By ANNELIA NIXON

Tribune Business Reporter

anixon@tribunemedia.net

Communication, respect and mentorship are essential for developing a healthy multi-generational workforce, businesses executives who attended the National Conclave of Chambers of Commerce were told.

Michelle Malcom, the National Apprenticeship Programme’s (NAP) executive consultant, conceded that bridging the gap between generations in the workplace is a challenging task for most businesses. To foster a work environment inclusive to all groups, she said employers must first show respect as there is often a language barrier between the generations.

“There's a saying that baby boomers had one job for 40 years,” Ms Malcolm said. “Millennials had 40 jobs in one year. Gen Z are wondering why jobs are even necessary in the first place. So when you take all three of those and put them into one environment without learning the language of each other, you have clashes. 

“So I think we have to approach it out of a place of respect. Because in the same way that I want the Generation Z to respect me as seasoned, I should offer that same level of respect to them and understanding that they're going to bring some things to the table that I don't know, that are going to be new and innovative, and I can't be threatened by that.

“But, at the same time, they have to realise that there's a certain thing called experience. And whereas technology changes and all this kind of stuff, there's still value in experience. And the only way that this can work is if we learn each other's language and show mutual respect.”

Lashanta Smith, president of the Bahamas Society for Human Resource Management (BSHRM), said  leadership style determines how employees perform at work despite the generational difference. “I'm going to hold your hand and tell you this: If you don't know how to treat people, they will leave you,” she said.

“Gen Z, they don't want anything to do with a promise sold. I mean, we make a great recruitment process. They come to the interview, we're all polished at orientation, and then the minute they come to your department or they start your job, the manager doesn't know how to speak to people. The policies are unclear. They don't know how to show up to work and get the job done because they don't have the tools and the supplies that they need. 

“I need you as employers to also wear your employee hat and remember that you were in the same place at one point. So human resources will support you, but we're advisers to the business. And when we tell you the hard things you have to implement, you have to take action.”

Deanza Brennen, director of human resources for the Small Business Development Centre (SBDC), said mentorship and succession planning are both essential in shaping the workforce’s future. He said that while  employers may complain that younger generations do not want to work, he believes human resources should attempt to understand why persons may want to leave a business after a short time in work and make the appropriate changes to prevent future employees from doing the same. 

“It starts with HR (human resources),” he said. “I believe strongly in day one, with the orientation, with the introduction to your department, introduction into the organisation. When you hand over that person to the department, that should not be the end all be all. It should now not be that 'Orientation was so good. We had such a good time.' Now, when I get to the department, it's like, what is this I am entering…”

Mr Brennen said flexibility and remote work should be considered by businesses to help fit the needs of some generations. Fair treatment will help retain employees as well as foster productivity and harmony amongst the generations. 

“Your people are your greatest assets in your organisation, so treat them fairly and I think that they'll treat the business fairly. I want you to always look at ways that you can improve - not only the business, but how you can improve your employees’ well being,” he said, “and how you can make them more impactful to the business. Don't ever just look at your employees as a number that can be replaced. In most cases, where it's a large organisation, that's what most persons do.

“For entrepreneurs, you know that if somebody calls out sick, that now leans on you. So you have to let that person know that I can depend on you. I value you. I trust you, and I'm here with you. It starts with collaboration. It ends and starts with collaboration. Don't be afraid to collaborate with your team... Seasoned, young professionals, in-between professionals, let's try to bridge the gap and then understand that we're all headed towards one goal.”

Ms Malcolm added: “The best innovation culture is one of belonging. If we can get our employees to feel as if they are a part of a bigger picture, they are part owners of the company, there's work with purpose, if we can get them involved in the decision-making, because people are more willing to co-operate with what they had some input in, as opposed to just being dictated to. And so if we can just do simple things like that, I think that can make a huge difference in terms of the environment of the workplace."