Rob Fincham, left, Nathan Fincham, center, and Bud Fincham, seen Thursday in their NorthWest Crossing office, represent three generations in the Fincham Financial Group in Bend. Each brings his own set of strengths that the others appreciate.

Bud Fincham, 74, says he’s finally at a point where he can conduct business using e-mail, although he prefers the old-fashioned pen-and-ink writing. But text-messaging like his grandson? Maybe, if his life depended on it.

Fincham, of Fincham Financial Group, has been in the financial services business for almost 50 years and he now shares his Bend office with his son, Rob, and grandson, Nathan.

The three Finchams represent three diverse and culturally unique generations – veteran, baby boomer and Generation Y – which can be the makings for a personnel disaster if company leaders can’t make the different characteristics mesh, human-resources consultants say.

Central Oregon is experiencing an acute labor shortage, where record-low unemployment rates have created fierce competition for the most qualified workers.

Now, many employers are recruiting age groups they wouldn’t typically target, like retired workers or baby boomers working past retirement age.

Fincham believes young blood strengthens his business. For example, his son and grandson have helped him learn about new technology, while his traditionalist ethics have instilled the importance of face-to-face communication in contrast to e-commerce, the favorite of Generations X and Y, consultants say.

Fincham’s ability to connect workers from starkly different generations would be applauded by Dana Barz, training manager for Bend Memorial Clinic.

Barz spoke at a Bend Chamber of Commerce Power Morning meeting Wednesday titled, ”Across the Ages,” a presentation on how to recruit, manage and retain four different generations of workers.

Barz says retiring employees are outnumbering new hires, and the emerging work force has different learning styles, management styles and flexibility. As a result, employers need to look for a new breed of worker.

”Forget gray hair,” Barz said. ”Prime job candidates may not even have chest hair.”

Identifying the four generations – veterans, baby boomers, Generation X and Generation Y – Barz discussed how employers can tap into these workers through special recruiting, communication and managerial techniques.

The key to properly managing a diverse work force, Barz says, is to learn how the different generations operate and adapt to them.

”Many people believe (employees) will adapt; they will not,” Barz said. ”We have to learn to work with them because we need them to fill the gaps.”

First, Barz said, employers need to identify the four generations. These are not stereotypes, she warned, but generalizations:

* Veterans – born 1900-1945, 75 million people in the country – honor the chain of command, want job security, value experience, appreciate dedication and save their money.

* Baby boomers – 1946-1964, 80 million people – show respect and full attention, value personal conversations, tend to be workaholics and use the buy-now-pay-later financial ethic.

* Generation X – 1965-1980, 46 million people – get to the point, use e-mail, need space and independence and are conservative with money.

* Generation Y – 1981-2000, 76 million people – need challenges and excitement, opinionated, need feedback and earn money to spend.

Barz offered tips for retaining and managing these different generations:

* Veterans: These workers want to be respected for their expertise and experience; health insurance benefits are a significant concern; don’t push the workers to change, instead give them time to think and learn in their own way.

* Baby boomers: These workers need flexible work schedules because they may be working after retirement or caring for aging parents; offer them opportunities to learn and stretch their job skills; these workers question authority and love meetings, so involve them in company decisions; boomers also need to feel they are valued and needed.

* Generation X: These workers need feedback and affirmations that they are doing well; encourage their inner entrepreneur and sense of independence.

* Generation Y: These workers need to feel like they are making a difference; they need to be creatively challenged; electronic communication is preferred; they feel comfortable multitasking and working with other bright, creative people.

Generations at work

Nathan Fincham, 24, says because he was born in 1982, he straddles the Gen X and Y characteristics. He wants a fulfilling career that keeps him motivated and has opportunities for advancement – typical Gen X – but he also can see himself crossing parallel careers, which means he changes careers instead of jobs, typical of the ever-restless Gen Y.

”I think the key is recognizing that different generations communicate in different ways,” he said. ”My grandfather is a traditionalist, so we constantly have to educate him on how to use technology.”

Barz recommends that employers dealing with workers uncomfortable using technology create a workshop or training session for workers.

”You need to be more patient with those who are more challenged by technology,” Barz said. ”You need to support them.”

Zak Sundsten, commercial loan officer at Bend’s Community First Bank, attended Barz’s presentation. He says his workplace is generationally diverse and no problems have resulted.

”We have been seeing a lot of boomers retiring, though,” Sundsten said, adding that baby boomers take with them valuable experience that Gen X-ers like Sundsten don’t have.

His co-worker, Neil Bone, vice president and commercial loan officer, had a different perspective.

”I see it as you new guys coming in with your knowledge of technology that I don’t have,” said Bone, a baby boomer. ”That’s good for the company.”

Besides their different views, both Bone and Sundsten agreed their fellow employees worked together seamlessly.