Tapping into Talent The age factor and generation issues

With recent UK legislation on age, interest in generational diversity has increased. But what are the differences in behaviours and expectations of the different generations, and why should employers take these into account? 

The CIPD commissioned researchers at Cranfield School of Management and the University of Westminster to examine the impact of generational diversity on people management. This report summarises what they found in a review of the literature on this theme, focusing on the perceived differences between the four generations in the workforce - Veterans, Baby Boomers, Generation X and Generation Y - the validity of those differences, and the implications for HR. It considers whether these differences are substantial enough to warrant consideration, concluding that employees will have a range of needs and should be treated as individuals. 

The report looks at the literature on: 

- values and characteristics of the four generations in the workforce 
- factors that have shaped these generations in the UK and the US 
- generational differences in attitudes and preferences in recruitment, training and development, career development, performance management, rewards, working patterns, management style and leadership 
- the distinction between generational differences and those relating to age or life stage 
- helping the generations to work together effectively. 

Benefits for you: 

- survey evidence of the effectiveness of different ways to manage a generationally diverse workforce 
- case study examples from Google, Bank of Cyprus, and McDonalds illustrating some innovative approaches 
- implications for HR policies that attract, develop and get the best from the different generations to improve business performance.