Case Scenario: Managing Diverse Generations in the Workplace

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Case Scenario: Managing Diverse Generations 1. What practices will help to retain these mature workers (Veterans and Baby Boomers)? First off, retention for all generations starts on day one of employment (Martin, 2006, pg. 118). Beginning in orientation, it is a good idea to ask workers what their ideal career path would be and what can be offered throughout each stage of their career. However, there are some best practices to follow to assure retention of more mature workers, such as flexible work arrangements, short-term sabbaticals, “phased retirement”, part-time work, and “bridge jobs” (Martin, 2006, pg. 168). Flexible work arrangements allow workers opportunity for flexible hours, ability to work from home, job sharing, working from a new location, or even training opportunities. These flexible work arrangements are high on the list of perks for older workers. Short-term sabbaticals of two to three months give people a chance to unplug from work for an extended time and come back to work fresh. These sabbaticals should still be offered periodically. “Phased retirement” is a relatively new concept. Instead of retiring all at once (from 40 plus hours a week to 0), workload and/or hours can be reduced over time. This allows retirees time to settle into the idea of full time retirement. Similar to phased retirement is offering part-time work. Instead of retiring at all, a worker can be provided the option to work reduced hours from retirement age on, adding value to the company as well as a sense of importance to the employee. “Bridge jobs” are opportunities to work outside of an employee’s current position. It also continues to leverage the workers’ skills while obtaining new experiences. Of course, someti... ... middle of paper ... ...ent field. Companies should also market internally to their own employees. This helps them see the value in their current position and motivates them to spread that view to their friends or acquaintances. It can be a form of inward promotion, whereby the employees not only feel better about their positions, but market the company outside in the world. It can be a fiscally conservative program that helps both marketing and referral sources. References Gravett, L. (2007). Bridging the Generation Gap. Pompton Plains: Career Press. Martin, C. A. (2006). Managing the Generation Mix. Amherst: HRD Press. Scheid, J. (2010, July 4). Types of Communication Styles: Bridging the Generation Gap. Retrieved from Bright Hub: http://www.brighthub.com/office/home/articles/76498.aspx Zemke, R. (2013). Generations at Work. New York: AMACOM.

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