The UK’s CIPD, in association with Penna, recently produced a comprehensive report based on a survey of over 5,500 individuals across 6 European countries and focus groups within more than 30 major UK employers. Their findings confirmed that there are more similarities than differences between the generations and that it is the preconceptions between generations about each other that is more the problem.

The study shows that the differentiating factors setting Gen Y apart is the influence that the reward deal has, the close connection between socialising and work, their advocacy of the employer brand (nothing new there) and perhaps suprisingly a more common interest in staying with one employer for five years than many would expect. And yet many Gen X, although perhaps seemingly more career driven, will often job-hop to make progress.

The study appears to support the messages of articles we referred to in Part One, that generationalisations of Gen X and Y are becoming blurred, we are seeing Gen Y behaviours in our Gen X’ers, etc.

The report focuses on the need to foster creativity and innovation from generational interaction and that the risk of not managing generational diversity can lead to disengagement or even conflict. One common theme to all generations was the importance of respect and dignity in the workplace.  Harnessing capabilities across generations within organisations has never been more important; use of new media, social networking, entrepreneurism, customer service ethos and strong change management skills based on experience and wisdom, are sure surivival skills in the coming year.

Age Discrimination regulations introduced into the UK in 2006 have yet to be fully embraced in the right way, with many organisations taking a safe approach of ensuring that all generations are treated in exactly the same way. However, this does not run entirely true to the aims of the regulations. Many would be concerned about having generationally specific offerings. But more often than not employers are not being flexible enough to meet the range of needs of their staff.

A key message from the CIPD’s national conference was that the war for talent will continue to be an issue despite news of redundancies and that employers will need to rethink about recruitment, engagement and retention strategies. Similarly other studies revealed that 70% of HR directors in a recent UK survey believe that strategic planning and talent management have continued to be of major interest.

One thing is for sure there are certain differences in mindsets, lifestyles, life stages and generational behaviour. And for these, employers need to get on with getting to grips with this or they will come out of the other side of the recession having lost competitive advantage.

More themes from this report and other inputs will be explored in the coming weeks.