Managing the Multi-Generational Workforce

As federal managers prepare for the coming generational shift in the workplace, they must take full advantage of the knowledge of their experienced workers, all while rethinking old paradigms about what work is and how it gets done, a new report suggests.

The report, released last week by the IBM Center for the Business of Government, found that there are three basic changes going on in the federal workplace that have the opportunity to make or break federal agencies: a multi-generational workforce, an increasingly dissatisfied workforce and rapid technological change and innovation. A major challenge for today's more seasoned workers is how to develop younger workers -- many of whom use technologies that are so far ahead of those adopted by the federal government -- into tomorrow's managers, the report notes.

"Managers who harness this unprecedented opportunity for growth, development and collaboration, and build bridges between generations, will thrive," the report states.

The report identifies six trends within the workplace that managers should focus on when looking to bridge the generational gap: the use of new technologies to communicate, work-life flexibility, developmental opportunities, new ways to reward and recognize employees, improved workforce engagement and increased emphasis on innovation.

Federal managers can build on these trends by emphasizing the ideas, challenges and opportunities that each generation brings to the workplace, put in place better mentoring and employee development programs, and go the extra mile to retain engaged employees, the report states. They also should rethink what work is and where it is done and offer more flexible work arrangements, such as telework and flexible and compressed work schedules. Social networking also should play a key role, and managers should reexamine workplace policies to embrace Web 2.0 tools, IBM said.