60 T+D | April 2014

LEARNING & DEVELOPMENT

embrace differences
WHEN TRAINING
intergenerational
groups
T
he work environment is more generationally
diverse now than at any other time in recent his-
tory, with millions of Gen Xers ready to fill the
space left by retiring Baby Boomers and millions more
Millennials cementing their place in business. While
most businesses understand the changing demographic
of employees and realize that training approaches need
to be tweaked to cater to a younger workforce, the true
challenge exists when attempting to effectively deliver
training across generational divides. The key to suc-
cessfully training these diverse groups together is to
promote understanding, facilitate communication, and
provide flexibility.
Whos who
The first step in understanding the differences present
among these generations is to examine the motivation
behind those differences. Individuals born within the
same generation, a span of approximately 20 years, typi-
cally have similar behaviors and shared value systems
based on the way they experienced historical events and
new technology during their formative years.
BY APRIL ORT
Common conflicts may arise among the mixed
generations, but keep training events on track
with proper design and delivery.
podcast
April 2014 | T+D 61 PHOTO: VEER
62 T+D | April 2014
In terms of training and development, they
may share communication preferences, learn-
ing styles, and desired delivery methods (see
sidebar on page 64).
Baby Boomers
Baby Boomers view the trainer as a knowl-
edgeable counterpart. They place a heavy
importance on qualifications and reputation.
Because of the value Boomers place on intel-
lect, trainers should create opportunities that
transform knowledge into skills.
This generation values tenure and appreci-
ates experience-based learning. Incorporate
this into learning by engaging them. Have
them share real-life scenarios. Place these
learners in a mentoring role for younger
participants to take advantage of their vast
knowledge.
Baby Boomers may be insulted by continual
feedback. Instead, solicit their opinion on the
pace and effectiveness of the training session.
They will feel flattered that you sought their
suggestions and might open up about what
they need from you as a trainer.
This generation is comprised of audio
learners, meaning they retain information
best when it is delivered orally. They are com-
fortable with traditional lecture formats and
printed material.
Generation X
Gen Xers need to view the facilitator as a sub-
ject matter expert regardless of their status.
Trainers should be able to exhibit their ex-
pertise in real time if they want to be taken
seriously by this generation. They value auton-
omy and feedback, whether on the receiving or
giving end. Although their independent spirit
rejects micromanaging, they flourish with
frequent feedback that allows them to gauge
their performance.
These participants are comfortable work-
ing in teams but prefer independent learning.
Training will be most effective for them when
there are frequent question-and-answer
sessions between modules. They enjoy multi-
media delivery methods that are organized
and condensed.
Gen Xers are kinesthetic learners, meaning
they need to be carrying out a physical activ-
ity to absorb information. This could entail
playing with a stress ball while listening to a
lecture or taking notes during a video.
Millennials
Millennials see trainers as knowledgeable
mentors with depth of real world experience.
They respect authority and qualifications, but
prefer their training to be instantly applicable
and practical.
This generation values visual stimuli and
prefers training that is rich in images and
skimpy on text. Like the Gen Xers, they are
reliant on feedback and prefer that it be imme-
diate. This generation appreciates flexibility in
where and when they receive learning.
Millennials regard teamwork and diver-
sity as crucial to their list of work values. They
prefer informal settings with constant stimula-
tion to hold their fleeting attention spans. The
more succinct the session, the better the re-
sults will be.
Members of this generation are kines-
thetic learners, like Gen Xers, but they also
are highly visual. They need image-dense
material to cement training concepts. A fast-
moving multimedia presentation with plenty
of pictures will capture the attention of these
multitaskers.
Trust and acceptance
All generations need to see the relevancy of
training to their current job. This is a critical
point in gaining the trust and acceptance of
the learners. Be sure to show your audience
whats in it for them.
Understand the unique learning charac-
teristics of each generation and pass that
CONSIDER THE VALUES AND LEARNING STYLES
OF ALL GENERATIONS WHILE PLANNING AND
FACILITATING GROUP ACTIVITIES.
April 2014 | T+D 63
knowledge on to participants to create a wel-
coming environment conducive to learning.
However, remember that these are generaliza-
tions and should be viewed in context.
Because each learner is an individual, there
will never be a blanket solution to successful
engagement in intergenerational groups, but
these suggestions are based on practical expe-
rience and research. Appreciating differences
among generations is crucial to successful
interaction, but dont forget to focus on the
similarities. All learners need communication,
desire to be included, and respond positively
to social interaction.
Training challenges
A major challenge for trainers and instruc-
tional designers is to maintain an effective
training environment despite generational dif-
ferences among participants. Consider the
values and learning styles of all generations
while planning and facilitating group activities.
A tip for minimizing conflict later during a
training event is to establish the ground rules
up front. Make sure that all participants have
a clear understanding of what is expected of
them, as well as what they can expect from
the training session. Regardless of generation,
all learners will be more vested when they
grasp the purpose of the training and how this
knowledge and skill set will be applied to their
jobs.
Shared understanding of the motivations
and values of each generation will foster an
open learning environment and receptive at-
titudes toward the training. Consider opening
your session with an icebreaker that incorpo-
rates these differences in a fun and insightful
way. This will help break down the walls of
generational divides and create fully vested
learners.
Communication, or the lack of it, is perhaps
the greatest source of conflict in relation to
interaction among intergenerational workers.
