SCOTT THIGPEN/Special

There's a new dimension to diversity in the workplace these days. For the first time in America's history, four generations of workers are toiling side by side.

Think that doesn't raise challenges? Recall a recent wedding or extended family reunion — the pitfalls of having junior, dad, grandma and great-uncle Ed in the same place — and then apply that to the 140 million or so American workers.

Companies are just starting to notice the effects, making "generational differences one of the hottest diversity issues right now," said Al Vivian, president and CEO of Basic Diversity Inc., a Fayetteville-based diversity consulting firm.

With Americans living and working longer, multiple generations in the workplace are here to stay, and that's a good thing, experts say.

"The work force needs all its workers, because there's a huge personnel shortage coming as the baby boomers retire and there aren't enough people to take their place," Vivian said. "America is also facing stiff competition from the growing productivity of the BRIC nations (Brazil, Russia, India and China). The reality is that we need everyone in the work force, and we need to learn to understand one another."

A snapshot view of the four generations shows the source of some of the tensions.

The Matures (born from 1909 to 1945) — shaped by the Great Depression, the New Deal, World War I and World War II — tend to believe in family, duty, country and company loyalty. "They believe that you've got to pay your dues with a company before moving up the ladder," Vivian said.

Baby boomers (born from 1946 to 1964) were shaped by the civil rights movement, the Vietnam War and the Apollo 11 moon landing. "They're optimistic, team-oriented, believe in personal development and are workaholics; they created the 60-hour workweek," Vivian said. "They work to achieve and have more things."

Generation X (born from 1965 to 1978) was shaped by Watergate, the Challenger disaster, computers and the escalating divorce rate. The original latch-key kids are self-reliant, tech-savvy and adaptable. "They view the work force like actors in Hollywood, as contract players, and are more likely to switch jobs to gain the experience, promotion and work/life balance they want," Vivian said.

Generation Y (born from 1979 to present) is shaped by technology, a global economy and terrorism. They are confident and tolerant of diversity. They value personal relationships and a "plugged-in lifestyle."

Dealing with differences

Consultants see generational differences reflected at both the individual and corporate levels. Sometimes it's fun — like watching who gets up to dance when the music at the holiday party turns from rap to Motown to big-band tunes. More often it's serious business.

"In sales and service, false assumptions can create costly mistakes," said Sule Welch, consultant with Roosevelt Thomas Consulting & Training in Decatur. "Suppose an older financial planner is meeting with a Gen-

X couple. He's an attorney and she's a CPA, temporarily at home with a new baby. The planner talks only to the husband, believing him to be the breadwinner and decision-maker, as was the case in his generation. By not understanding the dynamics of the younger generation, he loses the business."

At the organizational level, companies that don't value the needs of their older and younger workers and don't manage across the generations will face problems with recruitment, retention, productivity and profits.

"Managing diversity is a process that lets all people work together to achieve organizational goals," Welch said. "If employees can move past the frustrations of generational miscues and stereotyping, then the differences become strengths. You have four different perspectives from which to solve problems."

Increased communication is the way to improve connections across the generations, said Len Rothman, business and leadership coach with Action International, a business coaching firm. Affinity groups, cross-generational work teams and focus groups can encourage people to share what they know and learn to appreciate what they don't know about one another.

"When employees begin to share, they start to realize how much they have in common and how they're all working toward the same goals," Rothman said. "They learn that every generation has something to contribute."

The value of mentors

Cross-generational mentoring puts that sharing on a one-to-one basis, with both people gaining from the experience. At Piedmont Hospital in Atlanta, veteran nurse Karen Kennedy, 57, has been mentoring Lindsey Shubert, 23, a recent nursing school graduate being trained to work in a critical care unit.

"I remember what it was like to be a new grad," Kennedy said. "One day you're in a pink student uniform, and the next you're in white and everyone expects you to know everything. I want to encourage her to stay with the profession."

Shubert has preceptors who train her in ICU skills and hospital policies, but Kennedy, who works in admissions testing, is there to listen.

"We meet for lunch and compare notes on nursing school then and now," Shubert said. "She got a lot more hands-on experience at a hospital diploma program, but now there's a lot more technology."

Kennedy is amazed that Shubert has the confidence and willingness to go directly into the ICU, while Shubert values the older nurse's experience.

"She tells me that nursing won't always be this hard, that everyone makes mistakes. It's great to have an unbiased supporter," Shubert said.

The age gap isn't important to Kennedy and Shubert, because both are focused on the common goal of giving their patients the best care.

"It's scary starting out, but I'm glad to be working in an environment where I can always ask someone for help, a place where we all work together," Shubert said.

Working together to bridge differences is key to a more productive workplace and a better world.

"When people form relationships across generations or races or cultures, then they are putting a face on that group," Vivian tells clients. "My friendship base is filled with what I call 'cultural informants,' because I learn from their different perspectives. We don't see the world as it is — we see it as we are — but knowing diverse people can deepen our understanding.

"A lot of people talk about tolerance when it comes to diversity, but no one wants to be tolerated. They want to be respected and valued for what they bring to the table."