The Impact of Generational Differences in the Workplace on the EHS Professional

Summary

Environmental health and safety professionals rely on effective communication to provide a positive safety culture in their workplace. That need has gained momentum in the past decade. The work force is currently experiencing the presence of five different generations, which is a new and relatively unmoderated concept. Older generations are retiring later and remaining in the workforce while newer generations continue to trickle in. This has created a generation gap, or communication barrier, that has directly affected the health and safety influence in the workplace. This report aims to mitigate communication challenges that the environmental health and safety professional encounters in the workplace. In this report, environmental health and safety will be referenced as EHS.

Introduction

Environmental health and safety professionals need to be equipped with the knowledge of how to communicate with, lead, and train all five generations in today’s workforce through applications of broad communication, leadership, and training techniques. Each generation will expect different forms of communication from you, from basic communicating to promulgation. This report will introduce each generation and discuss how they impact health and safety in the workplace. Additionally, this report will explore how each generation communicates most effectively, the characteristics of each generation, how to effectively lead a broad variety of workers, and how to train workers in a way that everyone understands so that you may mitigate these communication issues. Quantitative solutions, potential benefits, and further research opportunities will be offered.

In part, the research in this report is personal communication obtained through email in 2019. The individuals interviewed were all EHS professionals that each self-identified with one of each of the three most voluminous generations. They all participate in leadership roles and institute training programs. Moreover, the research in this report is gained from EHS professionals from different industrial backgrounds including both general industry and construction. All of the research content dates back no later than 2012.

Background

Today’s workforce consists of five generations: Veterans, Baby Boomers, Gen X, Gen Y, and Gen Z. Three current EHS professionals said that in 2019, they encounter five different generations in their workplace. The population volume of each generation is visualized in Figure 1. The data in Figure 1 (cover photo) was derived from K. Clark’s article and put on a chart by the author (Clark, 2017). The article presents research by Clark, an assistant professor, on the impact of generational differences in the medical field. Research presented by Ann Fishman on behalf of the U.S. Senate Special Committee on Aging suggests that “each of these five generations is shaped by historic events that occur during formative years” (Fishman, 2016). Although current events will modify their characteristics, each generation will have their own unique values, attitudes, lifestyles, and priorities (Fishman, 2016). These characteristics as they relate to health and safety communication in the workplace are summarized in Figure 2 by the author with data from Anthony Geise (Geise, 2012). Geise is a safety manager at SSOE Group with over 30 years of supervision and management experience. Additional information was compiled for this table by the author from Clark (Clark, 2017). 

Generational Safety & Health Characteristics

Generation

Characteristics

Veterans

(1922-1945)

1.    Impacted values on family, religion, work, and government

2.    Respect authority

3.    Believe recognition should be based on seniority

4.    Age may impact ability to stay healthy and safe in the workplace

Baby Boomers

(1946-1964)

1.    Team players

2.    Motivated by perks and prestige

3.    Experienced in the age before the OSH Act

4.    May feel they don’t need training or guidance

Generation X

(1965-1980)

1.    Less loyal to employers

2.    Question authority

3.    Dislikes direct supervision

4.    Resistance in training

5.    Overall health and safety is important

6.    Results-oriented

Generation Y

(1981-2000)

1.    Seek a sense of meaning

2.    Short attention span

3.    Desire praise and support, promotion of development

4.    Work best when participating

Generation Z

(2000-)

1.    Driven by advanced technology

2.    Willing to share private matters

Figure 2

Problems

The generation gap in today’s workforce presents many obstacles. The major challenges that the EHS professional faces are communication problems, leadership difficulties, and training barriers. Likewise, these three agendas are some of the most important goals and objectives that you will need to succeed in conquering as an EHS professional.