Baby Boomers prefer face-to-face communi-
cation, Gen Xers are comfortable using instant
chat, and Millennials are keen on email and
social media to relay their ideas. Consider the
following suggestions to avert conflict.
Find ways to soften the sharp blow of a
matter-of-fact Baby Boomer who finds it
necessary to berate a Millennial for emailing
during a lecture. Have a discussion about why
the older learner might feel the act is disre-
spectful. Explain that the younger learner is
used to multitasking and needs to be able to
empty her mind of a pressing thought by send-
ing off a short email to fully absorb the training
content.
Allow Gen Xers to work at their own pace
as long as they arent missing crucial informa-
tion in the process. Small-group activities are a
good way to pull them out of their solo session.
Trainers should not be insulted if a Millen-
nial questions their information or direction.
They are simply accustomed to accessing the
most up-to-date information from multiple
sources and view themselves as active partici-
pants in their own development.
Although it is important to understand the
differences among learners, trainers and in-
structional designers should examine their
own generational-based values that contrib-
ute to a preferred communication and delivery
style. Ask yourself how those views might
affect learners and how you can approach
training from an unbiased frame of mind.
Strengths
Each generation has strengths that relate to
the work environment, and the other genera-
tions can gain value from that. When preparing
to develop and deliver training, trainers and
instructional designers need to focus on mini-
mizing conflict and leveraging the varied
strengths of each generation. Finding common
ground to enhance the learning of all involved
is central to the success of training an inter-
generational class.
Differences can enhance learning by offer-
ing an exchange of ideas and experiences while
stimulating fresh perspectives. Encourage
learners to embrace the unique communica-
tion and learning styles of others. Facilitate the
building of relationships as the most surefire
way to bridge generational gaps.
You can take advantage of the technologi-
cal savvy of Millenials by pairing them with a
Baby Boomer who might not be familiar with
64 T+D | April 2014
Baby Boomers Generation Xers Millennials
Age 50-68
(born 1946-1964)
34-49
(born 1965-1980)
14-33
(born 1981-2000)
Ethics and values Involvement, quality, and
question authority
Informality, self-reliance, and
feedback
Teamwork, multitasking,
and fun
Learning style Books, manuals, and
presentations
Interactive sessions and
question asking
Image rich and technology
driven
Preferred delivery
method
Lectures and workshops Experiential and self-learning E-learning and collaboration
via technology
What Sets the Generations Apart
April 2014 | T+D 65
the nuances of advanced technology. Use the
Boomers affinity for sharing personal expe-
riences by having them head a small-group
discussion with younger participants.
Millennials thrive in team environments and
will glean useful insight from their elder coun-
terparts. Gen Xers crave feedback and also are
comfortable delivering it, so they can provide a
delicate buffer between the other two genera-
tional extremes.
Training can be optimized for intergenera-
tional groups by implementing a few strategic
tips:
Combine traditional training resources
with technology-based learning such as
e-learning modules and webcasts to
engage all learners.
Chunk information into short bits, no lon-
ger than 20 minutes.
Use delivery methods that appeal to visual,
auditory, and kinesthetic learners.
Incorporate music, games, and small-
group activities to hold the interest of
younger learners.
Flexibility
Members of each generation value schedule
flexibility equally, including how it relates to
training delivery. Training professionals can
enhance the reach and performance of their
initiatives by offering training in a variety of
media with plenty of activities shaped to opti-
mize the strengths of all participants.
Blended learning provides a way to evenly
distribute learning in a format that caters to
the preferred delivery method of each age
group, with Baby Boomers enjoying their face-
to-face interaction, Gen Xers maintaining their
independence, and Millennials experiencing a
sense of community and interaction.
Build flexibility into learning to cater to
unique needs. Each generation has a prefer-
ence for the way it receives training and how
ideas and concepts are comprehended. Allow
Baby Boomers to review printed informa-
tion that outlines processes, and then initiate
a discussion about their personal experiences
relating to the material. Give independent Gen
Xers self-directed and self-paced e-learning
modules. And appease Millennials penchant
for media-rich technology with podcasts and
webinars, but keep them short.
Although challenge is an ever-present
obstacle in the successful delivery of inter-
generational classes, training professionals
can rise above the generational divide by
creating a foundation of understanding and
acceptance, incubating relationships in the
classroom, and providing the flexibility for
each generation to receive training in the
manner that best suits them.
There is a plethora of research and infor-
mation relating to the needs and values of the
various generations, but one surprising find-
ing I came across in my research had to do
with what makes a happy work environment.
This had a profound effect on how I intend to
deliver training to intergenerational groups
because learning is most successful, and its
long-term results lasting, when the partici-
pants are happy.
According to research conducted by the
Center for Creative Leadership, all three gen-
erational groups listed some of their top
contributors to happiness in the workplace:
feeling valued; recognition and appreciation;
and a supportive environment. Fortunately for
those in the training profession, these three
items are easily implemented.
April Ort is an operational trainer for a Fortune 20
company and a freelance writer specializing in the study of
generational differences within the workplace; AprilOrt@
yahoo.com.
FACILITATE THE BUILDING OF RELATIONSHIPS
AS THE MOST SUREFIRE WAY TO BRIDGE
GENERATIONAL GAPS.
Copyright 2014
ASTD
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