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Each new generation enters the workplace with its own ideas - formed from a combination of the environment in which they have been educated, their family upbringing, and the cultural, social, economic and political forces prevailing at the time their impressions of working are formed. While the structure of many established organizations hasn't changed much since the Baby Boomers and younger members of the Traditionalist generation (born, say, after 1937) entered the workplace, it is fair to say that attitudes on work ethic and what is "appropriate" have shifted back and forth along a spectrum.
Assumed lines of authority and expectations were clearer in the past, or so we think. It is difficult for anyone of a previous generation to take in and understand completely how later generations have no firsthand experience with, for example, non-electric typewriters, no cable, no cell phones, formal dressing for school and for office jobs. And younger generations can't possibly "remember" what they never experienced or no longer exists. So there are likely to be misperceptions on both sides.
No wonder each generation has a somewhat different concept of "professionalism."
I've divided the issues of professionalism in the workplace into eight categories, mostly focusing on interpersonal skills and behavior:
* Appearance of work product - including grammar, spelling, use of language
* General "appropriateness" - including image
* Styles of communicating - such as media used, appearing "engaged," client perceptions, deadlines and schedule changes
* Work ethic perceptions and time management - including face-time, time off, flexibility and spending office time on personal activities
* Privacy - such as caution in social networking, confidentiality regarding work and clients
* Management styles - which are most effective in various situations
* Social and political causes - such as when it's OK to be involved during office time, negative associations with causes
* Succession and transitioning - including how preparation for succession into new roles and transitioning impacts the quality of client relationships and service delivery
Each of these is a subject for cross-generational dialogue with an open mind and for reaching consensus on expectations and policies. The goals are greater productivity, retention of desirable talent, and reduction in stress levels and wasted time.
Most Frequent Frustrations
While the eight issues...