In many German companies, five generations work under one roof. Sometimes worlds collide. How do you motivate employees from different age groups and how do they work together?
It is obvious that measures to increase motivation and commitment do not reach everyone equally. So if you want to go beyond general measures to increase the motivation of individual age groups, it is helpful to know specific motivational levers and to question common hypotheses A study by Kienbaum, 2015, found the following motivational levers and misconceptions of employers.
Generation Y employees, born between around 1981 and 1995, are primarily motivated by a good working atmosphere, appreciation of performance and a varied and challenging job. Their desire for international work is overestimated.
Generation X employees, born between around 1966 and 1980, are primarily motivated by the fact that they can contribute their own ideas to the job, have varied tasks and decision-making powers. Employers overestimate their desire for job security.
For baby boomers born between 1956 and 1965, it is particularly important that their own ideas are taken into account. They overestimate how important it is for them to work in a well-known company.
Mixed-age teams have always existed: the young listened, were allowed to take minutes and learned from their elders. In many companies today, things are different: They work together as equals and all generations learn from each other. The young are digital natives, creative, know the needs of young customers and infect the baby boomers with new ideas and their enthusiasm. The baby boomers bring composure, broad specialist knowledge, life and work experience and a professional network.
Wherever mixed teams are not seen as stressful but as an enrichment, everyone benefits and strengthens the success of the company.
Source: Kienbaum, Multi-GEN study, 2015; spiegel online, 05/2015
