Communication style differences between generations in the workplace

Managers at the hospital struggled to find time to meet with staff about career concerns, but millennials longed for career mentorship. There are some general ideas you should keep in mind when managing generational differences in the workplace for your frontline staff.

Keep things conversational, not corporate Keep the team communication distributed over communication channels by complexity and importance. Guiding someone, opt for face to face. This is especially important as companies adapt to more text-based communication for frontline workers.

In general, you want a reason to message someone. If you see a coworker you need to speak with commented on a company post, try to initiate a conversation. Understand that people might take more time to respond to your feedback than you are used to. Some generations are more sensitive about respecting their free time and may wait to reply until they are at work again. Prioritize flexibility Jacquelynn Wolff , a Boston resident, received an offer for her dream job.

But it was in New York. Workers worldwide are asking for a flexible work environment. About half of the global workforce would consider quitting a job if workplace flexibility ends after the pandemic. But work flexibility might mean different things for different generations. There is no one-size-fits-all solution. Work-life balance varies from person to person.

Ask your employees. Survey them and find what they prefer. Include everyone and adapt your feedback style Frontline employees tend to work away from the office. That varies with each generation. Younger generations grew up with likes and shares of social media. They like frequent attention. Sixty-six percent of Gen Z preferred feedback every few weeks.

You can send a shout-out tweet to a millennial and Gen Zer. They may love it. Baby boomers and Gen Xers might not share this response. Older generations tend to prefer face-to-face meetings. Suggest improvements in one-to-one meetings and congratulate them in front of their colleagues for maximum effect. Ask your employees how they prefer to learn about their performance.

Not every millennial has a Twitter account, and not all baby boomers enjoy phone calls. Survey for group feedback and keep track of what each individual prefers. You may find your workers follow a similar pattern to their generation, or they may surprise you.

Use a multidimensional approach to communications and try to reuse content to suit as many people as possible. For example, if most of your workforce prefers in-person meetings but others learn better on their own time, record videos of in-person announcements to reshare later. Pass the tools of internal communications to your employees.

Employee-generated content is compelling. You can add personality, create meaningful connections, and put a face to the dry policy updates. Have a central repository like Blink that can mix rich content like videos and images with conversations and calls. Keeping everything in one, mobile-friendly place makes it easier to reach others and communicate the way that works best for everyone. Keep channels open for constant feedback about what could be improved.

In Presti, the plaintiff claimed that negative performance reviews and an adverse employment action were based in part on her communication style rooted in her Italian culture. Will the virtual communication systems exacerbate potential conflicts within a workforce arising from differences in communication styles that are inherent among different generations, cultures, and abilities, for example?

Younger generations, raised unaware of a life without the iPhone, find comfort and efficiency in typed, short-form messages for communication. In contrast, the older generations may prefer a phone call as it most similarly imitates face-to-face conversation. What that person believes to be increased engagement, may be interpreted as unprofessional or immature to a co-worker from another generation.

Cultural Differences Communication styles increase in complexity as the analysis strays from generational gaps to more immutable characteristics such as gender and national origin. Avoiding the trap of generalizations proves challenging when it comes to communication styles.

Anthropologists such as Geert Hofstede have delved into cultural commonalities and patterns to understand complexities more clearly between cultures. The acceptance of hierarchical structures and resulting inequities in society high and low power distance dimension. The extent to which a culture adopts traditional emotional gender roles and values competition. Masculine societies are more openly gendered than feminine societies masculine and feminine dimension.

The extent to which a culture seeks to reduce unpredictability through intolerance of non-conforming ideas and behavior, and values consensus, or is not threatened by unique ideas or people, and is more accepting of uncertainty high or low uncertainty avoidant dimension. The extent to which a culture incorporates non-verbal cues coupled with well-defined social protocols to communicate or relies on verbal communication for information and values self-expression high context vs low context dimension.

The emphasis a culture places on duty as it relates to a job or career over work-life balance restrained vs indulgent dimension. Each of the above six dimensions can affect the meaning and perception attributable to a communication between or among diverse groups that exist within the workplace.

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