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Generation next: With four different age groups in the workplace, bridging the gap is critical(The Decatur Daily (AL) (KRT) Via Acquire Media NewsEdge) Aug. 31--Go ahead, baby boomers. Admit it. You think the 20-somethings the company has hired are spoiled and lazy. Guess what. Those 20-somethings are as unimpressed with your workaholic habits and may laugh behind your back that it takes you three times longer to do the same project because you lack their computer skills. It's a growing conflict between both groups in today's workplace. And that's just the half of it. For the first time, America has four generations working side by side. Each has distinct life experiences and thus, different attitudes, desires, goals and motivations. Forging four thought patterns into one company mindset is a critical and immediate challenge facing plant managers and business owners, particularly as they must transfer the knowledge from their elder employees nearing retirement to the new hires. The good news, said one Decatur industry, is the different groups can work together, and those who can master the differences can gain an edge on their competitors who don't. 3M, which has more than 1,000 employees and contractors at its film and chemical plant, got a wake-up call on the generational conflict four years ago. The company on the Tennessee River hired about 200 workers as part of an expansion. A recurring scenario revealed the older workers liked to walk throughout the plant to personally check on equipment, whereas the younger ones preferred to stay in front of their computers to check data. Rebecca Morlando, film plant manager, said they are both doing the same thing, but one sees the other as lazy and one sees the other as not using the available technology. "They will literally scold each other," she said. "They will just stare at each other because they can't figure out how to have a conversation." Initially, 3M executives alerted all the key managers and started teaching them to recognize generational differences and better communicate with them. In January, they went to a full-court press, requiring all supervisors to receive training. Morlando said problems from the generational gaps never slowed production, but hurt morale and communication. So who are these four generations, and what sets them apart at work? --Matures or veterans: The 35 million born before 1945 who define themselves by doing a good job and see work as an obligation. They prefer formal communication, memos. --Baby boomers: The 80 million born between 1946 and 1964 who define themselves by their job titles and awards and trust that hard work equals great reward. They see work as an adventure and like to communicate in person, often with meetings. --Generation X: The 45 million born between 1965 and 1980 who define themselves more by what they do outside their jobs and see work as a difficult challenge, a contract. Taught to question authority, they're suspicious of Baby Boomer values. They like direct, immediate communication. --Generation Y or millennials: The 75 million born after 1980 who define themselves by what they know and see work as a means to an end. They're individualistic, yet prefer to work in teams. They're technology proficient and prefer to communicate via e-mail, voice mail and text messaging. The key issue that affects all four groups is transfer of knowledge. Matures and older baby boomers are retiring or nearing retirement. They have valuable experiences that keep a company working efficiently, and their know-how must be passed on to the younger generations. An example of how that leads to conflicts came up when 3M set up its own version of Wikipedia to help transfer knowledge. It works basically the same as the Internet information site but is limited to the company computer system. Anyone at the plant can post instructions about a facet of production and update or alter it accordingly. Morlando, a Gen X'er, said Gen Y's are comfortable with this concept and show no hurt feelings when an older worker changes or updates their reports, but baby boomers don't care for it. "One, they couldn't understand why it was operational if the information wasn't perfect and still open to changes," she said. "Secondly, they would ask why would it allow input from Gen Y's. They were like 'How dare you publish that (Gen Y information) when I'm the expert.' " Hours worked Many 3M baby boomers habitually show up for work 30 to 45 minutes early, regularly stay as long as their superiors and take work home daily, Morlando said. They take great pride in that and tend look down -- while glaring over their watches -- on those who don't follow their example. Like most Gen Y's, as well as Gen X'ers, Gil Olive, a 25-year-old engineer with 2 1/2 years at 3M, said he's not overly impressed that baby boomers work longer hours. "If you asked him what he did in those 40 to 50 hours, he'll say, 'Well, that's not important.' I'm like, if I can get my work done in 30 hours, why should I?stay here 40 hours?" Olive said. Generational surveys show both younger generations seek more balance between family and work than baby boomers and will put work out of their minds the minute they leave the office or plant. Straight to the source Susan Wheeler, a 46-year-old production manager, said she's noticed Gen Y's often leapfrog Gen X'ers because Gen Y's seek information and want it immediately. "(Gen Y's) don't go to their supervisor," she said. "That generation will go straight to the engineer or whoever has the answer. A baby boomer like me would never go directly to the engineer." Bypassing the Gen X'ers may be unintentional snub, but it irked some of those supervisors, Wheeler said. And while baby boomers may appreciate the Gen Y's' respect in asking for help, Morlando said, boomers were reluctant to share information with those who hadn't paid their dues or proven their loyalty. "There's that 'I did it this way, so you're going to do it, too,' " she said. The Gen Y's at 3M are not lazy and are highly ambitious, Morlando said. That's consistent with national studies that show Gen Y's are ambitious but also aimless or ungrounded in reality. I want it now Morlando and Wheeler said they've encountered fairly new employees who boldly talk about deserving big promotions or seeking management positions far ahead of the normal schedule. "And we were thinking, 'Grow up!' " Wheeler said. Morlando said it's not really Gen Y's' fault. "They were taught by their parents that they can do anything," she said. 3M concerns about generational gaps became more pressing last fall when a routine survey showed the interests of younger employees contrasted with some longstanding company practices. One key issue was a desire for flex time. In addition, Morlando said 3M was aware that it was harder to keep Gen Y's from leaving the company after two or three years. And if 3M couldn't keep them around longer, then the company couldn't complete that vital transfer of knowledge. Learning the differences The key, she said, is learning what each generation needs to feel successful and teaching them that just because one group works differently, it doesn't mean it's wrong. Successful training 3M's training, which involves video sessions taught by Cam Martston, a nationally recognized expert on multigenerational relations, has improved communications among the four groups, Morlando said. "They know how to talk about their differences now," she said. Rick Thompson, a 60-year-old logistics supervisor who has 40 years experience with 3M, said it plainly. "You have to want to pass it on," he said about transferring his knowledge to the new generation. "So you better get along." 4 generations in the workplace Generational context is not about age, but common experiences. Matures 35 million people, 5 percent of work force. Experienced hard, hard times, then prosperity. Influenced by the military. Value group over the individual; will conform for the team. Believe experience is the best teacher. Never mix family and work. Define themselves by doing a good job. Heroes: Armies. Baby boomers 80 million people, 45 percent of work force. Most influential people today. Very competitive, workaholic. Believe hard work equals great gain. No balance between work and family life. Define themselves by their jobs and job titles. Success must be visible: trophies, lifestyle elements. Heroes: World leaders. Gen X'ers 45 million people, 40 percent of work force. Taught to question authority. Jaded since youth. Came of age when institutions were under severe criticism. Suspicious of baby boomer values. Seek a balanced family/work life. Define themselves by what they do outside of work. Heroes: People who have proven themselves (parents, teachers, coaches). Millennials (Gen Y's) 75 million people, 10 percent of the work force. Overscheduled and coddled upbringing bred "instant gratification" mentality. Busy and stressed. Ambitious but appear aimless. 50 percent move back home after college. Gravitate as teams and packs but maintain individualism within group. Seek a balanced family/work life. Technology proficient. Define themselves by what they know. Heroes: Undetermined. To see more of The Decatur Daily, or to subscribe to the newspaper, go to http://www.decaturdaily.com Copyright (c) 2008, The Decatur Daily, Ala. 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