By Chris Pyle, MessageOps
It’s important to recognize that each employee is a unique individual, but it’s also true that people are shaped by the era in which they come of age. That’s why marketers, politicians and others who seek to appeal to the masses and influence group behavior study generational cohorts carefully to discover the traits that define them. This information can also be incredibly valuable for managers who are attempting to align staff activities in age-diverse workplaces.
Driving major organizational change is a huge challenge. Change can take many forms, including the implementation of new software. When a company makes an investment in new software, it’s critically important to motivate employees to use it to its full potential. But people tend to be resistant to change, so managers have to find a way to drive adoption.
Those who understand generational traits can use this knowledge to their advantage. The boundaries of each generational group are perpetually in dispute since defining them largely falls to the media. But these are the three major generational groups that currently dominate the workforce: Baby Boomers (1946-1960), Generation X (1961-1981) and Millennials (1982-2000).
A closer look at generational reactions to workplace change can be revelatory. Analysis of the deployment of one million-plus seats of Office 365 at thousands of companies worldwide reveals trends that can suggest new strategies for driving change. In that scenario, employees across all groups started from a baseline of using email and calendar functions on the old platform.
But what were the rates of adoption of new software features by generation? And what does that suggest about the different groups? More importantly, how can managers use these lessons to influence behavior and secure optimal adoption of change, such as new software?
Read full article: https://itbrief.com.au/story/how-manage-workplace-generation-gaps/