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Human Capital & Strategy-I
Generations United: Bridging the Gap for Collaborative Success in the Workplace with Team-Building Activities
The modern workforce is age-diverse, with at least four generations represented. Team-building activities must adapt to successfully promote collaboration. - BY Lisa Trumbull
There are four main generations active in the global workforce -- Baby Boomers, Gen X, Gen Y (Millennials), and Gen Z. In some organizations, there are also Traditionalists still working, which are people born between 1922 and 1945. Not far in the future is Gen Alpha, the youngest and largest generation. Each generation has different expectations and motivations, and differing ideas about career growth, work-life balance, employer responsibilities and authority. Developing a collaborative workforce starts with finding common ground, and the proven success of utilizing team-building activities in bridging generational gaps can instill confidence and help develop a culture of continuous learning and collaboration when used effectively.
Building Collaboration on Common Ground and Not Stereotyping
Generational employees have differences, but are they as significant as some believe? Diane Belcher, Vice President, Strategy Enablement at Harvard Business Publishing (HBP), says there are differences but also believes some things considered “differences” are not in reality. For example, the focus on Millennials needing purpose-driven work is true, but the reality is that everyone wants to derive some meaning from daily work. Phyllis Weiss Haserot, president of Practice Development Counsel, reminds employers there are no hard and fast rules about generations and to not stereotype, as all generations share a desire for respect, meaningful work, growth opportunities, professional and career development, flexibility, purpose and impact, and financial rewards reflecting work contributions.” Successful team-building activities to develop and strengthen collaboration begin on a foundation of commonality. When Tata Consultancy Services (TCS) was recognized in Europe and globally as a 2024 Top Employer by the Top Employers Institute, they credited collaboration as a success factor. HR Head, TCS Europe Rajeev Das said, “This accolade is a reflection of the collective dedication and collaborative spirit of our incredible teams.”
Meeting the Needs of the Blended Workforce
Attending offsite team-building retreats has been popular for many years. During the pandemic, companies had to get more creative to reduce costs and accommodate the remote and hybrid workforce. Thus, these days, many team-building activities utilize technology out of necessity. However, retreats, intergenerational lunch meetings, and volunteering activities are still important when they fit the workplace structure. Volunteering activities where team members from all generations can work toward a common goal are particularly effective in today’s workforce. It appeals to all people who want to contribute to society or the environment and promotes a sense of shared purpose outside the workplace. Games are also popular, though employees today are more sophisticated, and many prefer not to participate. More popular are team-building activities in which people share essential information that promotes a deeper understanding of life experiences or are directly connected to work achievements. The post-COVID period has led to employees wanting to attend in-person or virtual events that facilitate team bonding. They also want to attend during work hours and not be forced to attend after hours. Another change since the pandemic is that “fun” collaborative projects are not only top-down. Employees are encouraged to do things they enjoy, like offering a Zoom cooking class. This adapts well to promoting inter-generational collaboration.
So Many Team-Building Options
There are an unlimited number of team-building activities that connect multiple generations of employees. For example, organizations can organize storytelling sessions where employees share their stories about significant career moments. Telling stories enables employees from different generations to understand each other better, and get context on perspectives about various work-related values and practices. The sessions can be in person or online using a meeting software program. Of course, the effectiveness of this strategy depends on employees and leaders being willing to share their experiences. Another team-building strategy is pairing employees from different generations together. Mentorship generation mixers promote collaboration and the exchange of insights on topics such as new technologies like AI, industry trends, cultural perspectives, and how each navigated their careers and approaches to work. Mentorship mixer participants can share their experiences during storytelling sessions. Skill swap workshops, structured to bring different generations together, involve employees teaching each other one or more new skills. Older people can share insights on past experiences, like how they successfully managed a difficult project or tips for meeting project deadlines and what they have done to get a project back on track. Younger employees can teach tech skills, like digital tools, and how they quickly adapt in the age of rapid technology changes. An interesting strategy to get people of different ages and backgrounds is to create innovation challenges designed to promote collaborative problem-solving and creativity. Apple used cross-functional teams to develop the iPhone. General Motors has an ongoing innovation challenge between its design and engineering teams. This is how the company keeps innovation flowing through time and generations of employees. Finally, a platform-based feedback forum promotes employee interaction and enables the inclusion of all employees. Employees from any generation can post comments, congratulate coworkers on a work or personal success, ask for feedback on a project, and contribute ideas. This can blend with generational innovation labs where employees from different generations brainstorm and encourage each other to think out of the box.
Productive Fun
Having fun is still a successful approach, but the activities need to be relevant. For example, a fitness challenge could be organized for teams comprised of multiple generations of employees. Linking the fun with desired rewards boosts the motivation of the team to figure things out and bond with each other. Traditionally, collaboration activities have involved assembling a team to work on real projects to get work done and not specifically to strengthen collaboration. Collaboration was assumed. Now, it needs to be more intentionally engineered. The most successful team-building activities are designed to strengthen collaboration, enhance workforce relationships, and share knowledge and expertise between generations when the workforce is age-diverse. People still like to have fun, but workplace fun can also be productive and support a culture of continuous, multigenerational sharing and learning.
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