Rewarding Experiences
Another effective way to manage a multigenerational workforce is to understand what each group considers an adequate reward for a job well done. In his research and experience working with companies, David Stillman at BridgeWorks says he has found that, by and large, Baby Boomers have been satisfied with what can only be considered traditional rewards like a monetary bonus or promotion. "Where Baby Boomers have always been so competitive, title and rank has been very important," he says.

Not so with younger workers. In Stillman's observation, Generation Xers would often rather have a day off than a small bonus. In their thirst for new skills, too, Stillman says a bump up the corporate ladder can actually be disheartening for early-­career employees. "I did really well in ­marketing, but I'm dying to learn PR," he says. "Move me to PR and that would be a great reward for me."

It's not just what a reward is that matters, it's also how fast it comes. Boomers and ­Traditionalists are accustomed to a yearly bonus and performance review. Younger employees, though, often need feedback more quickly, having become used to it in their everyday lives. At Pitney Bowes, they've instituted a rapid rewards program, where managers can award bonuses based on the success of a particular project. "I think the X and Y generations respond very well to that direct feedback and that recognition of success," says Johnson. "It gets them away from feeling they have to pay their dues in order to be successful."

Mutually Assured Understanding