Anglais
With 4 generations in the workplace, employers expected to juggle vastly different expectations
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For the first time in contemporary history, there are four generations in the workforce — baby boomers, Generation X, millennials and the first of generation Z — human resources experts say.
With employees ranging in age from their late teens to their 70s, businesses must tailor management styles to the multi-generational workforce.
The wide age gap is « pretty unprecedented, » said Dalhousie University professor Eddy Ng, who teaches human resources management at the Rowe School of Business in Halifax.
« This can become a contentious issue when you have four generations at work with different value sets and expectations of each other. It makes it a bit more challenging for managers to handle. »
Ng said most company policies were written by boomers to reflect their own work style — a standard day at the office featuring plenty of face time. « Then they had millennials come in and disrupt the workplace. »
They asked for things like flexible work arrangements, and progressive workplaces have adapted, he said.
Eddy Ng, professor and F.C. Manning Chair in Economics and Business at Dalhousie University’s Rowe School of Business in Halifax, said there are some key differences in how millennials and Gen Z were raised that play out in the workplace. (Dalhousie University)
Now, the oldest of those millennials, born between 1981 and 1995, are in their late 30s, said Ng. They’re being joined in the workplace by members of generation Z, born between 1996 and 2010.
Bruce Mayhew, a human resources consultant and trainer, said the workforce of today is both « culturally dynamic » and wide-ranging in age. « Those things are really impacting the way that we communicate, the way we listen, and what we think might motivate the person sitting beside us. »
Different views on loyalty
Given the size of their cohort, boomers have always worked in environments where most people wanted the same things that they did, he said. Advancement up the corporate ladder and loyalty have been two big pillars of the boomer working life.
« When you’re looking at what happened historically, boomers were very loyal, » said Mayhew. « Globalization came and companies started letting people go. »
Some gen Xers and older millennials saw their loyal 50-year-old parents « have their lives completely erupted » by layoffs from companies where they’d worked for two decades or more, he said.
Mayhew said this led gen Xers to conclude: « If they’re not going to be loyal to us, why should we stay? »
They were the first to move quite freely between workplaces, he said. « Gen Xers would leave for a better job. Millennials will leave and then go find a better job. »
Those experiences also shape the kind of hours and sacrifice younger generations are willing to make for a company.
More importance on lifestyle, impact
Aiman Attar sees that playing out in her work as a recruiter for the real estate industry, hiring mostly executive assistants and other administration staff to support realtors and brokers.
Between the tight labour market and the shifting values of potential hires, Attar said her company has had to do a lot of « re-education » around client expectations and management practices.
Boomer real estate agents are accustomed to working long hours — including plenty of evenings and weekends — with the payoff of big commission cheques in mind, she said. What’s changed is that they can no longer recruit young assistants to work those same hours for $40,000 per year.
« There are certain expectations that they could get 10 years ago that they can’t get anymore, » she says. « Millennials want work-life balance. A lot of them would like to work from home. They don’t see the need to be at the office. »
Likewise, Attar said realtors would like assistants to stay with them for 10 or 15 years. « But that’s really old school. The younger generations can’t stay in the same position for 10 years. »
Carly Silberstein is CEO of Redstone Agency, an event and association management firm that employs mostly millennials but partners with a mostly older clientele. She says that success collaborating across generations hinges in part on ‘open-mindedness on everyone’s behalf.’ (Mikaila Kukurudza/The Lace Lens)
Carly Silberstein is CEO of Redstone Agency, an event and association management firm based in Toronto where millennial staffers are partnered with mostly older clientele.
It’s important to understand what motivates younger generations, said Silberstein.
« Millennials and gen Z are just looking for purpose, » she says. « While yes, it’s a paycheque — and having that financial support is definitely important — I think that having purpose and working toward a larger goal of something that’s bigger than themselves is something they’re looking for … in the work that they do. »
Keeping that top of mind is key for attracting and retaining talent, said Silberstein.
Retirement age rising
On the other end of the age spectrum at work, the boomers have changed the way Canadians think about retirement.
Since 2000, the average retirement age has risen from 61.6 to 63.8, according to Statistics Canada data, and that trend is unlikely to reverse.
« In thinking about this multigenerational workforce, the context of population aging is extremely important, » said Steven Tobin, executive director of the Labour Market Information Council, an Ottawa-based non-profit that helps Canadians navigate the changing world of work. « Our population is aging which means the labour force is expected to shrink. »
That’s particularly problematic given there’s already a labour shortage affecting business in many parts of Canada. Without a full complement of staff, part of the economy could slow.
