Despite hype surrounding generational differences in the workplace, the study found considerably more similarities among various generations than differences.

The study analyzed the perceptions among employees from different generations on how generational diversity relates to job performance, work team interaction and perceived skill sets. The study surveyed more than 500 employees from around the world and included Generation Y (29 years old and under); Generation X (30 - 44 years old); Baby Boomers (45 - 63 years old); and Traditionalists (64 years old and older). The study provides insight on the following questions:

• Do employees want to be treated differently regardless of their age?
• Do regional differences affect how employees want to be treated in the workplace?
• Do project assignments involving people of different ages hinder job performance?
• Is an employee’s workplace behavior and attitude influenced by age?

The findings, which buck conventional wisdom, reveal that there is little sensitivity to age differences and multigenerational teams. Additionally, there is an overall ambivalence to suggestions that age influences the way people behave in the workplace.

The similarities among generations are further demonstrated by questions that asked employees to rate the most valued attributes of a job: In all but one generation, respect was singled out as the most valued attribute.

“Attempting to understand people via labels increases the likelihood that their unique value and distinct identity will be underestimated and underutilized,” said AchieveGlobal CEO Sharon Daniels. “At the end of the day employees are just people. They all seek respect, financial security and new work experiences. I think it’s important that we do not focus on so-called generational differences but instead focus on providing employees the experiences and education necessary to help them succeed and excel at any age.”

The study also found that there were no significant regional (United States, Asia and Europe) differences in how employees wish to be treated in the workplace. There was, however, a significant difference in perceptions between Eastern and Western cultures in regards to the influence age has over workplace behaviors. European and U.S. employees were less likely than Asian employees to believe that workplace attitudes and behaviors are driven by age.

“As workforces become leaner in our current economy, managers would do well to focus on developing employees’ personal skills and fostering an environment of collaboration,” said Daniels. “Inherent in multigenerational workforces is a diversity of experiences and expertise. Now is the time to encourage employees to value each others distinct talents and uses similarities and difference to build opportunities in the future.”

Study participants also identified what they believed were the main benefits and drawbacks of working in multigenerational work teams. Some benefits included:

• A more interesting environment.
• A broad range of perspectives.
• Younger staff provides energy; older staff provides direction.

Drawbacks included:

• Communication breakdowns.
• Lack of flexibility.
• Moving at a slower pace.

For a full copy of the report, visit www.achieveglobal.com/report/generational.