If you are a working boomer, chances are good that you’re in constant contact with colleagues who range in age from 20 to 60-plus. A recent poll by Monster.ca, the Toronto-based career-resource Internet portal, found that about nine out of 10 Canadian workplaces now employ four generations of workers.

As an advisor, you probably not only have working boomers as clients but may also have team members from all four generations. So, you probably already have discovered the challenges that come when generations with different values share a workplace. Now, to discover the solutions.

It seems these four generations, each shaped by the social and economic forces of the era in which its members grew up, don’t always pull well together. Almost half of those who responded to the Monster.ca poll say they’ve clashed with older or younger workers.

And while it might be hard to face up to, many employees under 40 say that the baby boomers are a pain to work with. In another Monster.ca survey, roughly 50% of 2,182 participants said younger Canadians — Generation Xers and Yers — have challenges working with boomers.

And it’s not about which group has more experience or what they like to do in their off hours; it’s about values. “There’s a disconnect between the work values of boomers and the values of the younger generations,” says Brad Smith, vice president of business development at the Greater Halifax Partnership, a coalition of businesses and government that promotes economic growth in the Halifax region. “When the boomers were starting their careers, it was a buyer’s market for businesses. So, they fought tooth and nail for their jobs and their advancement up the corporate ladder. They expect younger workers to scramble, as well. But today, with a labour crunch looming, it’s a workers’ market. As well, the younger people have seen their parents downsized after giving years to their employers. The younger people are not willing to give their entire lives to their jobs.”

Here’s a snapshot of the four generations that make up today’s workforce:

> Traditionalists. Born between 1922 and 1945, they’re loyal to their employers and unlikely to buck authority or break the rules. They value timeliness and productivity.

> Baby Boomers. Born between 1947 and 1966, many are now managers and CEOs. Many are workaholics and believe in teamwork and long hours. They identify with their jobs and enjoy the status that goes with achievement in the workplace. Some are intimidated by technology.

> Generation X. Born between 1967 and 1980, they are skeptical of authority and cautious of job commitments. They’re having their families now and aren’t willing to devote all their time to their jobs. They like working on their own and having flexible hours, and have embraced technology in order to do this.

According to Barbara Jaworski, principal of the Toronto-based Workplace Institute, a human resources consultancy specializing in the mature workforce, Gen Xers see colleagues as competitors. “They had a hard time finding a niche with the big boomer cohort ahead of them,” she says. “But this group has lots of opportunity ahead of it. The boomers will eventually move out of the top jobs; they’re getting tired of responsibility and want more balanced lives.”

> Generation Y. Born between 1981 and 1999, these are the boomers’ younger kids, born at a time when there was a lot of uncertainty in the world. Many were overprotected; some still live with their parents. They were weaned on technology, which fosters their pack mentality; with e-mail and cellphones, they are constantly connected to their peers. Many are idealists and support noble causes.

So, what are you to do? For starters, don’t get too hung up on labels, cautions Maureen Osis, president of ElderWise, a Calgary consultancy that helps businesses deal with aging issues: “It’s enough to appreciate that each younger generation may be looking for exactly the opposite of what the generation preceding it wanted.”

But as diverse as the generations are, it is possible for them to work together productively. “Employers first have to recognize that the game has changed,” says Smith. “Your employees now have the power. If a person in the back office wants to work from 4 p.m. to midnight and wear a nose ring and a T-shirt, why not let him? Think of these people as your internal clients because happy employees create happy external clients.”

@page_break@Also, know what motivates each generation, advises Melanie Douglas, content editor at Mon-ster.-ca. “You’re not going to motivate Gen X with large salaries or teamwork, because their independence is most important to them,” she says. “You’ll motivate Gen Y with teamwork, however, because they’ve grown up connected on their cells and on the Internet. Gen Y can also be motivated by your company’s community and charity outreaches.”

Gen Yers’ peer loyalty also means they want to see their colleagues treated fairly, Jaworski adds.

Boomers who are putting money away for retirement may be motivated by salary and bonuses, but, Osis notes, many are catching on that they need more than work in their lives. “You might discuss more flexible hours with a boomer employee,” she says, “so this person can explore other avenues in life.”

Many of these workplace adjustments cost little, Smith says; what they mostly require is creative thinking. “You may not be able to afford to blast off a side of your building to install windows for the greenspace-loving Gen Yers,” he says. “But if you ask for their input, they may ask, ‘Can you paint that wall purple?’ That will be your solution.”

The key, Smith adds, is bringing your entire workforce to the discussion table. “Gen X and Y want to be part of the process,” he says. “This will allow you to unite the groups by leveraging their diversity. Teams built of members of the four generations have strengths that will help you better understand and serve your clients.”

Gen Y employees may go elsewhere if they’re not part of the process, Osis warns. “They’re highly educated and bring interesting ideas to the table,” she says, “even if they haven’t put them into action.”

Keep in mind that all generations have things in common, Osis adds: “They want to be respected and have a sense of pride in their work. And they want good management that listens, learns, respects and unites the groups rather than dividing them.” IE