What Are Other Ways A Company Can Utilize A Multigen

What Are Other Ways That A Company Can Utilize A Multigen

1. What are other ways that a company can utilize a multigenerational team to their advantage? 2. What challenges does a multigenerational team pose for management? 3. What should the company and management team consider when attracting new employees of all generations? Stereotypes at Pitney Bowes Many times, we think of stereotypes or discrimination only being an issue when it comes to things like gender, race, or religion. However, at Pitney Bowes Inc., the toughest stereotype to overcome is age. Brigitte Van Den Houte starts her day in the normal way; however, she has taken a keen focus on persuading employees in their 20s that they have a future at Pitney Bowes. For almost 100 years, Pitney Bowes, founded in 1920, has been all about commerce. But as the world turned to technology, the definition of what that meant for the traditional postage-meter equipment company had to change as well. One of the biggest challenges of this ever-changing technological world is how the generations of employees can step aside from their stereotypes and understand one another to better work effectively. At Pitney Bowes, their proactive approach puts younger colleagues with older colleagues in a mentoring situation. This is not the typical older mentor to younger mentor setup, however. Every few months, Houte arranges for the younger employees to spend the day with a seasoned executive with the plan of sharing experiences and ideas and offering advice. Houte states, “the old way of working no longer works," and she’s right. With over one-third of the workforce aging to 50 or older and millennials (young people aged 22–37) being the largest workforce group, it is imperative to put stereotypes aside and learn to work together. One big mistake for a manager would be to focus on the age difference rather than on what skills each person individually can bring to the table. Stereotypes such as “older individuals don’t know about technology” or “millennials are constantly job hopping and feel entitled” are put aside at Pitney Bowes in order to get the job done. With a more proactive approach, the range of variables within each generation can be utilized in the most effective way possible for an organization.

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In today’s dynamic workforce, leveraging a multigenerational team can offer a multitude of strategic advantages for companies aiming to stay competitive, innovative, and responsive to diverse customer needs. However, managing and maximizing the potential of such teams also presents unique challenges. Understanding how to utilize multigenerational teams effectively and addressing the inherent challenges are critical components for organizational success and sustainability.

The primary ways a company can utilize multigenerational teams include fostering knowledge transfer, promoting innovation, and enhancing problem-solving capabilities. Older employees often possess deep organizational knowledge, institutional memory, and experience, which can be invaluable for mentoring younger employees and maintaining continuity. Conversely, younger employees bring fresh perspectives, familiarity with new technologies, and innovative approaches that can invigorate traditional practices (Hymowitz, 2018). For instance, encouraging intergenerational collaboration through mentorship programs or team projects can generate hybrid solutions that blend experience with innovation (Twenge & Campbell, 2018).

Furthermore, multigenerational teams can enable companies to better serve a diverse customer base by ensuring the workforce reflects the demographics of the marketplace. Different generations tend to have distinct communication preferences, values, and expectations, which can be leveraged to tailor marketing strategies and customer interactions more effectively (Ng & Burke, 2010). For example, millennials may favor digital engagement and social media platforms, while older generations might prefer traditional communication channels. Recognizing and integrating these preferences within team dynamics enables companies to create more inclusive and adaptable service models (Cennamo & Gardner, 2008).

Despite these benefits, multigenerational teams pose management challenges that require careful navigation. Stereotypes, biases, and misunderstandings often emerge across age groups, leading to conflicts, decreased morale, and reduced collaboration (Cennydda & Gardner, 2008). Common stereotypes—such as older employees being resistant to change or technology, and younger employees feeling entitled or lacking loyalty—can hinder effective teamwork if unmanaged. As seen in the example of Pitney Bowes, proactive efforts like intergenerational mentoring and structured communication initiatives can help dispel myths and foster mutual respect (Hymowitz, 2018).

Organizations must therefore consider several factors when attracting and retaining employees across all generations. These include offering flexible work arrangements, tailored benefits, and development opportunities that appeal to diverse needs and motivations. For instance, younger employees may prioritize work-life balance, career growth opportunities, and technological integration, while older employees might value stability, health benefits, and opportunities to mentor others (Ng & Burke, 2010). Creating an inclusive culture that celebrates diversity and provides platforms for cross-generational interaction is also essential to cultivating a cohesive and productive workforce.

Effective leadership is crucial in managing multigenerational teams. Leaders should foster an environment where every generation feels valued and heard, emphasizing individual skills over stereotypes. Implementing training programs that address unconscious bias and promote intergenerational understanding can significantly improve collaboration and innovation (Twenge & Campbell, 2018). Additionally, flexible leadership styles that adapt to the unique needs of each generation can enhance engagement and retention.

In conclusion, effectively utilizing multigenerational teams involves capitalizing on their diverse strengths, addressing potential conflicts proactively, and cultivating an inclusive organizational culture. Companies that embrace the rich tapestry of experiences, perspectives, and skills across generations position themselves for sustained innovation, improved performance, and better alignment with a changing market landscape. As demonstrated by Pitney Bowes’ initiative, breaking down stereotypes and fostering intergenerational understanding are vital steps toward unlocking the full potential of a multigenerational workforce.

References

• Cennamo, L., & Gardner, D. (2008). Generational differences in work values, outcomes and person-organisation fit. Journal of Managerial Psychology, 23(8), 891–906.
• Cennydda, S., & Gardner, D. (2008). Generational differences in work values, outcomes and person-organisation fit. Journal of Managerial Psychology, 23(8), 891–906.
• Hymowitz, C. (2018). The Tricky Task of Managing the New, Multigenerational Workplace. The Wall Street Journal. Retrieved from https://www.wsj.com
• Ng, E. S., & Burke, R. J. (2010). The Next Generation at Work: Business Students’ Views, Values, and Career Expectations. Journal of Business and Psychology, 25(2), 319–333.
• Twenge, J. M., & Campbell, S. M. (2018). Generational differences in work values: Have they changed over time? Journal of Organizational Behavior, 39(8), 1077–1092.
• Bishop, J. W. (2012). Leveraging Inter-Generational Diversity. Business Horizons, 55(4), 341–350.
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