Selden (2009) observes that there is a need to recruit people who are not only talented but who are ethical, accountable and loyal to the public interest. This raises the third possible solution to the competency challenge: the role of the Millennials: Millennials add value to the work place – they are great at multitasking, willing to make themselves available after hours and weekends are tech savvy, adept with social media and willing to speak their minds. Moreover, there is an increasing amount of literature out there that holds the view that Millennials actually like working for and favor the public sector. In a July 2010 report, commissioned by the Center for American Progress, Guy Molyneux and Ruy Teixeira find that a majority of Millennials are more likely to support political candidates who favor increasing government efficiency, effectiveness and performance. See report here: http://www.americanprogress.org/issues/public-opinion/report/2010/07/27/8078/the-generation-gap-on-government/

It was strong support from this very group that helped Barack Obama to win the White House in 2008. The study notes that 62 % of Millennials versus 46 % of non-Millennials favor a strong government whilst about 50 % share a favorable opinion of the federal government compared to just 30 % of nonMillennials who do not. It appears that this group strongly supports improving work force performance by reform of the federal government’s hiring and firing practices. They also favor modernizing technology systems for better service outcomes and applying the best private-sector management practices in order to improve government performance. This generation seems genuinely interested in solving big problems, assuming leadership responsibility and building a better future for their communities and the world. Young employees today are more mobile and are more loyal to people than employers. They are far more demanding of their employers than previous generations. It will be a great challenge for HRM systems to keep the most talented ones. Takeaway from this report: These two factors along with their strong support for performance-based policy decisions may in fact be the next critical step towards governmental meritocracy and bridging the generation gap. Millennials will be the next major generational group to” invade” the workplace. They may in fact “hold the key to a new era of public confidence in government”.Only time will tell.

Hannam and Yordi:”Successful integration of the four generations can lead to a stronger organization. Each generation can bring different sets of skills and life experiences to the workplace. Studies show that the successful integration of the four generations can also increase innovation and improve productivity if properly managed.”

Conclusion

             This is the first time in the history of the modern workforce that so many generations have worked side by side. Many employees today find that they are working closely both with people who are as young as their children and as old as their parents .To manage this diverse workforce it is imperative that

government leaders and HR administrators understand the mind-sets of different generations and how each group perceives the world – based on their experience. Administrators need to create a culture that draws in the younger ones and retains and motivates the older ones. There needs to be a platform where knowledge-sharing can happen. Most managers see intergenerational diversity as an asset. “Managers are realizing that age has just as much to do with employees’ hopes, learning styles and expectations as do culture, gender and other characteristics. By understanding each generation and by giving employees what they need to thrive, managers can do much to improve productivity and morale “[Kogan M, 2001). Selden observes that “Workforce planning is the process of identifying the positions, skills, and competencies that will be required in the future. The goal behind workforce planning is to place the right people in the right jobs at the right times, so that [government] agencies can accomplish their missions” [Selden S, 2009]. By engaging in proper workforce planning government agencies will find it a lot easier to bridge the generation gap.

 Hannam and Yordi:” Taking full advantage of the multi-generational workforce will enable employers to effectively attract and retain employees, build teams, and deal with change and increase employee engagement”.

Selden [Selden S, 2009] defines Human Capital Management (HCM)   as the systems, policies, procedures, and practices of managing human capital within public organizations, whether merit or non-merit systems, civil or non-civil services. Ultimately the primary goal of an effective HCM system is to create a performance-aligned workforce utilizing human capital management systems, policies, procedures and practices, and more importantly, the latter must be aligned with the agency’s mission. Governments therefore should see the generational changes not as a crisis but as an opportunity to implement meaningful change by building a competent workforce.

  

References

Berman, E., Bowman, J., West, J., & Van Wart, M. [2013]. Human Resource Management in Public Service. Los Angeles: Sage Publications, Inc.

Selden, S. [2009]. Human Capital. Tools and Strategies for the Public Sector. Washington: CQ Press.

