For the first time in history, four generations with different needs are working together. Managers overseeing this generational overlap may have to deal with issues ranging from different work ethics and technical abilities to widely divergent learning styles and communications methods.

Learning about each generation provides employers with a foundation from which to maximize the strengths of each group and the effectiveness of the team as a whole

The Traditionals (born 1922-1945)

Also known as Veterans, the Silent Generation and the Greatest Generation, these older Americans hold three-quarters of the nation's wealth and are the executive leaders of some of the most established companies in America. This group survived the Great Depression and was instrumental in shaping America as an economic and military power. Patriotism, teamwork and doing more with less define this generation. Rules of conduct, respect for authority and following directions all are important touch points for them.

Baby boomers (born 1946-1964)

The boomer generation often is portrayed as a generation of optimism, exploration and achievement. Compared with previous generations, more boomers pursued higher education or relocated away from family to pursue careers. Baby boomers witnessed and participated in some of the greatest social changes in the country's history during the civil rights and women's rights movements during the 1960s and 1970s.

Generation X (born 1965-1980)

Generation X was pushed toward adulthood at an earlier age than any other recent generation. Many became latch-key children as a result of dual-working parents or being raised in a single-parent household. Autonomy and self-reliance was a natural byproduct of the Generation X childhood. Called the "boomerang generation" due to the tight competition for jobs in the 1980s, many Gen Xers were forced to move back in with their parents during their 20s.

Generation Y (born 1980-1994)

Generation Y, also referred to millennials and Generation Next, now is entering the workforce in droves.

Generation Y's baby-boomer parents have nurtured and protected them, providing for all of their emotional, educational and physical wants and needs. As a result, these young workers have high expectations of recognition and reward from others.

For this generation, work is temporary and unreliable. They are less committed to an employer and will job hop to meet their immediate needs.

How to manage the generations

There are definite benefits to having a multigenerational workforce and encouraging multigenerational teams. Six principles for managing generations successfully:

1. Initiate conversations about generations. Individuals often make judgments about each other without realizing those judgments are generational in nature. When they get them out in the open, the issues become less personalized.

2. Ask individuals about their needs and preferences, rather than assume.

3. Offer options. Working with a mix of generations means offering as many choices as possible to suit the needs and preferences of a diverse workforce.

4. Personalize your style. Learn about preferences of others on the team and find creative ways to meet their expectations.

5. Build on strengths. The best mixed-generation work teams recognize the strengths of each individual.

6. Pursue different perspectives. Choose people with varied backgrounds and perspectives to work on projects together.

Further, to make your workplace generation-friendly:

* Study the generational composition of your workforce and use that information to guide your HR strategies.

* Facilitate regular conversations about generational differences.

* Create work environments where employee opinions are valued.

* Match the generational composition of your workforce to the generational composition of your customer base or desired customer base.

* Reward managers for retaining the people who report to them.

* Offer possibilities for horizontal movement.

* Develop ways to transfer knowledge so that crucial expertise is not lost.

* Consider phased retirement options to retain older workers.

* Offer flexible work options. Workers of all ages want to be able to work without sacrificing home, family and personal interests.

* Offer various benefits. Auto and homeowner's insurance, adoption benefits, life insurance, paid time off, dental and vision plans, and convenience services are appealing to workers of all ages.

* Reward performance and productivity. An effective pay-for-performance system rewards productivity without regard for age or seniority.

* Train leaders how to lead multigenerational teams.

* Include representatives from all generations on boards and committees.

Cathy Leibow is vice president of Leverage Life, a national concierge and work-life company. She is nationally recognized for her expertise in establishing innovative and quality work-life programs within many companies nationwide. Contact her at 800-777-3319 or cleibow@leverage-life.com.