Generation Gap May Cause Workplace Conflicts

We as know, distinct differences often exist in the values held by members of a one generation compared to the values of a different generation.  Individuals experiencing the great depression have a different perspective than young employees who are comfortable paying for purchases with a smart phone.  Conflict between members of different generations exists in almost three-quarters of organizations, and more than half of organizations actively work to reduce that conflict, according to a new poll from the Society for Human Resource Management (SHRM).

According to the survey, five generations will be represented in the U.S. workforce next year.   This is significant because multigenerational discord can impede workplace relationships and lower engagement.  When asked the extent of intergenerational conflict in the workplace, 44 percent of respondents said it existed “to a slight degree” in their organizations, 25 percent said “to some degree” and 3 percent said “to a large degree.”

The news is not all bad.  About one-quarter of the more than 400 randomly selected HR professionals said intergenerational conflict doesn’t exist at all in their workplaces. Small organizations were more likely than larger organizations to report that it was not an issue.

What concerns do managers raise about the performance of younger workers? Inappropriate dress topped the list, followed closely by poor work ethic. Informality, the need for supervision, and lack of respect for authority were mentioned by more than one-third of respondents.

What complaints do younger workers raise about older managers? Resistance to change was mentioned by 47 percent of respondents, followed closely by a lack of recognition and the tendency to micromanage.

Technology was mentioned across generations but for different reasons. Asked what concerns have been raised about younger workers, 38 percent said “inappropriate use of or excessive reliance on technology.” Asked what concerns younger workers have about older managers, 31 percent replied “aversion to technology.”

As for how generations view work and life issues, “Millennials” (those born between 1981 and 1995) see effective and flexible workplaces as a necessity for long-term productivity and engagement. Lack of respect for workers’ work/life balance was mentioned as a complaint about older managers by 31 percent of respondents.

Fifty-six percent of respondents reported that their organizations actively work to address intergenerational conflict. The most common tool was coaching and mentoring for managers, mentioned by 61 percent. Forty-four percent said they implemented or increased coaching for non-managers, and 38 percent said they increased training on job expectations for new hires.