We’re at a moment in time when today’s workplaces can easily include people from a variety of generations. Due to different worldviews and experiences, there are bound to be some challenges and communication gaps in the workplace. Yet, on the flip side, multigenerational workplaces can be exciting, impactful places to be!
To bridge multigenerational communication gaps and challenge assumptions, Harvard Business Review (HBR) recommends strategies such as…
Encourage Mutual Mentoring. Mentoring relationships don’t just need to be older folks mentoring younger ones. Mutual mentoring encourages two-way efforts, sharing tips and insights in both directions. Plus, “reverse mentoring” gives junior staff the opportunity to offer experiential learning to their older colleagues with low embarrassment risk.
Focus on Common Ground to Build Trust. To break through the assumptions and stereotypes of different generations, work to find commonalities across generations. “Create opportunities for colleagues with shared strengths, passions, and life experiences to connect on projects, charitable work, and in social events,” suggests HBR. This can help create cross-generational bonds.
Build Bridges Across Communication Divides. There are generational preferences for communicating by email, messaging, phone and social media, for sure. And there can be misunderstandings about vocabulary, acronym and emoji use. So, discuss multigenerational communication; talking about successful ways to get past these disconnects among multigenerational family members is a reality for many that can help enhance understanding in the workplace, too.
Make Reskilling a Strategic Priority. To create resilient workforces, help valued employees develop new expertise. This helps them stay relevant and continue to contribute while also taking their existing skills into account.
Create Psychologically Safe Work Environments. Work to create a culture where staff members can comfortably contribute ideas, raise concerns, share their unique perspectives and state when they’re having trouble. As a result, those from various generations will likely feel more comfortable being openly vulnerable, which can lead to job growth and satisfaction.
Sources: Harvard Business Review, 8/25/22 and 1/5/23
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