I would ensure that each generation has a voice and isn’t overrun or ignored by others by building collaborative interrelationships among the young and old workers. This can be done by ensuring that all generations take part in all activities. Furthermore, I endeavor to encourage debate that can help employees in their 20s to apply what they learned from school at the workplace (Knight 1). I would also study my workers to find their expectations out of their jobs because of the differences in generations. Additionally, the use of reciprocal mentoring programs would enable younger workers brought up in a technologically savvy society to teach old workers the benefits of social media in improving results. This can also promote sharing of knowledge among workers from different generations. Lastly, mixed-age teams would also see to it that each generation has a voice.
I would handle conflicts that happen between the younger and older generation by doing the following: understanding that generational conflict is common among multi-generational teams, helping my workers understand that each one of them has different things and skills that they can bring to the table, consulting workers individually to understand different generations and their varied needs and desires of life. To handle conflicts among young and older workers, I endeavor to motivate them differently based on their needs (Knight 1). I would solve conflicts by finding out the cause of the conflict and handle it accordingly.
I would work through hurdles where some members are unable or unwilling to adapt to new technology by explaining to them the benefits associated with using new technology. For instance, I would explain to them how technology saves time, make work easier and how it has improved the performance of businesses (Knight 1). I would then convince them to accept and start using new technology.
Knight, Rebecca. “Managing People from 5 Generations”. Harvard Business Review. n.p., 2014. Web. 4 Apr. 2016.