1 Running Head: MULTI-GENERATIONAL WORKPLACE 9 MULTI-GENERATINOAL WORKPLACE Dr. Atchison Today’s workforce is a diverse pool of people from multiple generations who bring distinct perspectives, work attitudes and work behaviors to the workforce. A leading challenge for employers has become how to manage a multigenerational workforce effectively. The collaboration, cooperation and creation of a company that is based on the coexistence of four generations, foster a high work performance environment, implement policies and procedures that support the vision of the organization, while creating an environment that values and respect cultural differences and diversity. Multi-generation Traditionalists (1925/1949) “silent” respect the chain of command. This generation is loyal and expect a long-term relationship with the company; can be great mentors for the company. And the Boomers (1946/1964) have experience and knowledge. This generation prefer leadership style and ensure to make a difference. Their communication preference is, face to face, personal interaction, personal calls and e-mail. Something interesting about this group is that they do not want to retire, which is challenging companies to learn how to manage this generation. Generation X (1961/1981) seek work-life balance. This generation is flexible, independent, and a generation of entrepreneurs. They value freedom and responsibility in the workplace, have a disdain for structured work hours and being micromanaged. Communication preference for this generation is, via e-mails, conference calls, and text messages. And the Millennials (1982/2000)are the most diverse and most educated generation. Their work-life balance has to be part of their work, this generation desires flexibility. This generation is optimistic, multitask, and tech-savvy. Millennials communicate with the whole world through social networks, text messages, blogs, and e-mail (McNamara, n.d.). Will there be challenges managing a multigenerational workforce? Yes there will be, however a company that creates a culture for managing a multigenerational workforce will be successful. Some of the challenges may be, recruiting, training, how to overcome communication styles, generational stereotypes and cultural differences. These challenges can be overcome by the company establishing policies and procedures that addresses company expectations in the workforce and creating a diverse culture that foster a culture for all generations. A multigenerational workforce is one of the most important assets for a company. The experience and knowledge of some and the desire to be innovative and the enthusiasm of others will contribute to the value and progress of an organization. Workforces that are multigenerational, when managed properly will have the competitive advantage, be a high performing organization and employ high work performers, by leveraging the talents and skill sets to obtain maximum job performance ...

1. 1
Running Head: MULTI-GENERATIONAL WORKPLACE
9
MULTI-GENERATINOAL WORKPLACE
Dr. Atchison
Today’s workforce is a diverse pool of people from
multiple generations who bring distinct perspectives, work
attitudes and work behaviors to the workforce. A leading
challenge for employers has become how to manage a
multigenerational workforce effectively. The collaboration,
cooperation and creation of a company that is based on the
coexistence of four generations, foster a high work performance
environment, implement policies and procedures that support
the vision of the organization, while creating an environment

2. that values and respect cultural differences and diversity.
Multi-generation
Traditionalists (1925/1949) “silent” respect the chain of
command. This generation is loyal and expect a long-term
relationship with the company; can be great mentors for the
company. And the Boomers (1946/1964) have experience and
knowledge. This generation prefer leadership style and ensure
to make a difference. Their communication preference is, face
to face, personal interaction, personal calls and e-mail.
Something interesting about this group is that they do not want
to retire, which is challenging companies to learn how to
manage this generation.
Generation X (1961/1981) seek work-life balance. This
generation is flexible, independent, and a generation of
entrepreneurs. They value freedom and responsibility in the
workplace, have a disdain for structured work hours and being
micromanaged. Communication preference for this generation
is, via e-mails, conference calls, and text messages. And the
Millennials (1982/2000)are the most diverse and most educated
generation. Their work-life balance has to be part of their work,
this generation desires flexibility. This generation is optimistic,
multitask, and tech-savvy. Millennials communicate with the
whole world through social networks, text messages, blogs, and
e-mail (McNamara, n.d.).
Will there be challenges managing a multigenerational
workforce? Yes there will be, however a company that creates a
culture for managing a multigenerational workforce will be
successful. Some of the challenges may be, recruiting, training,
how to overcome communication styles, generational
stereotypes and cultural differences. These challenges can be
overcome by the company establishing policies and procedures
that addresses company expectations in the workforce and
creating a diverse culture that foster a culture for all
generations.
A multigenerational workforce is one of the most important
assets for a company. The experience and knowledge of some

