Print
Close Window
From: www.itworld.com
In the workplace: Tips for managing different generations
November 12, 2008 —
Bold and brash versus cautious and formal. Putting clichés and stereotypes aside, it's time to get a grip on the reality of today's IT workplace environment. Different generations have different work styles, and it's important to appreciate those differences, and find ways to listen and respect each other.
John Sisti, General Manager and Vice President, Reotemp Instrument Corp., a manufacturer of temperature and pressure instrumentation in San Diego calls it the "old pilots" versus the "bold pilots" versus the "old bold pilots" view. A younger IT professional may rush into troubleshooting without necessarily considering all of the potential issues, which eventually may add to recovery time. IT veterans, on the other hand, typically have a more measured approach.
"Those who are newly minted are generally much more aggressive and don't have the wisdom as to how [to] approach something new or the experience that you pick up over years," says Sisti, who bases this observation on more than 30 years of technology experience.
While IT veterans are said to be more risk adverse, work at a more measured pace, and have the advantage of years of experience, their younger counterparts make up for their youth and lack of experience with high energy and creativity. For instance, older IT workers often view a BlackBerry as simply an email tool, while younger workers are quick to find creative uses for the hand-held device, such as downloading database information for quicker troubleshooting.
Eric A. Mortensen, lead database administrator/database architect at The Sherwin-Williams Co., a manufacturer of paints and coatings, in Cleveland tells this story to illustrate how different generations approach IT troubleshooting.
His Oracle work environment requires frequent patches to fix bugs or add software functionality. Unless a specific Unix variable is set correctly, patches may fail on application.
When more experienced DBAs first encounter this problem, they generally research Metalink, Oracle's online knowledge database for a solution. Less experienced colleagues, on the other hand, tend to e-mail peers for recommended solutions.
"The interesting thing is that both methods do work and, in reality, the method that the younger workers apply probably can get them a quicker answer to their immediate question," says Mortensen. The problem though is that they don't gain the important research skills he has acquired over 15 years.
Different tools
Experts point out that younger IT workers were weaned on computers, and are naturally more comfortable with social networks and technology such as instant messaging and Twitter. "Their tools are different from our tools," says Philip DesAutels, Academic Evangelism Manager at Microsoft Corp. and a PhD candidate at Bentley University in Waltham, MA.
DesAutels recalls how one of his interns used digital photo frames as rotating tent cards for a trade show, while someone older probably would have simply used cardboard easels. "They grew up digital. If you can harness that power, you can get incredible results."
Different motivations
Not surprisingly, younger IT workers thrive on praise. Annual or semi-annual performance reviews cannot compare with public recognition.
"Your boss should see what you are good at and show that to everybody so you can get recognition and evangelize your knowledge," says Alex Sun, a consultant with the Shaker Auto Group in Boston. For example, if you know search engine optimization, how to set up SharePoint, run certain reports, and do certain analysis, Sun recommends managers publicly recognize these contributions in company newsletters and emails.
Different communication style
The greatest difference is the interpersonal skills that younger generations bring to the workplace, says Trellis Usher-Mays, senior consultant, Learning, McKesson Technology Solutions, a healthcare services and IT firm in Atlanta. One problem is that younger generations tend to communicate less formally even when communicating to managers or customers. For instance, it is not uncommon for younger IT workers to use the email convention:"u" instead of "you" although the situation may call for a more formal style.
"The informal communication style needs to be changed in the workplace," says Usher-Mays who has set up programs to address the appropriate use of email in the workplace.
Another issue is that younger generations were raised to stand up and question authority. They are often less patient and want immediate answers. "The old command and control doesn't work with generations x and y," says Usher-Mays.
Age not always factor
Think twice before pinning all the blame on the generation gap. Some work habits have nothing to do with age.
"It may be age but it's also a function of different personalities," says Sean Hull, founder and senior consultant, Heavyweight Internet Group, a technology consulting firm in New York City. It's often the difference between introverts and more sociable IT pros who tend to turn to social networks and peers as sounding boards.
A cross-generational, well-managed IT team can produce tremendous synergy. But each generation must demonstrate willingness to:
• Listen and try to understand each other
• Adapt, change, and learn new skills
• Accept criticism and feedback
• Demonstrate respect and trust
• Learn to work with different generations
Nick Szmyd, an IT manager at Wenger's Feed Mill in Rheems, PA sums it up. "Each has to realize that everyone is on the same team regardless of age. The younger generation should respect the older generation's experience, while the older generation should respect the younger [generation]'s creativity."
ITworld