delivered slightly differently for each generation of worker, you can depend on these factors to improve the IT culture.
What can an IT manager do? Here’s the “diversity dozen” that you should consider and that can help you with strategic IT management:
- Look at old views with a clear eye. Challenge yourself and your technical staff to consider new approaches
- Discard management techniques that rely on “one size fits all”
- Take the time to learn about generational idiosyncrasies and how to leverage them.
- Consider the career & life stage of your staff when making decisions
- Model appreciation and respect for the perspective of each member of your staff.
- Develop a conscious plan to transfer skills and knowledge effectively
- Champion multigenerational collaborations.
- Maximize the capabilities and strengths of each technologist to create IT power.
- Be vocal about what each generation has in common.
- Consider how new and existing policies affect each generation on your team.
- Observe how decisions are perceived by each generation.
- Can you make policy decisions that help cement generational relationships?
My sincere thanks to Phyllis C. Cohn, MSW, National Project Manager for Workforce Issues, AARP for her willingness to generously share materials. For additional reading, check out Age & Generations: Understanding Experiences at the Workplace by Pitt-Catsouphes, Matz-Costa and Besen, The Sloan Center on Aging and Work 2009
Terry Coleman
Vice President of Manager Mechanics, LLC
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