Conflict is normal in the workplace, but it could happen more often between two people of opposing generations. Understanding how to manage conflict across the generations will help to reduce the confrontation and perhaps avoid them in the future.
This module will teach you the following:
Younger bosses managing older workers
Avoid turnover with a retention plan
Breaking down the stereotypes
Let us begin with our first topic of younger bosses managing older workers.
Managing older employees could be a source for conflict. Older employers may feel they should be in charge or that you lack experience. The key to avoiding conflict with an older employee is to demonstrate respect and showing them that they are valued.
Use the ACE technique in avoiding conflict with your older employees. ACE stands for the following process:
Acknowledge your older employee’s experience and the value they bring to the team. Older employees may feel as if they are no longer valuable because of their age. Show them you value them by reflecting on their achievements and contributions to the team.
Caring for your older employee comes in many ways. Become interested with their personal life or hobbies. Take note of special things that took place in their lives. Show interest in their family and listen to them when they talk and mirror back what they have said to show you were listening.
Exchange ideas and ask for input from your older employees on issues and demonstrate that you value their opinions and solutions. Implement good ideas and give them recognition. When you implement their ideas, your older employee will be more willing to take in your ideas. Create a give-and-take environment between you and your older employee.
Avoidng turnover is easier when you are prepared. If you let turnover surprise you, then you are not paying attention to your environment. Whenever you are speaking with your employees, always attempt to gauge their level of engagement with their job and try to determine any issues before it is too late.
A retention plan should be made for each of your employees. You can make it as specific or general based on your needs. Here are some things to consider when creating a retention plan for your employees based on general based on your needs. Here are some things to consider when creating a retention plan for your employees based on generational traits.
Determine what values this person has based on their generational trait. Think of things that could be a motivating factor like schedule flexibility, incentives and recognition.
Prepare several focused questions that may lead to underlying issues. For example, you may ask questions about the reasons why they are dissatisfied with their job. Be frank with your employees and tell them that you want to keep them and will set up a follow up meeting to discuss possible solutions.
Ask questions about their personal goals and career milestones and see how you can help them achieve them.
Be ready to become an advocate for your employee. This means that you may need to do some research or speak with key people in human resources to help find more solutions.
Work with your human resource contact to develop a retention plan. They can give you solutions that are aligned with your company’s policies.
Stereotypes are formed when there is lack of information from the other side. Stereotypes are difficult to break because the thought process is difficult to detect. The best way to address stereotypes is to get your team involved in activities that helps build the team and places them in a situation that challenges all the participants.
For example, you can have your team take on a project that you team never done before. Perhaps you can engage your team with a friendly competition with another group or department where the focus is on the team.
Many activities can challenge your team. When your team is challenged, their best traits will come through. You may encounter resistance at first, but your job is to coach them through it.
Once you are done with your activity, hold a debrief meeting to spotlight the team and their achievement. Share commonalities that span the entire team. Finally, relate those commonalities to work related activities like project work, etc.
Carlos, a young manager in his twenties, found himself thinking about Sandy, one of his lower-level employees. She was a good worker, who was in her late 50’s. Lately, Sandy had seemed distant. She crossed her arms, frowned, and avoided group meetings.
Carlos stopped by and addressed this concern with Sandy. Sandy immediately said, “I guess I didn’t know how to say it, but I’ve been feeling bored with my work duties here. I’m not sure exactly what I’m working towards, besides just another day that’s the same as the last one.”
Carlos said, “Let’s work on a plan to help you first identify and then reach your work goals. For example, ideally, where do you see yourself in five years?”
Once Carlos understood that Sandy needed a new challenge, they worked together well. Carlos then went on to build retention plans for all his employees.
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