Four seasons in one day

Never before have so many generations with such diversity worked together. With employees staying in the workforce longer than ever, and Generation Y freshening the Baby Boomer/Generation X mix, it's quite possible to have four generations in a single team, each bringing a significant variation in working style, aspirations and attitudes.

Age diversity is now a significant issue for many companies, and it's a constant struggle to manage cross-generational conflicts. So how can managers turn those conflicts into a working environment that draws out the best in all? The secret, it seems is to understand the common experiences of each generation that define their assumptions and perspective on work.

Recognising that Boomers are process-focused and more likely to call meetings than X-ers who prefer specific jobs with concrete goals, or that Traditionalists are just as likely as Generation Y to come up with good ideas can help managers shape their style, but it's never easy.

We've got to try and make allowances for the different ways in which we work.

The Haemophilia Society's 29-year old Fundraising Manager Oliver Kemp says that it can still be hard to overcome the stereotypes: "In my sector, there's still some perception that oldies are reluctant to change and youngsters are overly demanding and impatient. But there are plenty of young people who are reluctant to change. And my most innovative colleague is 53. But when I'm talking to my peers in other charities, and to many of my younger compatriots, I see that they're frustrated by older, senior managers who are reluctant to implement changes that will benefit the organisation. We've got to try and make allowances for the different ways in which we work. Generally we don't!

"Within charities, I know we need to do more to value potential and talent as well as experience. At present, it's valued but within limits. I'm sure CEOs often feel it's difficult to justify taking on a talented but young individuals to their trustee board."

Matt Cooper became MD of Capital One in 1998 at the age of 31 and was: "always the youngest person in the room."

"I got some quizzical looks when people coming to interview for senior roles met me, but I've found once people get to know me and I them, the working relationships are easier. The more difficult relationships are with people who have only a perception of you from afar.

"My golden rule has always been 'do unto others as they would be done to.' It's about being able to put yourself in the other person's shoes: to appreciate what matters to them, not what matters to you. Every generation has its challenges. It definitely is harder to learn new things as you get older - but that's not to say you can't. It's down to managers to find the right ways to help people learn. And young people need to learn that they don't actually know everything.

"While there may be more things to consider as a manager today, the basics hold true: if you know how to bring out the best in your team, that team will be successful."

Rule of thumb*

While there will be many factors that draw employees together, it's worth understanding where the differences may occur. Some rule of thumb pointers about each generation are:

Traditionalists - born before 1945

• Much more likely to be male
• Very loyal - generally have had no more than three employers in their career
• Many will have had some military background - and are comfortable with top-down management
• Motivated by recognition for a job done well.

Baby boomers - born 1946-64

• Like to be recognised for their achievements - from a personal parking space to monetary reward to enhanced job titles
• Optimistic and idealistic
• Highly competitive
• Now looking for more work/life balance and for future generations to put their shift in.

Generation X - born 1965-1980

• Sceptical about the employment system
• Work is a means to an end
• Looking for freedom that will be achieved through training and development
• Techno-literate and unimpressed by hierarchies.

Generation Y - born 1981-1999

• Want their work to have value
• Want to make a difference
• Sociable
• Multi-taskers

*Synthesised from Cook Ross, Diversity Manager's Toolkit, 2004