Short Staffed? Create More Multi-Generational Teams

“Can we develop a thriving multi-generational workplace that creates creative solutions for businesses short on finding good workers?

Businesses should consider creating greater age diversity on their teams and setting those teams up to learn from one another. “

Years ago, I waited tables to earn a living. I thought it was fun, fast-paced, and never boring. Plus, because so much of our income then came from making tips, I knew I could walk out with money in my pocket each night. Never mind aching feet, demanding guests, and earning less than minimum wage—I romanticized this job.

Recently, I attended a musical theater event that offered table-side dinner service. The server, Luna, was friendly, knowledgeable, and indefatigable. Her smile never wavered, even though she probably had more than 25 tables in her section! My evening companions and I noted that it took a long time to get served despite her great attitude. I watched her, halfway across the large performance space, interacting with other guests, and inwardly admonished the management for trying to save on overhead costs by skimping on the number of servers. In fact, that wasn’t the case. Staffing has been terribly challenging since the pandemic, and almost no one in the restaurant or service industry can fully staff their establishments.

Is this true for your business, too?

Despite active recruiting and signing bonuses, one of my non-profit clients has had over 100 vacant positions for over a year. This is more than the Great Resignation we’ve heard about. This is the beginning of a demographic shift where the younger generations will be fewer in number than their predecessors.  At the same time, soon, there will be more traditionally “retired” people from the Baby Boomer generation. What might this suggest for our shifting, evolving workplaces? Can we develop a thriving multi-generational workplace that creates creative solutions for businesses short on finding good workers?

Businesses should consider creating greater age diversity on their teams and setting those teams up to learn from one another. This would create opportunities for those with more professional experience to engage in different opportunities. If we consider a workplace a subculture like a community with extended family, we can benefit from the young and the more mature working alongside each other.

Here are three ways to make this intentional and successful:  

1. Offer flexible work arrangements: we are still in the throes of awkwardness when it comes to adequate hybrid working conditions. Some companies that have large physical spaces are trying to decide whether to reduce square footage or reduce working-from-home hours. However, other sorts of flexibility can invite multi-generations to thrive together. This could include alternating work hours, integrating part-time or project-time, and truly moving to performance-based work for some employees. Make the objectives clear, and let them make their own schedules to meet the goals on time.

2. Create opportunities for cross-generational mentoring: nothing says the only mentors are those who are more senior. What if we look at mentoring as a way to learn and grow by learning from each other? Perhaps a retiree returning to the workplace has deep knowledge and historical experience in a particular field, and their younger colleague has greater experience with technology or updated research. How can we encourage real collaboration by inviting everyone to bring ideas and skills to the table and by not sticking to old stories about particular generations? How innovative could we be if we truly made the sum greater than the parts instead of choosing one way of doing something over another?

3. Invest in communication tools and models: we so often assume that a diverse group of people will “work things out” in their collaborative projects or programs, but it often takes a long time to create positive, productive working relationships when we leave it to chance, specifically around communication. Create a common language and ways to navigate challenges or disagreements so that real work can happen on purpose. Create a Team Agreement to keep a team calibrated and on track with their interpersonal commitments. Reward and recognize true collaboration.

Consider expanding your ideas for staffing your team and hiring the “new” workers of the future. We have so much to learn from one another.

For help with your Team Agreement, contact me at libbywagner@libbywagner.com !