Comp 2 Assessment 2

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Comp 2 – Assessment 2 Multi-Generational Workforce Abdul Sameer Shaik University of Phoenix MHA: 543: Tackling The Talent War In The Health Sector 01/23/2022 Dr. Melissa Green

Assess the situation that your department is facing Managing a department comes with various new challenges when the organization merges with another and eventually resulting in a department having to consolidate with another department. New department now has employees whose ages span four generations and three different cultural groups are represented. While diversity in a workplace is beneficial to an organization, if not managed properly, the unique differences can pose challenges such as the conflicts brewing between different groups within the workplace, which negatively affects performance. Create clear and reasonable expectations and goals to achieve cohesion, cooperation, and communication in your department. Team cohesion occurs when a group of individuals feel connected and driven to achieve a common goal. Besides respecting one another, team members also trust each other to contribute equally, support each other, and work within the team with the whole in mind. Lack of alignment within a team impacts the outcome of a task or project. Strong cohesiveness leads to optimum performance, belonging, and personal satisfaction, which are essential factors in creating a work environment where employees want to stay and excel. Team cohesion is also a main determinant in employee engagement. Increasing team cohesion naturally helps with boosting employee engagement by creating positive relationships, team goals, and shared values that increase commitment. As employees put their best foot forward, contribute to the decision-making process, and communicate with each other, efficiency increases. More engaged and happy employees also result in better customer service. While cohesive teams are often made up of people with diverse talents from different backgrounds, what ties them all together is a strong sense of identity drawn from the shared values, goals, and processes of the organization. Cohesion can be achieved by creating clear and reasonable goals and expectations. It is important for the leaders of any department to focus not only on the goals the team needs to reach but also on the relationships among team members that contribute to achieving those goals. Team-building activities help boost members' self-esteem and overall morale and encourage team members to build bonds with each other to support the team's success. Consider implementing a team-building activity at least once a month to support team member

relationships and provide the opportunity for members to establish relationships with one another. Department should have a mission or vision in place so the team members will know the end goal they are working towards to achieve. Employees should be given clear responsibilities which outline their place in the team as well as adequate training that ensures they can accomplish their job duties. Establishing a few communication channels to help the team stay productive and engaged. Online messaging platforms enable even remote teams to easily stay connected and cohesive without distractions. When the department leaders lack in transparency, teams begin to fall prey to a mounting of small errors, disunity, and an atmosphere of frustration and fracturing. Team cohesion can’t occur if the leaders are keeping secrets at the management level, even unintentionally. Team members who feel confident in their abilities are more likely to interact with their team members in a more productive manner and complete their tasks more efficiently. Offering training and development opportunities is a great way to encourage team members to take control of their skills and abilities and give them confidence when performing tasks. This will ultimately help to improve their work and overall contribution to the team. Celebrating success as a team can have a powerful effect on overall team cohesiveness. Thanking the team members for their work and recognize that all members plan an important role in meeting goals. Trust plays a major role in a team's ability to work well together and in a cohesive manner. While focusing on enhancing and improving communication supports the building of trust, there are other steps you can take to further the trust within your team. To build trust, the team leader must set a precedent and be as transparent as possible with their team. When a team feels that their leader keeps secrets or isn't being honest and open, team members are more likely to lose trust and feel they can't communicate in a safe and productive manner. Lay out a strategy to overcome these conflicts and improve workplace performance There are many benefits of a multigenerational workforce. Each generation can have varied strengths and concerns, and differences in styles and expectations can sometimes create differences. Studying the work habits of each generation and proactively anticipating their needs can help companies devise effective human capital management strategies. Generation Z (1997– 2012), Millennials (1981–1996), Generation Xers (1965–1980), Baby boomers (1946–1964), Veterans (born between 1928 and 1945).

