An excerpt from LinkedIn, written by Colin Dyer

Seeing this article on LinkedIn raised eyebrows because although it was written for the corporate world, it does apply to Locksmiths as well. As Locksmiths, you may have your children (or grandchildren) working at the company. Or maybe you are reading this as a second, third, fourth, or fifth generation already and have noticed the shift. Either way, when you bring the differences in generations into the work force, the ways each function is obvious. This article may be able to help bring harmony to the shop.

Making the Workplace Work for Multiple Generations

Making the Workplace Work with Multi Generations

What if your company looks and feels more like the bank your grandfather worked for?  In fact, four separate “generations” can and do connect in the workplace today, particularly as greater numbers of older workers postpone retirement:

  • Veterans – Born before 1945, these workers typically prefer private offices and working individually.
  • Baby Boomers – Accustomed to “conference rooms and cubicles,” Boomers typically like working face-to-face, but with options for privacy and separate meeting areas.
  • Gen X – Between ages 30 and 45, these task-oriented workers want to get work done as quickly as possible, and as long as it doesn’t interfere with deadlines, are comfortable working remotely.
  • Millenials – Fluent in e-comms and social media, these youngest professionals don’t think offices are at all necessary, see working remotely as the norm and prefer entirely open spaces for wandering, collaborating and innovating.

Considering these four diverse generations and their different views on work and life, employers face major challenges to develop and invest in workplace strategies that boost productivity, position employees and the business for growth, and reflect their companies’ cultures. Achieving that, while respecting generational diversity, calls for:

  • Knowing how the generations differ in terms of preferences, demands and priorities.
  • Understanding relationships between the physical workplace, work practices and technology needs.
  • Creating a workplace strategy roadmap that begins with goal-setting, sets checkpoints to gather feedback and adjust, and ends with strategy refinement and evolution.
  • Developing a vision for the future based on readiness for change.