Beyond the Traditional Workplace Hierarchy

Today’s workforces include non-traditional work relationships and generations with different outlooks. A focus on dialogue, knowledge sharing and collaboration can help relieve tensions.

As the workforce continues to age, and the impact of the poor economy with its roller-coaster stock market and shrinking 401(k) accounts has forced many boomers to stay at their jobs longer, an interesting dynamic is evolving: older workers sometimes work for young bosses.
This presents interesting challenges and opportunities for all involved. One question that must be answered is how to leverage the experience and knowledge of the older workers and build skills for the younger, less experienced people who have transitioned into leadership positions.

Younger workers have built their careers with the expectation that older workers would retire, opening up opportunities. They have experienced the “flattening” of their organizations, eliminating many opportunities for promotion, and now they see their ascension to power blocked by people who “should” be retiring. The resulting frustration causes some to look outside their company for opportunities, but those are few and far between.

This can create tension and resentment if not acknowledged and dealt with. Workers old and young, management and non-management, must engage each other to create a common understanding. Using dialogue groups, cross-functional and age-mixed task forces, steering committees and mentoring programs can help to leverage all of the organization’s talent. Skilled facilitators can help people bridge gaps in knowledge and understanding. But efforts must be intentional to create constructs that enable people to work together more effectively.

Different Is Just Different
To properly utilize older workers, senior leaders need to think differently about their organizational structures as well as specific job roles. Instead of traditional titles with a linear progression to the top, each function within a business must identify the talent and skills it needs to succeed and staff accordingly. Workers of all ages need to learn the skills required to manage in an environment where ambiguity, constant change and multiple work styles are normal. The risk averse must become risk takers, the rule makers must become rule breakers and all must collaborate.