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Veterans have experiences of economic hardship and living through the great wars. These experiences translate to loyalty, discipline, teamwork, reward for hard work, respect for authority and hierarchy and seniority‐driven entitlement in the veterans’ cohort. This generation makes decisions based on a utilitarian and militaristic authority tradition and therefore respect authority and adhere to rules. This translates an expectation for respect for age and experience in the workplace. Baby boomers grew up in a relative steady state of free expression, economic prosperity and educational growth and believe that they are entitled, and this notion is central to their work ethic. Living to work is the motto of this driven and dedicated cohort who look consistently to external sources for validation of their worth. This group may equate work with personal fulfilment and self‐worth. Boomers want to be noticed and valued for their contributions through work‐related perks or recognition. Generation X (1965–1980): Graduates of this generation are individualistic in their approach to work and do not align themselves with the ethos of being a member of a team. They have learned how to manage their own time, set their own limits, and get their work completed without supervision. Interestingly this cohort values a work‐life balance and is well suited albeit ironically to a job market that holds no promise of stability and every assurance of change. Millennial generation (1980–2000): Millennials share many attributes with Generation Xers. They often thrive on maintaining a balance between work and home and seek seamlessness between the way they play and work. Millennials enjoy strong peer relationships and favor a collective, cohesive, and collaborative approach to teamwork. This cohort is adaptable to change and is technology dependent. Problems in managing generational gaps in the workplace can arise from misunderstanding. Each generation can have its own preferences and expectations when it comes to completing job responsibilities. For instance, Gen Xers, baby boomers, and members of the silent generation may be more deferential to authority than their later-born counterparts. They may also put more stock in loyalty to a specific company. Also, since each generation can have a different preferred communication method, the potential exists for information to be missed by certain employees who are not as reliant on technology. Tailoring an office space to accommodate the characteristics of different generations in the workplace can help ensure that everyone is able to reach their potential. When dealing with a multigenerational workforce, it's important to be sensitive to the various work styles and

communicate through a variety of channels. Younger employees may prefer to receive information digitally, while employees from earlier generations may be accustomed to printed materials and having more immediate access to management to answer their questions. Recruitment and retention strategies should be established across a variety of channels, and employees should be offered a range of benefits choices. Explain how success will be measured based on your strategy and goals. Consider using tables, matrices, or other visuals. Success can be measured with the combination of the below details on what types are leadership qualities are needed to manage employees of multiple generations and then evaluating their performance using the 9-box grid assessment tool that evaluates an employee's current and potential level of contribution to the organization. The vertical columns of the grid indicate growth potential, and the horizontal rows identify whether the employee is currently below, meeting, or exceeding performance expectations. The intersection of the two determines the employee's current standing and where development may be needed.

Evaluate what leadership traits you need to incorporate to lead your diverse department Cultivating a diverse, inclusive workforce takes time and energy. Inclusive leaders are driven by their values and they create a welcoming culture and devote time, energy, and resources to nurturing inclusive workforces by investing in people and inspiring others to share their passion and goals. They are not afraid to challenge entrenched organizational attitudes and practices that yield homogeneity, even if their recommendations are politically or culturally unpopular. Nor are they afraid to display humility by acknowledging their personal limitations and seeking contributions from others to overcome them. Some leaders find it difficult to admit they don’t have all the answers. In that respect, courage and humility go hand in hand.

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Inclusive leaders exert considerable effort to identify their own biases and learn ways to prevent them from influencing talent decisions and giving opportunities to the most deserving employees. They also seek to implement policies, processes, and structures to prevent organizational biases from stifling diversity and inclusion. Without such measures, inclusive leaders understand that their natural inclination could lead them toward self-cloning, and that operating in today’s business environment requires a different approach. Open-mindedness, a passion for learning, and a desire for exposure to different ideas are very important traits crucial to success. Curiosity and openness are hallmarks of inclusive leaders which contribute to improving their decision making. In addition to accessing a more diverse array of viewpoints, inclusive leaders’ ability to engage in respectful questioning, actively listen to others, and synthesize a range of ideas makes the people around them feel valued, respected, and represented. Knowledge of other cultures is essential for the leaders to change their styles in response to different cultural norms. For example, culturally intelligent leaders who are typically extroverted and demonstrative will try to show restraint when doing business with individuals whose cultures value modesty or humility. They regulate the speed and tone of their speech and modify their nonverbal behaviors gestures, facial expressions, body language, and physical interactions as situations dictate. In addition to understanding other cultures, these leaders also demonstrate self-awareness of their own culture, recognizing how it shapes their worldview and how cultural stereotypes can influence their expectations of others. Inclusive leaders understand that, for collaboration to be successful, team members must first be willing to share their perspectives. To that end, they create an environment in which all individuals feel empowered to express their opinions freely with the group. They also realize that diversity of thinking is critical to effective collaboration. Thus, they pay close attention to team composition and team processes. For example, they prevent teams from breaking into subgroups, which can weaken relationships and create conflict. They also ensure team members understand and value each other’s knowledge and capabilities. Create a 5-minute, three-slide voice-over presentation that presents your directive to the human resources manager and chief operating manager.

References 6 steps to improve team cohesion and achieve goals faster https://www.podium.com/article/team-cohesion/ How to Manage the 5 Generations in the Workplace https://www.paychex.com/articles/human-resources/how-to-manage-multiple- generations-in-the-workplace 6 Characteristics of Inclusive Leaders https://deloitte.wsj.com/articles/6-characteristics-of-inclusive-leaders-1463083402

Comp 2 Assessment 2

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