Indian firms vie to manage multi-generation workforce

Pune: In an era of different approaches, value systems and thought processes of the young generation, Indian companies struggle to get them to work in unison and maximize output. Companies are working at strategies to handle multi-generation teams, from encouraging diversity to actively eliminating biases, reports Omkar Sapre for Economic Times.

Today we have a corporate world which includes all the different generation groups starting from Traditionalists (born after 1950), Baby Boomers (post-1960), Gen-Xers (post-1970) and Millennials (post-1980). Generally, a span of 20 years was considered to be a generation gap. But with rapid developments in various fields and social changes, the span has reduced to 10 or even five years in some cases.

Persistent Systems, a Pune-based outsourced product development company, frequently sensitizes employees about the company's goals, gives senior staffers the freedom to choose roles, uses social networking tools for communication and conducts informal sessions to foster bonding.

"For the first time, we are seeing a sizeable number of 45+ year-olds in the industry while the number of young people is growing simultaneously," says Chief Operating Officer, Nitin Kulkarni.

"When you have a team between ages 20 and 50, the boss' job is to ensure that juniors and seniors respect each other for strengths like enthusiasm and experience, and he respects both," says Devendra Chawla, Head of the Private Bands Business at Future Group.

Most managers believe encouraging bonding between employees can help reduce this divide. At Peerless Mutual Fund, forums are organized for employees to come together and discuss non-work ideas, says CEO and MD, Akshay Gupta.

At Bajaj Electricals, too, employee bonding is taken seriously. "Everyone's contribution is important and the leader should acknowledge that. We need to make people feel they are wanted, energize and empower them with knowledge," says Executive Director. R. Ramakrishnan.