source: http://evolllution.com/opinions/serving-the-next-generation-workforce/

I have been thinking lately a lot about work. What function does or should work have in establishing well-being in our society? Beyond earning salaries or wages, why should we work? Are there benefits in work beyond the satisfaction of performing your craft well? What role does work have in sustaining families and communities beyond paying household bills? Is there something ethereal in men/women that work touches, enhances or creates?  Can work lead to self-actualization–the merging of creativity with craft that lifts the individual, the organization, and the interrelated work families?

Probably as long as women/men have existed, there has been some version of work. It is reasonable to imagine that work for prehistoric humans related to tasks that increased survival–food, shelter, and probably other tasks related to Maslow’s hierarchy-physiological and safety needs. However, as many of us rush back and forth to work daily, we probably also realize that we share our lives with others in work worlds. These work worlds can furnish opportunities for us to collaborate and learn from colleagues while obtaining gratification and inspiration from attaining personal and professional goals. And, to attract new talents, some employers are realizing that work worlds need to evolve to fit the needs and expectations of several generations in the workplace.

From some Millennials, we are learning that work worlds that are more satisfying and supportive of a holistic and balanced lifestyle hold a competitive edge in recruiting new talent. Companies like Google attract Millennials with free food, dry cleaning, on-site fitness facilities, and flexible work schedules– attempting to respond to the values of this generation. Other employers report that Millennials work better in teams, when appreciation is shown, and when global opportunities are involved.

According to a 2014 article in Harvard Business Review, managers in the current and future workforce, are, and can be for some time, managing several generations of workers–the first time this situation has existed in history. Experts offer that managers should encourage collaboration, up and down mentoring, and above all, leverage the expertise of all individuals for a more creative and productive workforce.

As we redefine higher education and create technologically enhanced learning environments, leveraging expertise and promoting individual creativity will make all the difference in realizing the potential of higher education for a better future.

GENERATIONAL ISSUES
Managing People from 5 Generations
Rebecca Knight, Harvard Business Review,
SEPTEMBER 25, 2014