4 EMPLOYEE ENGAGEMENT: ENGAGE, CONNECT, AND PERFORM

These generations working side-by-side can bring about workplace challenges due to a multitude of different perspectives, experiences and rationale that drive employee behaviors. Today’s managers must be equipped with both social and emotional intelligence within their toolbox of experiences to successfully manage workplace generational differences that demonstrate a high degree of self-awareness. Leaders who show they can connect with employees’ needs and respond in a positive and efficient manner are often more successful with developing a constructive workplace culture. Leaders must ensure they become familiar with the many characteristics associated with various generations and cultures to achieve a highperformance work culture. The following are some characteristicsrecommendedformanagerstobecome familiar:

Multigenerational Characteristics

Traditionalists, (Before 1945): Tend to be extremely loyal and look to build a lifetime career with one employer. They often want to make a lasting contribution and believe in conformity, authority, rules, and possess a strong morality. Moreover, they dislikeconflict,are meticulousandmaypreferworking fewer hours.

Baby Boomers, (1945-1964): Possesses a hardworking disposition and are highly productive. They are achievement oriented and somewhat perfectionists. However,theyarelesscapableofadaptingtochanging environments. This generation are often excellent mentors, believe that seniority matters and are passionate about making a positive difference in their organizations.

Generation X, (1965-1980): Are generally effective managers and great revenue generators. They often adapt well in changing environments, are excellent problem-solvers and collaborators. This generation tends to possess an entrepreneurial spirit, prefer to work alone and at times can be extremely skeptical. Theydonotacceptoccurrencesonface-valueandmay harbor some distrust until they experience a proven outcome. Moreover, this generation is extremely selfreliant and believes they are solely responsible for determining their career path.

Millennials (Gen. Y), (1981-1995): Possesses deep knowledge of their area of expertise, are extremely resourceful in leveraging new opportunities and enjoy working collaboratively with others. This generation seeks praise for their contributions as they grew up receivingrecognition fornearly every accomplishment and believe performance should outweigh seniority.

Generation Z, (After 1995): Are entrepreneurs and self-startersinnature theytakeprideinbeing realistic, pioneering and at times may appear somewhat cynical. This generation value honesty and are often well prepared, tech savvy and multi-taskers. Moreover, they possess a sense of self-awareness and work diligently to improve their people management skills.

Note: The generational diagram timeline may differ depending on the resource. As an analyst practitioner, I shared this version in this guide as it has been the model I have become accustomed to for nearly 15 years. Another version may work equally as well.

Multicultural Identities

Our cultural composition is responsible for shaping individuality that influences our belief systems, behaviors, and overall personal identities. Cultural diversity occurs when multiple cultures, races and ethnic groups are represented in society. Similarly, within the workplace managers must foster a work environment that is inclusive of different employees’ backgrounds, ethnicities, races, sexual orientation, andpoliticalviews. Whendonecorrectly, diversityand inclusionprovideorganizationswiththeabilitytobuild highly functioning teams from different backgrounds, talent andexperiences that produce the creativityand innovation necessary to drive organizational success. The following are some types of workplace diversity characteristics that leaders may encounter:

Multicultural Identity Characteristics

Age Generation: Represent both older and younger employees who may experience discrimination or disparate treatment in the workplace. Leaders must ensure career advancement, programs, trainings, etc., are available to all age groups within the workforce.

Ethnic, Race and Cultural Differences: Ethnic, Race andCultural differencescontinue to be an issue within the present-day workplace. Leaders must ensure a zero-tolerance policy exists to prevent employees fromdisplayingdiscriminatingbehavior.Managerscan ensure the development and implementation of cultural sensitivities training and diversity awareness programs are established in the workplace.

Gender: Represent both female and male employees to receive equity and fairness in terms of pay, career advance and leadership roles. Traditionally, pay and leadership gaps exist among females compared to their male counterparts in the workplace as menas 30 percent more likely to be promoted to a managerial position. Leaders must ensure gaps closure strategies are implemented and executed to prevent gender discrimination through equity and fairness regarding hiring, pay, opportunities and promotions.

LGBTQIA2S+: Represent an acronym used to identify Lesbian, Gay, Bisexual, Transgender, Queer, Intersex, Asexual and Two-Spirit people collectively. Leaders must foster a workplace environment of acceptance and respect that potential workplace discrimination and conflict. Developing and implementing diversity training and other programs can help employees accept differences among another that help improve the sharing of information and collaboration that contribute to the success of the organization. The following are the basic terms for LGBTQIA2S+:

▪ Lesbian: A woman who has a significant attraction, primarily to member of the dame gender, or who identifies as a member of the lesbian community.

▪ Gay: Typically associated with men, is one who has significant attraction primarily to members of the samegender orsex, orwho identifies as amember of the gay community.

▪ Bisexual: Isthepotentialtobesexuallyattractedto people of more than one sex and/or gender, not necessarily at the same time, way, or degree.

▪ Transgender: Is an umbrella term for those whose genderexpressionoridentity isnotcongruent with the sex assigned at birth and/or whose gender is not validated by the dominant culture.

▪ Intersex: A general term used for a variety of body types inwhich aperson is born withareproductive or sexual anatomy that does not fit into the sex binary.

▪ Asexual: Is an umbrella term for those to tend not to have a sexual desire towards others; However, asexual may experience romantic attraction and engage in sexual behaviors.

▪ Two-Spirit+: Is a cultural identity used by some indigenous people who have both masculine and feminine spirits. The plus currently represents some 47 other self-designations that an individual may identify.

MentalandPhysicalHealth: Representabroadvariety of disabilities both mental and physical where employees have a difficult time navigating within their workplace environments. Leaders must ensure they providereasonableaccommodations as definedunder Title I of the Americans with Disabilities Act (ADA), reasonable accommodations [is a modification or adjustment to a job, work environment, or manner things are usually done during the hiring process] to employees who may require additional assistance to function and manage within their working environments.

Religious/Spiritual Beliefs: Represent employees who practice both Christian and non-Christian religious observances, beliefs, andviewpoints. This may include not acknowledging traditional religious holidays, attendingofficepartiesorevents.Leadersmustensure organizational policies and work culture exist to prevent managers from taking disparate actions against employees who seek religious or spiritual accommodations or co-workers making derogatory comments.

What is Required of Leaders to Effectively Manage Employee Engagement?

To manage employee engagement, today’s leaders must develop and implement effective engagement plans aligning with their overall strategies as well as meeting the needs of their employees.

The steps involved with developing an effective employee engagement plan include assessing current employee engagement levels, setting goals and objectives,identifyingengagementdrivers,developing a communication strategy, providing training and development career opportunities, recognizing, and appreciating employees, and continuously monitoring and evaluating the plan.

Ongoing monitoring and evaluation are essential to thesuccessof an employee engagement plan. Leaders must leverage engagement data to drive continuous