Younger workers moving up the corporate ladder should be trained to supervise older workers, to maximize the value both generations bring to the table.
Human resources professionals should be prepared to coach and guide any manager, Edward Yost, HR business partner for the Society for Human Resource Management, told Bloomberg BNA. Management skills come through "trial and error, working through failure" and other life experiences, whatever a person’s age, Yost said.
Younger workers are increasingly moving into management, as many companies stop relying on seniority-based systems to select employees for promotions and instead use merit-based systems that encourage young employees to compete for supervisory positions, Professor Florian Kunze told Bloomberg BNA via e-mail.
Additionally, the fast pace of technological innovation has prompted companies to appreciate younger employees, contributing to their promotions, according to a study co-authored by Kunze, who teaches at the University of Konstanz in Germany. The study was published in the Journal of Organizational Behavior.
Yost recommended that HR coach younger managers to come into their new roles with some humility, acknowledging that there may be employees who question their competency based on their fewer years of experience. These managers should also make an effort not to be quick to judge older employees as "outdated" or needing replacement, Yost said.
Companies and managers should be more sensitive to the negative emotions that can result from age-inverse supervisor relationships, according to Kunze. "Companies should regularly assess the emotional states of their employees, for example through employee surveys," especially if many emotionally challenging relationships exist, he said.
Companies should also invest in leadership training and coaching for incoming managers, Kunze recommended. Research shows that young managers can be particularly effective leaders in these situations if they create a professional distance with the older subordinates and provide autonomy to the older employees by setting clear targets and goals, he said.
The dynamic of millennials overtaking their baby boomer co-workers is likely to continue as people focus more on entrepreneurial ventures and startup companies, Andee Harris, chief engagement officer at employee engagement solutions provider HighGround, told Bloomberg BNA. Millennials are primed to be their own bosses and start these organizations, she said.
Harris advised that HR allow for flexibility in how work is accomplished among different generations of employees. Younger employees tend to want to work remotely and older ones tend to prefer being at the office, but technology becomes "the great equalizer," she said.
One potential legal pitfall HR may want to be sensitive to is allegations of age discrimination as a result of a younger manager overseeing an older employee, Yost said. If an employee feels he or she is being pushed out or not included in transitions at the organization and the person’s supervisor is 10 or 15 years younger, the employee may assume it’s because of age. A new supervisor can dispel some of this by being more transparent with communication with subordinates, Yost said.
According to Laurie McCann, senior attorney at AARP Litigation, "there are no inherent legal pitfalls when a younger manager supervises an older subordinate." The key is for the younger boss to avoid treating the older subordinate differently than his or her younger colleagues, McCann told Bloomberg BNA via e-mail.
HR should ensure that older employees are granted the same opportunities for training and development and they are entitled to honest performance appraisals so they can continue to improve, she said. Overall, McCann said, "employees of all ages should be evaluated based on their ability to do the job."
Bloomberg BNA’s HR Decision Support Network is your comprehensive solution with reliable, up-to-date guidance and analysis covering a full range of employment policies and HR administration. Start your free trial today!
All Bloomberg BNA treatises are available on standing order, which ensures you will always receive the most current edition of the book or supplement of the title you have ordered from Bloomberg BNA’s book division. As soon as a new supplement or edition is published (usually annually) for a title you’ve previously purchased and requested to be placed on standing order, we’ll ship it to you to review for 30 days without any obligation. During this period, you can either (a) honor the invoice and receive a 5% discount (in addition to any other discounts you may qualify for) off the then-current price of the update, plus shipping and handling or (b) return the book(s), in which case, your invoice will be cancelled upon receipt of the book(s). Call us for a prepaid UPS label for your return. It’s as simple and easy as that. Most importantly, standing orders mean you will never have to worry about the timeliness of the information you’re relying on. And, you may discontinue standing orders at any time by contacting us at 1.800.960.1220 or by sending an email to email@example.com.
Put me on standing order at a 5% discount off list price of all future updates, in addition to any other discounts I may quality for. (Returnable within 30 days.)
Notify me when updates are available (No standing order will be created).
This Bloomberg BNA report is available on standing order, which ensures you will all receive the latest edition. This report is updated annually and we will send you the latest edition once it has been published. By signing up for standing order you will never have to worry about the timeliness of the information you need. And, you may discontinue standing orders at any time by contacting us at 1.800.372.1033, option 5, or by sending us an email to firstname.lastname@example.org.
Put me on standing order
Notify me when new releases are available (no standing order will be created)