Mixing Generations Case Study

Challenges of Mixing Generations

As many can imagine, having four distinctive generations in one workplace will cause some of the previous “one size fits all” procedures to get blown out the water. “While it may be a challenge for managers to have four separate generations in the workplace, it is important that new techniques are developed so the different generations can successfully work together,” (Bosco & Harvey, 2013, pp. 17). In order for a company to recruit and retain top talents they will need to cater some of their practices to the different work styles of these generations. Through the various studies of the differences amongst the four generations, employers are beginning to realize that the perception of a Baby Boomer and a

Some of the similarities include jobs with flexibility, value in giving back to society, and a good work-life balance. Findings from a 2008 survey revealed that “Gen Ys and Boomers, are looking for what we call a ‘remixed’ set of rewards: Flexible work arrangements and the opportunity to give back to society trump the sheer size of the pay package” (Hewlett, Sherbin & Sumberg, 2009, pp.72). These changes are challenging for talent managers “because it means letting go of cash as the prime motivator” but it is liberating because “if nonfinancial rewards are less expensive to fund, companies can lay out more plentiful options” (Hewlett, Sherbin & Sumberg, 2009,

Over 85% of Baby Boomers as well as Generation Y employees say that having flexible work options are important to them (Hewlett, Sherbin & Sumberg, 2009, pp.73). “Similar percentages (87% and 83%, respectively) say that work/life balance matters to them, so it’s not surprising that roughly two-thirds of both groups also wish for opportunities to work remotely” (Hewlett, Sherbin & Sumberg, 2009, pp.73). Generation Y employees “want the ability to work from home, work part-time, or take a leave of absence to raise their children or to pursue other interests” (Trends, 2009, pp. 19). With the growth in technology that has occurred in the past few decades, there is very little that prohibits employees from being able to work from various locations outside of the office. The option to do so is a very powerful one that motivates employees to put forth even more effort in their work (Hewlett, Sherbin & Sumberg, 2009, pp.73). Some companies that have implemented policies to allow flexible work are Citigroup and Best Buy. Citigroup’s Alternative Work Solutions program is one that is built with trust that allows their employees to work where and how they want (Hewlett, Sherbin & Sumberg, 2009, pp.75). Best Buy has also implemented a program that holds employees accountable for the results that they produce, not the hours that they work (Hewlett,