IGT Tool 2: Intergenerational Project- or Workforce Teams
This tool is meant to be used by managers and facilitators to establish and work with
multigenerational project teams. It answers the question, “How can the organisation
implement age diverse project teams in order to capitalize on the unique expertise
and experience of the different generations?” It is meant to be used as a guide and
can be adjusted to different contexts as needed.
What is it?
A multigenerational project-or workforce team can be created to
consciously utilize the unique expertise from different
generations. One of the criteria in selecting the team members,
is age diversity to facilitate, - and benefit from, intergenerational
learning.
When can you
use it?
When the organisation wants or needs to increase the
effectiveness of a project by capitalizing on different generations
working together toward a common goal. When the nature of a
project will benefit from the experience and skills unique to
different generations, it is important to select participants from
various generations for the team.
To use as a pilot before implementing mixed age teams
throughout the entire organisation.
In what context?
In organisations where expert knowledge based on long
experience will be leaving due to retirement or other reasons.
When a project can benefit from a combination the knowledge
and experience of both older and younger employees.
In a situation in which more age diversity in regular teams is
difficult to realize, but easier to implement in the formation of a
(temporary) project team.
To help what
problem?
There does not necessarily need to be a problem; working with
multigenerational project teams is mostly a way in which
organisation can optimize the collaboration of generations
working together.
In some cases age diverse project teams can also reduce
tension and common stereotypes that one generation may have
about another generation.
What does the
tool achieve?
Working with multigenerational project teams facilitates the
exchange of knowledge between young and old in a team, thus
creating a more well-rounded, diversified result of a project.
Therefore it is a way to facilitate competence development of
both younger and older employees and can contribute to
innovation processes within the organisation.
By forming multigenerational teams, the organisation can
capitalize on the strengths of different employees, rather than
their differences.
How does the
tool achieve its
results?
Intergenerational project teams facilitate the exchange of
knowledge between the “older and wiser” and the “new insights
and tech savvy of the younger”. Participation is a mixed age
project team will encourage intergenerational communication
and working relationships throughout the organisation, as well as
weaken generational stereotypes; an outcome that can be
leveraged for future projects within the company.
Need more
information?
“Workbook Generations in the Workplace” – Engaging the Best
Talent of All Ages., MetLife Mature Market Institute. Available at
http://www.metlife.com/assets/cao/mmi/publications/studies/mmiworkbook-generations-workplace.pdf
Lucienne.Suiker@inholland.nl
1 Using the tool:
1.1 Requirements:
A management team which is aware and committed to working with intergenerational
project- or workforce teams. They are not only actively involved with creating the
team and selecting the team members, but also facilitate regular debriefing sessions.
The project team leader needs to be aware of the intergenerational character of the
team and needs to have the skills to create an atmosphere in which the contribution
of each generation is valued and needed to achieve a common goal.
Depending on the nature of the project team: 6-10 participants. Regular meetings
during the course of the project (which can vary from for example 4 weeks to 3
months or even several years).
1.2 Implementation:
Create small groups of employees from different generations (maximum of 10
members), to work together on a project or task force. Ideally each team would
include an individual from each generation.
The project leader needs to emphasize and monitor that the contribution of each
generation in the form of ideas, skills, knowledge and stories are valuable and
treated with mutual respect. The focus is the team is on company goals through
collaboration within the context of the project team.
2
Make sure that all employees have a shared understanding of the project. At the start
of the project each employees is asked to write down and share their respective
strengths around the tasks needed to complete the project. Encourage the team to
assign tasks according to the employee’s self-defined strengths.
Make sure that everyone in the team is aware that the goal of a multigenerational
project team is an “increased understanding of and respect for one another’s talents
and expertise- an outcome that can be leveraged for future projects within the
company” (Workbook Generations in the workplace).
In order to implement intergenerational teams successfully, it is important for the
organisation to monitor whether the team members are working together effectively
and the project is moving forward as planned. Therefore debriefing sessions should
be scheduled about one-third and two-third of the way through the expected timeline
for completion.
2 Critical Success Factors
Commitment from management to facilitate intergenerational learning in project
teams is crucial when implementing multigenerational workforce teams.
A project team leader who has the skills to create an atmosphere in which the
contribution of each generation is valued and needed to achieve a common goal.
Regular debriefing sessions, facilitated by management. Ideally a member of the
management team is present to demonstrate the involvement of the senior
management.
3 Evaluation
For evaluating this workshop use IGT Tool 9 Evaluation form_On the Job Learning
Workshop
In the training pack you can find the underlying principles behind the evaluations as
well as instructions for using the forms themselves.
3