Response to discussion 3
Managing Multiple Generations, the Lindedln’s video, explores millennials’ talent development and qualities. “Millennials tend to share some defining characteristics, such as pragmatism, optimism, and an aversion to autocratic leadership styles” (Brown, 2017). This global generation is known to be tech-savvy. They are loyal to people and not an organization. Millennials want their employees to care about them, and just the financial results.
Millennials have many competing choices and opportunities, and need a compelling reason to join an organization. They do not like outdated systems or ideas and will challenge their employer. Rethinking the company training and development, to update outdated practices, will attract talent into the workplace faster. I work with millennials every day, and they want work-life integration in the workplace to give them different opportunities and flexibility in when and how they work.
Stephanie
John Tarnoff discussed the importance of age diversity in the workplace. Some notable key points that stuck with me, were bringing together multiple generations can benefit organizations by solving complex challenges while improving productivity. He also discussed how managers should have them develop protocols to preserve best practices and intellectual capital. This is important because multi-generational workplaces are more effective when all groups bring their skills and experience to the table. Working together promotes knowledge sharing, innovation, and cohesion.
The video demonstrated a realistic view of millennials. They tend to be more technologically capable and value their leisure time and family. While the Boomer generation believes they should be loyal to one company and they will be successful. For instance, any time my husband and I discuss changing occupations, my in-laws are spent into a frenzy. They both served 20+ years in the military. They think I should continue my career until I reach retirement age in the military. However, being that I am a Gen Z, I want to try something new that I will be able to use my degree in. Millennials love having the flexibility. (Trinet Team, 2024)
Employers can develop and maximize their team’s performance by fostering a culture of inclusivity and continuous learning. This can be done by incorporating relevant training, mentorship programs, and other professional opportunities that accommodate each generation. According to Schrader et al (2011) employees should be seen as human capital or valuable assets to the organization. To manage the performance of the team, the manager could reward team members with gifts that appeal to all of the employees. For instance, a manager rewarding his team with a free day because they sold 2000 cars in a quarter. The team’s performance can also be maximized by effectively communicating and providing training to their week areas while consistently empowering them to evolve the organization.
