For the first time in decades, three generations of people are joining together in the workplace. Labour disputes, The examples of all kinds have a high component of generational difference.
When talking about millennials, it is common to agree that they are anti-conflict. and this means, on the one hand, that they will be less likely to create them, but, on the other hand, that they may not be able to manage them if they occur.
The millennials are extremely open-minded and tend to be very enthusiastic about their career opportunities. At work, they are goal oriented and are good at multitasking.
This generation distinguishes itself by its qualifications and by craving open and honest relationships with managers. They want to enjoy their jobs as well as the people they work with.
Another feature that characterises the millennials is that they are very tech-savvy, with an innate understanding of how to leverage technological solutions. These young people rely heavily on digital means of communication, even though they know that important messages need to be delivered in person.
It cannot be forgotten that there is one aspect that makes them very different millennials of other generations and that has to do with the way they manage work conflicts. Three examples would be:
Today we have the ability to communicate without even speaking to a person. If face-to-face communication is a skill, its practice is necessary to perfect it.
Technology has reduced the need for face-to-face conversations. and has therefore eliminated the practice necessary to ensure that we are doing it correctly.
The millennials may be uncomfortable with conflict and find it easier to avoid it than to deal with it and resolve it. This is something that management needs to be aware of in order to prevent unresolved issues from undermining the working environment.
They are the source of many labour disputes and there are examples even in the day-to-day work of any company.. It should be noted that the millennials place great value on harmony.
They enjoy harmonious workplaces and relationships and seek personal growth, prioritising it over other benefits the company may offer.
How they feel about their employer and working relationships are issues of great importance to them, as they want to work in a place that feels good.
With three generations in the workplace, even the gap in technology dependence between Generation Xers and Gen Xers. millennials is so large that these two groups often find it difficult to understand each other.
Managing their expectations and different styles of conflict can be a challenge for even the most experienced HR professionals.
However, we must find a way to overcome them, which is to set common goals and emphasise the points of union, leaving the aspects that separate these three generations in the background.
To grow, companies need labour disputes. En example of this are leading organisations made up of employees who are comfortable with dissent and know how to handle any situation., including divergences of opinion, in an appropriate manner.
The existence of these problems is an important component of growth, but at the same time there must be clear policies of labour dispute resolution.
Business leaders, in addition to encouraging the millennials to express their concerns in a way that is comfortable for them, they can bridge the gap between these three generations by modelling effective forms of communication, including conflict.
It is clear that constructive industrial conflict is an effective instigator of the necessary change.
