Employers can increase profits and improve morale by acknowledging the generation differences between their staff, says an Auckland psychologist.
At a recent "Mind the Gap" corporate seminar, Jean de Bruyne, director of human resource company QED Services, put working-age adults into four approximate categories: traditionalists, (born 1922-1942), baby-boomers (born 1943-1960),generation X (born 1961-1981) and millennials (born after 1982).
"Traditionalists tend to value hard work, dedication and sacrifice, have respect for rules, and put duty before pleasure and honour," she said.
"Baby-boomers tend to value optimism, team orientation, personal gratification, involvement, and personal growth.
"Generation Xers value diversity, technological literacy, fun and informality, self-reliance and pragmatism, while millennials are optimistic, confident, feel a civic duty, are achievement-oriented and have respect for diversity."
Ms de Bruyne said the different generations often had different approaches to work, career and communication.
"Our formative years help define who we are and how we view the world," she said.
The generation people grew up in was just one influence on adult behaviour, but by being aware of the differences, employers could recognise the need for different means of communication, feedback and job satisfaction.
"When generations fail to communicate, it can lead to reduced profits, increase recruitment costs, training and staff retention, affect morale, lead to grievances and complaints and may affect perceptions of fairness and equity."
She said the same standard of work performance should be expected of all employees and they should comply with the same policies and procedures.
"Information flows in all directions in a learning organisation. The most successful leaders find a way to let every generation be heard.