3. and the desire to be innovative and the enthusiasm of others will
contribute to the value and progress of an organization.
Workforces that are multigenerational, when managed properly
will have the competitive advantage, be a high performing
organization and employ high work performers, by leveraging
the talents and skill sets to obtain maximum job performance
from each generation.
Recruiting
Recruiting is defined as “Any activity carried on by the
organization with the primary purpose of identifying and
attracting potential employees” (Noe, Hollenbeck, Gerhart, &
Wright, 2019). With the advancement in technology, there have
been many advancements in the way recruitment is done.
Digital technology has become a key in Western society which
is directly affecting how people are now finding jobs. With
resources such as LinkedIn, Zip Recruiter, Indeed, and Monster,
the need for recruiting by newspaper ads and fliers has almost
disappeared. According to Dalessandro C. (2018) “
With job boards, networking platforms, and employment
agencies recruiting by anything other than a technology-based
application has become almost obsolete. Because millennials
have grown up surrounded by technology, they are comfortable
with searching for a job using online resources. Though
research shows that older generations are interacting with
different digital technologies, millennials lead these groups in
technology use (Raine & Perrin, 2016). Tech savvy boomers
are more likely to be recruited using an online resource.
Even with the advancements in technology, recruiting requires a
human aspect to place the right people in the right positions.
Many companies are also asking their employees to help with
the recruitment process by offering referral incentives.
Referrals are people who apply because someone in the
organization prompted them to do so (Noe et al., 2019). When a
person working for the company truly believes in the company
and their contribution to the organization, they can help
successfully advertise for the company by word of mouth.

4. Recruiting by referrals can easily be done by someone
belonging to any generation.
Motivational Theory
One of the most difficult tasks an employer will face is how to
motivate their employees. An employer needs to be able to
motivate and inspire their employees to work towards a vision
help by the employer (Leonard, K., 2019).Motivation in the
organization is important, motivation improve the performance
of the employee, leads to the achievement of the organizational
goals, build workplace relationships and stability in the
workplace. Having motivated employees is essential for the
success of any business big or small. By motivating your entire
workforce, you can achieve maximum productivity. In order to
do this many companies will adopt different Motivational
Theories.
Maslow’s theory explains that an individual is motivated
according to the level of needs, and he will progress depending
on how well these needs are addressed at each level. Needs at a
basic level include security, social needs, psychological needs
and favorable working conditions. The needs are addressed by
ensuring there is security at the workplace and workers are
friendly and respectful. Organization leaders need to be
mindful that motivation is realized based on a need and in order
to effectively motivate a multigenerational organization,
organizations to understand the need of the employee, champion
a culture of camaraderie, and give recognition, when are where
recognition is due.
Sexual Harassment
In a multigenerational workplace organizations need to have the
responsibility to maintain a work environment that is free from
harassment, which includes sexual harassment, as well,
implement policies and procedures that foster a work
environment that is understandable for all generations. For
example, the Me-Too movement is a movement that was started
by the survivors of sexual violence in order to bring awareness,
create solutions and stop sexual harassment and violence

