培养一个健康的多铸铁劳动力

虽然在美国的世代竞争不是新的,但由于互联网,这些天可能看起来有点普遍和侵略性。

Popular online question and answer platform Quora has a trove of leading questions that highlight just how much animosity, stereotyping, and arguing takes place between, and among, the generations:

There are countless iterations of the timeless question,What is wrong the new generation?

有大量的响应nses, from all sides, to,Do millennials feel more entitled than previous generations?

Millennials, ever the subject of scorn from their elders, are more than willing to fire back, posing queries like,Did the baby boomers sell out America?甚至是令人震惊的钝,在婴儿潮一代死亡之后美国会变得更好吗?

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While such conversations are unlikely to occur in the workplace — or at least, not in such frank language — the tensions, assumptions, and antagonism that often underlies such lines of questioning undoubtedly do exist at work.The multigenerational workforce, and workplace,是现代公司的重要特色。取决于你如何管理它,multigenerational teams can be an asset or an HR nightmare.

When the Generations at Work Become Tribes

In larger offices, employees can self-organize into cohorts of similar age. While that isn’t a negative in and of itself, it can reinforce some amount of intergenerational rivalry, generalizations, and even antagonism and resentment. Obviously there is no real winning when this happens.

The kind of stereotyping and generalizations that characterize discussions about generations are harmful in a similar way to those made about races or genders. They may be founded on some kernel of truth — often some tidbitdrawn from a bell curve- 但得到过度扩张和歪曲的误判点。例如,世界上最强大的人可能会被录制为略高于世界上最强大的女人,但这是远离男性比女性更强大的断言。所以它与一代人一起。

还阅读:How Your Core Values Impact Your Employee Retention

世代横跨概括无意义;任何依赖于钟曲线的任何东西都往往是误导性的,因为总有异常值。Hallmark投诉均针对千禧一代 - 即使在其他地方需要他们的注意力时,他们也无法从手机中脱离 - 证明是普遍的:保险公司发现了senior citizens are even more likely to be distracted drivers比任何其他年龄组。但是你无法克服陈规定型和办公室群体的数学或图表。

Changing Labels Into Assets

Trying to eliminate self-alignment in the workplace is a lost cause. People will always look for ways to segregate according to some form of identity. The more important thing is to use this impulse对贵公司的优势在让它有机伤害办公室士气和统一之前。

Your recruitment game should be sensitive to the fact that, age notwithstanding, different people will gravitate toward different functions, and away from different challenges. That is a good thing — if you use that self-selection to facilitate communication between these disparate teams. For instance, the user experience (or “UX”) on your company website is assuredly a design challenge, one likely to be tackled by tech-savvy graphic artists, programmers, and web developers. But it is also a direct expression of company and brand identity, something liable to impact customer relations, sales, marketing — evenyour legal department could be implicated by poor online UX。似乎一个离散项目实际上影响了整个公司的任何不同和不同的部门。

这可以归结为一些熟悉的old bits of wisdom: we have more in common than might be apparent on the surface. The actions of the few affect the wellbeing of the many. Whether or not you understand each other’s roles or contributions, you need them.Value comes in many forms

The important element isn’t getting everyone on the same skill level, necessarily, but fostering thecommunication and rapport between themso that when, say, an older employee gets frustrated with the company computers, there isn’t an immediate tension when they turn to someone younger to ask for help. Reconciling the skills each person or group brings to the company creates positive associations, ones that are more likely to be reinforced by meaningful interactions rather than stereotypes. If certain skill sets or value contributions correlate along age lines or generational borders, who really cares? Better to have stereotypes associated with productivity and collaboration than disapproval, resentment, or unhealthy competition.

世代竞争和误解在社会中是不可避免的,但他们不必困扰你的工作场所。做你可以从负面协会,被动刻板印象和世俗工作团队转移到远离的东西。为打破筒仓和培养沟通,为合作创造机会。当你的团队看到他们的同龄人添加的价值时,它会崩溃departmental silos除了共同成功和共同目标的焦点之外,众所周远的差距。根据年龄阻止您的团队质疑彼此相互质量,道德或习惯,并让他们互相看到相互挑战的解决方案。

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