Koppell, D. (2011, November 11). Gen-Y versus Boomers. Workplace conflict heats up. Retrieved from http://www.thefiscaltimes.com/Articles/2011/11/11/Gen-Y-vs-Boomers-Workplace-Conflict-Heats-Up.aspx#page1

Miller, S. (2010, October 8).Baby Boomers Will Transform Aging, Work, and Retirement. Retrieved from https://www.shrm.org/hrdisciplines/benefits/Articles/Pages/Boomersretirement.aspx

Peck. (2008, September 28).America’s $320 Billion Shadow Government. Retrieved from http://www.thefiscaltimes.com/Articles/2011/09/28/Americas-320-Billion-Shadow-Government.aspx#page1

Kogan, M. (2001, August 31). Federal managers work to bridge workplace generation gap. Retrieved from http://www.govexec.com/federal-news/2001/08/federal-managers-work-to-bridge-workplace-generation-gap/9879/

Gerber. (2013, July 29). Baby Boomers in the Workplace. Retrieved from http://seniors.lovetoknow.com/Baby_Boomers_in_the_Workplace

Population Reference Bureau labor statistics retrieved from http://www.prb.org/

Bureau of Labor Statistics retrieved from http://www.bls.gov/bls/unemployment.htm

Society For Human Resource Management (SHRM) statistics retrieved from https://www.shrm.org/Pages/default.aspx

Clark. (2010, May 6). Retiring Baby Boomers Impact on the Workplace. Retrieved from http://drbruceclark.com/?p=278

Gallagher. (2005, February 21).Retirement of baby boomers may reverberate in workplace. Retrieved from http://seattletimes.com/html/nationworld/2002185894_boomers21.html

Hannam, S,Yordi B. Engaging a Multi-Generational Workforce: Practical Advice for Government Managers. Retrieved from http://www.businessofgovernment.org/sites/default/files/Engaging%20a%20Multi-Generational%20Workforce.pdf

A second solution to the competency challenge in these generational issues is the question of mentoring. Older employees can mentor the younger, and younger employees can mentor the older employees. The latter is known as reverse mentoring or reverse apprenticeship. Xers and Nexters [Gen Y] value professional development and seek mentoring 

to learn the ropes. In their intuitive report entitled Engaging a Multi-Generational Workforce: Practical Advice for Government Managers, Susan Hannam and Bonni Yordi discuss several interesting trends. (This report can be found at: http://www.businessofgovernment.org/sites/default/files/Engaging%20a%20Multi-Generational%20Workforce.pdf

The authors had this to say about mentoring: “ One key to successful organizations today …(is)the successful technique… of increased mentoring of young employees and “ reverse mentoring” where young employees assist older workers to develop social media skills and assist them in better understanding the networking styles of the “ Millennial Generation”.(Hannam S, Yordi B, 2011, p5).

“As orgs prep for the coming generational shift, they need to take full advantage of the knowledge of their experienced workers...” (Hannam S, Yordi B, 2011, p7).

“Baby Boomers… can do their part to communicate to younger generations in a way that takes into consideration their different perspective”. ”. (Hannam S, Yordi B, 2011, p9)

 On Millenials they observe that “Never has a generation entered the workplace using technologies so far ahead of those adopted by their employer”. This can be a major advantage for a given organization or a problem, depend upon how it is handled.”(Hannam S, Yordi B, 2011, p8). “Millennials need mentoring on how to accept feedback. Many grew up without much exposure to criticism and need help in understanding the importance of feedback to their professional development” ”. (Hannam S, Yordi B, 2011, p18).

The authors go on to observe that “While older generations were typically sent to formal training classes outside of the workplace, younger workers increasingly expect that learning will take place within it. With 4 generations in workplace, different training approaches and venues are needed to address the different learning styles.” (Hannam S, Yordi B, 2011, p11). The authors conclude with the following advice on cross-generational and reverse mentoring: 
Cross-Generational Mentoring

All generations have strengths, and members of any given generation can productively mentor members of other generations. Boomers have a lot to offer younger workers, given their deep understanding of their organizations. Interestingly, Traditionalists and Millennials tend to particularly value teamwork. This could create synergies that would benefit the whole organization. Gen Xers, for their part, are good at finding opportunities and working independently. These skills could be helpful to Millennials and to Boomers who want to continue working. ”. (Hannam S, Yordi B, 2011, p19). The following video gives a short summary on generational mentoring:

                                      

Reverse Mentoring

Mentoring does not only have to mean older workers coaching their younger counterparts; younger employees have a lot to offer older workers, too. Specifically, Millennials’ cutting-edge technology skill set can help transform organizations—if the organization seeks their input. Organizations that don’t take advantage of this risk falling far behind. Managers should encourage Millennials to share their expertise with older workers. Millennials are naturally predisposed to helping others, and like to feel they are contributing and making a difference. “How well senior public servants attract, train, men­tor, and energize the best and the brightest of today’s rising generation may determine how effectively America governs itself over the next half-century”. (Hannam S, Yordi B, 2011, p20).I would highly recommend this Hannam and Yordi study to Public and HR administrators as a best practices template on how to engage the multi-generational
workforce.

The chart above gives a good synopsis of the Boomer/Millennial relationship over time.

This one was too good to pass!