5. (Metoomvmt.org, 2018).
In recent years the movement has gone viral on many social
media platforms and has helped change and bring awareness to
sexual harassment in the workplace. The Me-Too movement has
changed the workplace in several ways. It has brought attention
to negative actions. The movement has highlighted the problems
that must be dealt with, all while showing the importance of
evolution in training and regulations.
Sexual harassment is defined by the EEOC as,
unwelcomed conduct that is sexual in nature (Noe, Hollenbeck,
Gerhart, Wright, 2019). Interaction between co-workers has
been of the biggest changes in recent years regarding the
movement. What has been considered standard or acceptable
behaviors are now received or viewed as potential harassment.
Sensitivity and openness to report sexual harassment has
increased due to the movement, making actions such as
speaking too closely, comments about appearance,
hugging/physical touch and questioning about one’s personal
life unacceptable and punishable (Smarrt,2017).
There is a very big generational disparity between what baby
boomers and the millennials consider sexual harassment.
Women above 50 years feel that the society is at the risk of
entering an era characterized by sexual correctness that is so
extreme, leaving men feeling like they are under extreme
scrutiny in relation to their interaction with their female
counterparts. Research has found that older women consider
certain behaviors acceptable, and their younger compatriots
consider them inappropriate. For instance, wolf-whistling is
deemed acceptable and flattering among older women, yet
younger women consider it improper.(McGoogan, 2017).
The baby boomer women were so immersed in other serious
battles like equality rights, and probably didn’t have the time to
deal with sexual harassment. The millennial generation on the
other hand is deeply focused on sexual harassment that is
widespread, as well as the institutional silence that exists over
sexual abuse women face at the workplace.

6. This is a historic moment in the workplace, four generations are
“transforming the way work gets done” and as modern medicine
improves and people are living longer, older generations are
putting off retirement, the possibility to have five generations
will become a norm. Leveraging the emotional intelligence that
is fostered from each generation, the benefit each generation
brings, technically, socially and innovation which will result
into a high performing multigenerational organization.
Companies that anticipate the addition of Generation Z entering
the workforce and know how to manage and engage different
generations in the workforce, will be most successful.
Millennial Medium –Sales Representative In-house Training
Program
· PotentialCandidate - Identify potential candidate based on
performance evaluation.
· CareerDevelopmentPlan - Establish a career development path
for potential candidate.
· TrainingImplementation -implement training program for
candidate based on career development path.
· TrainingAssessment - Establish assessment to test knowledge,
skills, and abilities for candidate and award with certifications
or continuing education credits.
· Feedback and Evaluation - Seek feedback from the candidate
and continually evaluate the program for effectiveness and
keeping relevant training material.

7. References
Dalessandro, C. (2018). Recruitment Tools for Reaching
Millennials. International Journal of Qualitative Methods,
17(1), 1–7. doi: 10.1177/1609406918774446
Leonard, K. (2019). How to Apply Motivational Theories in the
Workplace. How to Apply Motivational Theories.
McNamara, Carter MBA PHd. Understanding Generational
Differences: Guidelines and Resources. Retrieved
fromhttps://managementhelp.org/interpersonal/understand-
generational-differences.htm
McGoogan, C. (2017). Millennials vs Baby Boomers: What
Constitutes Sexual Harassment and how to Deal with it.
Millennials vs Baby Boomers: What Constitutes Sexual
Harassment and how to Deal with it.
Noe, R. A., Hollenbeck, J. R., Gerhart, B. A., & Wright, P. M.
(2019). Fundamentals of human resource management (8th
ed.). New York, NY: McGraw-Hill Education.
Organization, Metoomvmt. (2018). About. Retrieved from
https://metoomvmt.org/about/#history.
Raine, L., & Perrin, A. (2016, March 22). Technology adoption
by baby boomers (everybody else). Pew Research Center.
Retrieved from
https://www.pewinternet.org/2016/03/22/technology-adoption-
by-baby-boomers and- everybody-else/ Larsen, S. E., Nye, C.
D., & Fitzgerald, L. F. (2019).
Smartt, N. (2017, December 20). Sexual Harassment In The
Workplace In A #MeToo World. Retrieved October 25, 2019,
from
https://www.forbes.com/sites/forbeshumanresourcescouncil
/2017/12/20/sexual- harassment-in-the-workplace-in-a-metoo-
world/#3f04f38e5a42.
Potential Candidate

8. Career Development Plan
Training Implementation
Training Assessment
Feedback and Evaluation