Communication

As EHS professionals, we are responsible for enforcing health and safety procedures in our respective workplaces. A major requirement for creating a successful safety culture is having the ability to communicate with each generation despite their characteristic differences. J. Rodriguez, a registered engineer with construction and management experience, states that many companies are encouraging diversity of candidates, which is resulting in a challenging age gap (Rodriguez, 2019). Working with multiple generations will continue to be a challenge if a proper communication plan is not implemented (Rodriguez, 2019). Research conducted at Grand Valley State University in 2016 produced unsettling results. Different generational viewpoints equate to different life choices, thus making it difficult to develop interpersonal relationships (Kelly, et al, 2016). While some EHS managers may argue that communication only needs to be surface level, the reality is that the generation gap will be a constant issue in the workplace, primarily from a manager’s point of view (Kelly, et al, 2016). Developing personal relationships is important to create a foundation of trust and respect.[name omitted] has the resounding opinion that multiple generations in the workplace create a significant obstacle for the EHS professional. When EHS professionals are unable to successfully convey workplace policies and rules regarding safety and health, a proper safety program is unattainable.

Leadership

Although basic communication is the starting point for the EHS professional to succeed, it is also important to be an effective leader. Leading different varieties of workers can be a challenge in any workplace, but it becomes vital when safety is in your hands. Typically, individuals from the Baby Boomer generation express a very low opinion of Generations X and Y (Clark, 2017). Moreover, Gen X tends to be more cynical and distrustful of authority, which can impact their ability to accept leadership (Geise, 2012). [name omitted] says that being a young EHS professional is a challenge because he has to tell experienced employees how to do their job safer. [name omitted] identifies typical responses to his leadership to include, “I have been doing this job for 20 plus years and still have all my fingers and toes.” There is a clear lack of respect for leadership between different generations. This corresponds to creating a personal relationship through mutual understanding and trust.

Training

Finally, training employees on how to operate safely in the workplace is one of the most important aspects of the EHS professional’s job. However, teaching different generations of workers is one of the major problems that EHS professionals face today (Geise, 2012). People of different generations retain information in different ways, and since each generation has different attitudes about the workplace and different ways of learning, you will need to understand how to gear your training modules toward each of them specifically. [name omitted] conveys that the biggest challenge she faces as an EHS professional is “accounting for the different types of learning preferences.” In her career as an EHS professional, [name omitted] has designed training programs for automotive plants, and now oversees global rollouts of such program. Unfortunately, one training method doesn’t fit all when it comes to five generations (Geise, 2012). For instance, Generation Y tends to be easily bored and impatient, which can impact how well they receive information (Clark, 2017).

Solutions

As an EHS professional, it is crucial that you are able to adapt to a constantly changing workplace. Problems such as communication, leadership and training will have direct solutions; however, the key to successfully mitigating the challenge of five generations will ultimately take a broader compilation of solutions. Employee involvement and top management support are essential to any safety and health program. Likewise, they are indispensable when alleviating the pressure placed on the EHS professional. Moreover, opportunities are included in the solutions. Although the vast difference between generations in the workforce can cause complications, the gap also has the potential to produce positive results. These opportunities should be regarded as highly as the solutions to the problems themselves.

Communication

EHS professionals need to modify the way they communicate in order to accommodate a multiple generational workplace. [name omitted] suggests that is important for EHS professionals to recognize the different generational attitudes, beliefs, and values. Further, the EHS professional should learn to respect, listen to, and try to understand those that have different values due to their generational difference. [name omitted] suggests a broad communication style including “posters, notices, oral communications, follow-up by the immediate supervisor to ensure understanding, and support from top management.” To expand on this idea, it is important to remember that different generations prefer different methods of communication; (a) Veterans prefer formal communication; (b) Baby Boomers react best to in-person conversations; (c) Gen X responds best to direct and immediate communication; (d) Gen Y prefers e-mail or voice mail (Kelly et al, 2016). As an EHS professional, you should be aware of these different communication preferences and try to use them all, or gear them toward your workforce by generation. To supplement, [name omitted] encourages EHS professionals to “continue to look for opportunities and new ways to communicate.” The concept of continuous improvement is well-known by EHS professionals in the face of health and safety, but it should also be considered when looking at improvements to communication.

