Team Building within a Generational Diverse Team - Research Paper Example

Team Building within a Generational Diverse Team Introduction When considering workplace factors one of the most pertinent such consideration is thenature of generational diversity within the work environment. While questions of workplace specifics are highly pertinent to the research within this realm as generational importance is a factor that is relative to the nature of employment, it’s clear that there are a number of characteristics that underline the characteristics of generational interaction within the workplace. In these regards, it’s clear that the contemporary business and corporate environment must remain cognizant of generational factors not only in the employee hiring process, but also in regards to structuring teams to achieve maximum efficiency and corporate profitability. It follows that this essay examines generational characteristics in terms of their articulation within the workplace environment, specifically considering the ways that a generationally diverse team can be accomplished. Generational Gap in Today’s Workforce There are a number of pros and cons in regards to the generational gap in today’s workforce. One of the most beneficial aspects of generational diversity in the workforce is the ability for individuals within this frame of context to engage in collaborative activities that mesh a variety of world perspectives and experiences together in a way that produces higher levels of company results. Conversely, the values that underline the generational differences can oftentimes result in conflicts of opinion or perception that hinder company progress and can derail workplace cooperation. Another factor that is a problem in regards to generational diversity in the workplace is the consideration of the workplace hierarchy in regards to generational factors. For instance, the workplace power structure is often divided along generational lines, with Boomers holding supervisory positions over individuals from Generation x it is no surprise that conflicting understandings in regards to values and priorities occur within the working environment. For example, it’s been noted that generational workplace challenges between these two groups have occurred in regard to retirement benefits (Hays 1999). With the Boomer generation’s retirement approaching they place increased emphasis on the importance of benefits; when this emphasis is compared with that of the Generation Xers who are more predominantly concerned with subsistence and building wealth than enhancing retirement portfolios. Team Building In considering the ways that team building can be accomplished within the workforce one of the most central questions is understanding the characteristics that define each generation and then analyzing how they can be intermingled and implemented in as productive a means possible. In these regards, it’s the values that underline the generations that are the most important factors to consider when building a generationally diverse team. It was earlier noted that one of the challenges facing the overarching corporate benefit structure in terms of generational diversity was attuning conflicting desires in term of compensation needs. For instance, in order to build a more functional team environment, the business or corporate structure must development retirement and compensation packages that take into consideration the competing values of the generations in the work environment. In properly melding these competing desires into a package that appeals to both generations, factors related to motivation can be harnessed as a means of bringing employees together under a shared goal. In these regards, Notter (2009) writes that, “Knowing in advance how each generation can be triggered, either positively or negatively, can help organizations develop balanced policies and can help individual managers and employees structure their work interactions in ways that benefit all types of people.” Here Notter raises the interesting point that team building with generational diversity is not simply an element of compensation or structural aspects, but speaks to the more core assumptions of cultural values and personality characteristics that must attended to in order for the team to function on an efficient and profitable level. Indeed, another major factor that must be considered is the negative impact that can arise when individuals with conflicting generational backgrounds disagree over values. For instance, an individual from the Boomer generation might find an individual from Generation X lazy or complacent for their on the job behavior or approach to retirement benefits, when the Generation Xer believes they are merely focusing their priorities upon different realms of life – family, enjoyment, etc. It then becomes the challenge of the organization and the workplace leaders to develop means of broaching these generational stereotypes in ways that encourage teamwork and group production. One of the means of broaching these generational divides is simply through the open acknowledgement of the competing value systems of the generations. Through employee retreats and information sessions greater understanding of acceptance of the diverse traits and values individuals hold within differing generations can be achieved that will give individuals working within the company environment a greater understanding of the unifying features that bring them together with their generationally diverse colleagues rather than divide them. Ultimately, there are a great amount of approaches team leaders can take to take build generationally diverse teams. In considering the issue from a more action-oriented context, team leaders can emphasize the importance of generationally aware communication skills when developing a cooperative environment. In these regards, Hammil (2005) writes, “At the beginning of any team formation, an effective leader should spend time learning how team members wish to communicate.” Within this context of understanding, generational value diversity is understood in terms of the means that individuals communicate with each other in the work environment. Rather than considering more overarching and philosophical differences in generational values, the group leader must first understand generational differences in communication methods. For example, challenges within this realm have been noted in teams that include multiple generations. The Veterans in the group may have communication expectations that include direct notes and messages, while the Baby Boomers are more sociable and prefer to have impromptu meetings. Furthermore, the Generation Xers are considerable less willing to work on the project outside of regular working hours in comparison to the Veteran and Baby Boomer team members. It is ultimately the job of the team leader to recognize these generational communication differences and establish a new mode of communication that bridges the gap between generations. From this perspective, effective team building along generational lines is not accomplished through overly considering the generational divide among employees (which can have a dividing effect) but instead to develop a new mode of communication that is structured around the leader or organizational goal. For instance, a team goal that required high levels of organization and attention to detail would necessitate a communication style more in-tune with the Veteran value system. Conversely, a more presentation oriented project would necessitate Baby Boomer sociability. It’s the responsibility of the group leader then to outline and demonstrate the communication structure that will be implemented during the team project and ensure that employees cross-generationally adhere to its structure. Not only will this allow generationally diverse individuals to work in tandem, but this approach also has the potential of increasing workplace productivity and overall creative output. Conclusion In conclusion, it’s clear that there are a number of factors related to generational diversity in the workforce that must be considered when attempting to build teams. The most overarching element is the understanding that there are differing values among generations that influence their workplace behavior and perspectives. It’s necessary then for team leaders to consider the diverse values in the workplace and find productive ways of melding them together so that they work for all parties involved. Communication is also an essential consideration, as team leaders must develop group communication patterns that supersede generational divides. References Hamil, G. . (2005). Mixing and managing for generations of employees. Retrieved from http://www.fdu.edu/newspubs/magazine/05ws/generations.htm Hays, S. (1999). ‘Generation x and the art of reward.’ Workforce, November 1999, Vol. 78, No. 11, 44-48. Notter, J. (2009). Generational diversity in the workplace. Retrieved from http://www.multiculturaladvantage.com/recruit/group/mature/Generational-Diversity-in-Workplace.asp Read More