« To mitigate that slow down, we absolutely must encourage a diverse mix of people to join and stay in the workforce, and age is a critical component of that diversity. »
Think knowledge exchange, not knowledge transfer
When the implications of the aging workforce first began to catch the business world’s attention about 10 years ago, Tobin said the focus was on mitigating the loss of knowledge in the workplace when boomers retire by ensuring that knowledge is passed down to younger workers.
« We thought about this being uni-directional — older workers transferring knowledge to younger workers, » he said.
There is an opportunity and potential to learn from one another, to complement each other and share that respective knowledge and expertise.– Steven Tobin, Labour Market Information Council
Instead, managers need to think about helping different generations of staff to exchange knowledge. One example: technology.
« Given that technology is changing, there are new and different skills being demanded in this economy, » said Tobin. Younger generations can share technical skills, while older generations pass on industry knowledge and overall wisdom about the workplace.
« There is an opportunity and potential to learn from one another, to complement each other and share that respective knowledge and expertise. Each generation brings a unique set of skills that others can benefit from. »
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In downtown Montreal, it’s festival season.
In the city’s entertainment district, a musical act was conducting a sound check on stage Friday evening — the second day of the French-language version of the renowned Just For Laughs comedy festival. Tickets for many of the festival’s free outdoor shows — limited by COVID-19 regulations — were sold out.
Two blocks away, more than 100 people were watching an acoustic performance by the Isaac Neto Trio — part of the last weekend of the Festival International Nuits d’Afrique, a celebration of music from the African continent and the African diaspora.
With COVID-19 restrictions continuing to limit capacity, festival organizers say they’re glad to be back but looking forward to next year when they hope border restrictions and capacity limits won’t affect their plans.
Charles Décarie, Just For Laughs’ CEO and president, said this is a “transition year.”
“Even though we have major constraints from the public health group in Montreal, we’ve managed to design a festival that can navigate through those constraints,” Décarie said.
The French-language Juste pour rire festival began on July 15 and is followed by the English-language festival until July 31.
When planning began in February and March, Décarie said, organizers came up with a variety of scenarios for different crowd sizes, ranging from no spectators to 50 per cent of usual capacity.
“You’ve got to build scenarios,” he said. “You do have to plan a little bit more than usual because you have to have alternatives.”
MONTREAL — MELS Studios will build a new film studio in Montreal, filling some of the gap in supply to meet the demand of Hollywood productions.
MELS president Martin Carrier said on Friday that MELS 4 studio construction will begin « as soon as possible », either in the fall or winter of next year. The studio could host productions as early as spring 2023.
The total investment for the project is $76 million, with the Quebec government contributing a $25 million loan. The project will create 110 jobs, according to the company.
The TVA Group subsidiary’s project will enable it to stand out « even more » internationally, according to Quebecor president and CEO Pierre Karl Péladeau. In the past, MELS Studios has hosted several major productions, including chapters of the X-Men franchise. The next Transformers movie is shooting this summer in Montreal.
Péladeau insisted that local cultural productions would also benefit from the new facility, adding that the studio ensures foreign revenues and to showcase talent and maintain an industry of Quebec producers.
STUDIO SHORTAGE
The film industry is cramped in Montreal.
According to a report published last May by the Bureau du cinéma et de la télévision du Québec (BCTQ), there is a shortage of nearly 400,000 square feet of studio space.
With the addition of MELS 4, which will be 160,000 square feet, the company is filling part of the gap.
Carrier admitted that he has had to turn down contracts because of the lack of space, representing missed opportunities of « tens of millions of dollars, not only for MELS, but also for the Quebec economy. »
« Montreal’s expertise is in high demand, » said Montreal Mayor Valérie Plante, who was present at the announcement.
She said she received great testimonials from « Netflix, Disney, HBO and company » during an economic mission to Los Angeles in 2019.
« What stands out is that they love Montreal because of its expertise, knowledge and beauty. We need more space, like MELS 4, » she said.
There is still not enough capacity in Quebec, acknowledged Minister of Finance, the Economy and Innovation Eric Girard.
« It is certain that the government is concerned about fairness and balance, so if other requests come in, we will study them with the same seriousness as we have studied this one, » he said.
Grandé Studios is the second-largest player in the industry. Last May, the company said it had expansion plans that should begin in 2022. Investissement Québec and Bell are minority shareholders in the company.
For its part, MELS will have 400,000 square feet of production space once MELS 4 is completed. The company employs 450 people in Quebec and offers a range of services including studio and equipment rentals, image and sound postproduction, visual effects and a virtual production platform.
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