Leadership

There are many aspects to leadership that need to be addressed in order to mitigate the communication challenge. [name omitted] enunciates the necessity of employee feedback. Having an open-door policy can encourage employees to come to us when they want. Knowing what employees expect from us is just as important as knowing what we as EHS professionals expect from them. Roles and expectations need to be clearly defined for all generations (Rodriguez, 2019). Different generations accept feedback and rewards from management in different ways. Likewise, it is vital to understand how to approach a multiple generation workplace when it comes to motivation; (a) Veterans abide by the adage that no news is good news; (b) Baby Boomers don’t appreciate positive feedback as much as they want money or prestige; (c) Gen X would rather approach management first to determine how they are doing; (d) Gen Y thrives on meaningful work, but will expect positive feedback immediately after their work is complete (Kelly et al, 2016). [name omitted] says the solution to the communication challenge is assuring that you understand your audience and understanding where you need to improve. Active listening and self-improvement are ways that we as EHS professionals can create a more inviting environment. [name omitted] puts importance on developing relationships when in a leadership position, which can be done by studying generational preferences.

Leadership techniques can also be cultivated through understanding what each generation wants out of a leader. By identifying these elements and using them to your advantage, you may be able to express your health and safety program in a way that will be received better. Gen Y thrives on the opportunity to help others; they enjoy being recognized for their unique values and perspectives (Fishman, 2016). You may involve a Gen Y employee more by inviting them to join a safety committee or put them in charge of a company volunteering opportunity. Gen X employees prefer management that will quickly address internal disputes; they also thrive on feeling they belong, and want to be listened to (Fishman, 2016). Gen X employees also make excellent members of safety committees and make great leaders of them. Keeping an open-door policy as well as a policy that indicates that you will address issues immediately will keep a Gen X employee happy. Baby Boomers crave control (Fishman, 2016). Although this can create challenges when trying to lead them, you can mitigate these challenges by asking them what they think or probing them for ideas to keep them be involved in the decision-making process. Approaching new health and safety measures in this way will make communications with this generation go smoother.

Employee Involvement

[name omitted] also encourages employee involvement to mitigate communication issues. One way to do this is to introduce programs that allow all generations to feel their needs are being met and that they are being respected, such as implementing a safety committee in your workplace (Kelly et al, 2016). Safety committees are great ways to receive feedback and create otherwise difficult to obtain relationships. Multiple generations can benefit from a program like this. Further, pairing up Baby Boomers or Veterans with employees of younger generations will allow the older generations to obtain their sought-after sense of pride and recognition, along with supplying new workers with a valuable learning experience (Geise, 2012). By implementing these programs, the EHS professional can foster a work environment that embraces diversity and promotes productivity (Clark, 2017). 

Top Management Support

While employee involvement is important in mitigating communication challenges as a leader, top management support is just as vital. Some EHS professionals will face lack of respect due to generational gaps, but this can be mitigated with top management support. [name omitted] says that consequences to violating safety procedures are necessary in order to show that safety will be taken seriously. Additionally, he suggests using the word “we” instead of “I” to show employees that safety policies are supported by the entire top management team.

Training

Implementing mentoring programs is an excellent solution to the problem with training. Typically, letting older generations teach younger generations not only meets the recognition needs of Baby Boomers, but also meets the participation need of Gen Y employees. The key with training is similar to that of general communication: flexibility. Blending learning styles and incorporating different methods of training will help include all generations in the process (Geise, 2012). Contrary to popular belief, older generations are just as affluent with technology as younger ones (Kelly et al, 2016). EHS professionals should not shy away from technology use in training. There are great tools available that allow employees to download information anywhere at any time, which is especially applicable in situations such as construction sites or large plants (Geise, 2012). Regardless of the generation, engaging training is key. Use graphics and a variety of teaching tools (Geise, 2012). Figure 3 displays training solutions given by EHS professionals dependent on the generation they self-identify with. The data was obtained through interviews with EHS professionals conducted in 2019. Two out of the three participants of the interview cited interactive methods as effective training methods. Hands-on demonstrations and interactive approaches help participants stay engaged and ensure that they understand the training. This approach will be effective with the Gen Y employees who are easily bored, as well as the Gen X employees who are results-oriented.

