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Gear up your training to suit a multi-generational workforce
It is well known that the training needs of employees depend on a number of factors like their current level of knowledge on the subject, their learning style, job requirements and personal attitudes. Today, it is not uncommon for people from four different generations to cohabit workplaces, and expectedly, the resulting clash of communication styles and approach spills over to all aspects of work including learning and training needs. Under such circumstances, a one-size
fits all kind of approach does not yield desired results.
In an ideal situation, all employee training programmes must be aligned to individual needs and learning styles. Where individual training is not feasible, the programmes must at least respect the generational differences in learning patterns and operational styles, so that each generation of workers is trained in a manner attuned to their working and learning styles. Here is what you need to keep in mind when designing training for four different generations of workers.
The Veterans (born before 1946):
The most experienced of the lot, these people are from a time before the information technology revolution. Their educational credentials may be out of date, but the organisation can benefit greatly from their worldly wisdom and extensive knowledge. The training style has to be at slower pace, more hands on and more in depth to enable seniors understand and relate to what is being said.
Since they lack the required technological expertise, veterans often have reservations about training programmes that are technology based. In fact, many older workers resist training of any sort, as they feel that there is little value in undertaking further training, owing to their age. This however is not true, and it is important that they are gently and consistently coaxed into training so that they can share their experience and skills with the younger techno-savvy generations in the workplace. There are also other ways in which the organisation can get seniors involved in training. Try getting them involved as instructors and trainers in areas they are comfortable with. Or you can ask them to consider an organisational problem and suggest possible solutions.
The baby boomers (1946-1964) :
The baby boomers have been through major upheavals and have seen technologies that have changed the world. In fact, much of the technology as we have it today was born and given shape to in the baby boomer era. These people are smart, savvy, ambitious and hardworking. They are known to be work-centric. Many plan to continue working well past their retirement age.
It is important therefore that they update their skills to keep pace with the brash young pack of the future. No computer animation or video game rehearsals for these guys. This generation has a particular penchant for learning by doing. Remember, they are from a time when employee training just about figured a two minute introduction and a cursory ‘Okay, now get to work!’ order that the boss barked out before heading out of the door.
These guys really like getting into the thick of things straight away. Feedback is not nearly as important to them as the need to see the fruits of their labour.
Having come up the hard way, they don’t expect any handholding, and tend to be skeptical of the flighty younger generations, as they see them.
GenerationX (1965-1980)
GenXers are a high-performance, high-maintenance generation. Feedback is important to this generation, as is recognition and appreciation. They are extremely self confident; they know what they are worth, and their attitude is that the organisation better give them their due if it wants to retain their services. Most of these workers are at the prime of their life, and they are willing and eager to learn any new skills that will help in their career growth. Technology is no problem for this age group as they grew up with it. Not much of classroom coaching or spoon-feeding is needed either. This is a generation of independent thinkers, often preferring to do their own learning.
GenerationY (after 1980)
This is a generation that was born into technology. They do not know a life without their Ipods and Blackberries. This is a generation of workers that hates getting their hands dirty without reason; a generation that exemplifies the motto, if there is an easier way, then why do it any other way! They expect instant gratification, and have no patience with lengthy and slow processes. These guys want their training, just like everything else in life, to be on their terms. If you can’t keep up, don’t blame them for giving you ‘what are you doing in my orbit?’ looks. Be prepared for a lot of questions, for this is an inquisitive young set, keen to explore new ideas and quick to challenge convention. Feedback is all-important for GenerationY along with plenty of appreciation and recognition.
Plenty of hand-holding, coaxing, flattery and wheedling may be required to get the best out of these guys, but when it comes to bottom-line smarts and pure, unadulterated brilliance, these guys really take the cake. They make it all seem so easy!
Friction arising due to disparity in outlooks and working styles is inevitable in a multigenerational workforce. When training programmes are designed to work around this factor, rather than against it, conflicts arising due to the much hyped about generational gap can be salved, and everybody can derive maximum benefit from the training offered.
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BINDU SRIDHAR
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