Managing the Multigenerational Construction Workforce

How one contractor earned accolades for construction safety by bridging the generational gap.

For the first time in recent history, workplace demographics now span four generations, including the veterans, baby boomers, generation X and generation Y. Categorized by behavioral demographics and birthrates, these generations bring not only their own perspectives to the workplace, but their own individual learning styles as well.Faith Technologies, an electrical and technical service contractor, is one example of a construction company that has embraced generational differences and learning styles to bridge the generational gap and leverage the abilities of this diverse workforce. The most recent example of how Faith Technologies has accomplished this is with their successful safety program. 

In March 2010, the Associated General Contractors of America (AGC) named Faith Technologies the safest construction program in the nation—only the second subcontractor to win the award. As a company made up of approximately 1,500 employees, Faith Technologies credits their success to the fact that safety is part of the culture, embraced at every level of the company. Faith Technologies has created this culture by approaching safety training as both a science and an art.

The science of their safety training refers to knowledge and skill—what to do and how to do it better. This includes traditional training activities such as tool operation training, providing examples of safe jobsite working environments and explaining the proper use of safety glasses, hard hats, work gloves and other personal protective equipment.

Faith Technologies trains their employees on the following curriculum categories: trade, business development, computer, leadership development, safety and employee development. The safety curriculum category is not only its own category, but it is also included as a component of each of the curriculum categories.

Once employees have been trained, Faith Technologies uses several of the following approaches to ensure that employees are performing tasks safely and developing their skills: 

• Conducting jobsite audits to ensure employees are using tools and equipment properly while wearing the appropriate PPE
• Implementing productivity time evaluations (giving generation X employees the opportunity to ask questions and resolve problems in small groups) to be sure the field crew is working as efficiently and effectively as possible. 
• Partnering less experienced field workers with seasoned mentors in a Field Mentorship Program—this program can provide personalized coaching opportunities and help inexperienced workers learn best practices, which will allow them to develop the necessary skills to keep them safe and successful. This caters to the needs of the generation Y workforce (who require a higher level of attention and structure regarding safety) and the baby boomers (whose team orientation and strong identification of work roles make them want to share responsibility for safety standards and practices).

Structuring Faith Technologies’ safety training to target generational learning styles motivates their employees to embrace safety. Traditional programs focus only on the science of safety. This motivates employees only enough to avoid discipline. Faith Technologies wants their employees to actively desire a safe work environment, and they instill this desire in the following ways: 

• Coaching leaders to engage in impactful safety conversations throughout the organization.
• Educating generation Y (the first generation that has always known OSHA to exist) on the importance of being personally conscientious on the jobsite even though there is a safety department and national organization in place.
• Implementing social media to communicate with generation Y employees.
• Providing field leaders with specialized training on presentation skills to ensure impactful instruction.
• Employing story-telling techniques and video clips to bring safety information and data to life.

Companies can bridge the generational gap by recognizing the unique perspectives and learning styles of all generations. If business owners ignore generational differences completely or try to appeal to all generations in the same way, they will not tap into the potential of all employees—the same potential that can make an ordinary organization extraordinary.

 How Learning Styles Differ

Veterans

Uncomfortable with ambiguity and change, veterans prefer the traditional classroom structure. They enjoy working independently and do not like being singled out in group discussions. They learn best with bulleted or outlined materials.

Baby Boomers

Baby boomers, who are team-oriented, generally like group activities and require lots of interaction and “talk” time. They value plenty of opportunity to practice new skills alone. They prefer educational materials to be organized with major headings.

Generation X

Xers value pragmatism and want to be taught with relevant information and facts stated up-front. They have little tolerance for non-value added activities or incompetent instructors. They like asking questions and want time to discuss challenging materials and/or resolve problems in small group breakout sessions. They digest information better in a bulleted format.

Generation Y

Accustomed to group work, generation Y requires more structure and supervision in their learning environment than other generations. They appreciate and expect visually stimulating and multi-sensory information, having grown up surrounded by digital media. Also, they do not like to ask for help, which means it is important to proactively offer help.

Construction Business Owner, April 2011