Training Solutions

Source: Baby Boomer

1.    Effective introduction explaining need for training and expected outcomes

2.    Limited lecture followed by interactive methods

3.    Group composed of mixed generations when possible

Source: Gen X

1.    Classroom-based with instructor

2.    Computer-based

Source: Gen Y

1.    Engaging material

2.    Keep it high-level

3.    Interactive training with feedback

4.    Job-specific

Figure 3

Opportunities

Although you will likely face issues as an EHS professional when trying to communicate one idea to five different generations, multiple generation workplaces can create positive opportunities as well. [name omitted] argues that multiple generation workplaces can be a benefit. He specifies that this is the case when a safety-first work culture is already present. When a positive safety culture is present, older generation employees will be more apt to take safety seriously and show younger employees how to do their job safely. This will create a domino effect that spreads safety awareness. [name omitted] also recognizes multiple generation workplaces as a challenge rather than an obstacle. She contends that the EHS professional should recognize the problem and work toward a solution. A multiple generation workforce could potentially be a positive opportunity for us to establish a safe workplace and work toward modern solutions.

Recommendations

The following are recommended steps for EHS professionals to take in order to operate an effective health and safety program in their workplace that will reach each generation respectively. These recommendations are based on the research gathered in the report.

1.    Utilize different means of communications in the workplace such as posters, notices, oral communications, and follow-up by the immediate supervisor.

2.    Encourage employee feedback. Have an open-door policy.

3.    Provide different opportunities for employees based on their generational characteristics.

4.    Motivate employees based on their generation’s accepted form of rewarding.

5.    Start a safety committee in your workplace to encourage participation.

6.    Obtain top management support, or if in a position of top management, enforce support from the top down.

7.    Pair up older generations with younger ones in mentorship programs to provide a symbiotic relationship.

8.    Blend learning styles and teaching methods to speak to all generations. Use new technology and interactive methods.

9.    Be optimistic and vigilant about new opportunities that can improve your communication skills with your employees.

Conclusion

Attempting to communicate health and safety issues with five different generations can be a challenge, but there are applicable solutions. The first step is to understand that each generation has different attitudes, values, and beliefs that may impact how they feel about safety in the workplace. EHS professionals may have to adjust their teaching and leadership styles to accommodate individual employees. Knowing the characteristics of your employees and how they best operate will help you to communicate with them. Not all employees are the same, and that difference is greater in today’s workforce than ever before. Although research shows that communication issues will exist for the EHS professional, there are positive influences of a multiple generation workforce that should also be considered.

While this research has provided many solutions on how to mitigate communication challenges in the workplace, there are still additional factors that need to be considered. Being so new to the workforce, Gen Z was not properly represented in this report. More research will need to be conducted over the next decade to determine how best Gen Z employees communicate. Certain areas of concern need to be cross-checked as well, such as training methods. Although employees will learn differently based on their generation, they will also learn differently based on their learning style. More research should be conducted in the future as new generations influence the workforce. More research should be conducted as well on the amount that different generations are influenced on safety and health matters.

References

Fishman, A. A. (2016). How generational differences will impact america's aging workforce: Strategies for dealing with aging millennials, generation X, and baby boomers. Strategic HR Review, 15(6), 250-257. Retrieved from https://doi.org/10.1108/shr-08-2016-0068.

Kelly, C., Elizabeth, F., Bharat, M., & Jitendra, M. (2016). Generation gaps: Changes in the workplace due to differing generational values. Advances in Management, 9(5), 1-1,8. [No DOI] Retrieved from https://www.semanticscholar.org/paper/Generation-Gaps%3A-Changes-in-the-Workplace-Due-to-Kelly-Elizabeth/593b8a4d0b399c85c1f8b11e00ccc2ecba82bcdd.

Clark, K. (2017). Managing Multiple Generations in the Workplace. Radiologic Technology, 88(4), 379–396. [No DOI] Retrieved from

https://www.ncbi.nlm.nih.gov/pubmed/28298496.   

Geise, A. (2012, April 13). The Barriers To Effective Safety Training: Finding Training Techniques that Bridge Generation Gaps. Retrieved from https://www.ehstoday.com/training/barriers-effective-finding-training-tech-generation-gaps-102011.

Rodriguez, J. (2019, March 18). Managing Five Workforce Generations in Construction. The Balance: Small Business. Retrieved from https://www.thebalancesmb.com/managing-different-generations-in-construction-4137829.