If you are dealing with multiple generations in your workforce, what can you do to address these concerns? Different age groups espouse divergent values depending on what was happening in society when they grew up. For example:
- The Greatest Generation (those born before 1928) are credited with saving the free world by fighting and winning World War II.
- The Silent Generation or Traditionalists (adults born from 1928 - 1945; currently 66-86 years old) grew up during the Great Depression and World War II. The “silent” label refers to their conformist and civic instincts, which are an interesting contrast to the “noisy” ways of the Baby Boomers who followed them.
- The Baby Boomer label refers to the tremendous spike in births that began in 1946 (right after the end of World War II) and ended in 1964 (currently 47–65 years old), around the time the birth control pill went on the market.
- Generation X covers people born from 1965 through 1980 (currently 31-46 years old). This generation grew up during a time when the divorce rate doubled and many mothers left home to enter the workforce. Gen X’ers are often characterized as independent, pragmatic, and cynical; they tend to be mobile and highly educated.
- Generation Y or the Millennial Generation refers to those people born after 1980-the first generation to come of age in the New Millennium (currently 16-30 years old). According to a recent Pew Research Center Study (2010), members of this age group tend to be “confident, connected, and open to change”. Many of them pursued higher education when they were unable to secure jobs out of undergraduate school; therefore, they are considered the most highly educated generation we have seen thus far.
- Generation Z or the Digital Natives are children under 16 who have grown up with technology and will be entering the workforce in a few years.
How do employees in these different generations react?
Communicate
Traditionalists and Baby Boomers generally prefer face-to-face interactions. Generation X’ers tend to use e-mail rather than telephone or in-person conversations. While many older employees tend to be threatened by social media (they may need coaching to help them realize its commercial benefits), Millennials trade lack of privacy for connectivity. They tend to have good relationships with their Baby Boomer parents and value communication; but it does not necessarily need to be face-to-face. They tend to prefer texting and may need to be taught e-mail protocol when they enter the workplace.
Manage/Receive Feedback
A recent study by Robert Half International and Yahoo! Hot Jobs indicates that Millennials would like to hear from their managers at least once a day. Business owners may need to coach Traditionalist, Baby Boomer, and Generation X managers to pay attention to this desire/expectation—instead of dismissing Generation Y employees as “too needy.” Millennials tend to perform best when they receive frequent feedback. Generally, they respond well to written self-assessments during performance review sessions.
Accomplish Goals/Objectives
All of us have heard complaints of the “poor work ethic” of the younger generations. This tends to cover Generation X and Generation Y. Traditionalists and Baby Boomers like to talk about working 80-hour weeks and often think X and Y employees should do the same to prove themselves. The difference is that younger age groups do not expect to be able to retire during their 60’s, so they are trying to balance their work and personal lives over the course of their careers. Many companies have found that offering flexible work schedules and increased vacation time are valuable incentives for these younger workers.
Get Ahead
Research (HR Magazine, May 2011) indicates that many Generation X employees feel squeezed by Baby Boomers and Millennials. With less Baby Boomers retiring early due to economic pressures, X’ers voice frustration with not being able to “move up the ladder.” Some businesses are responding by offering continuous career training and lateral transfers for this group. In addition, business owners can encourage managers to recognize Generation X employees for their unique perspectives and contributions (such as pragmatism and the entrepreneurial spirit) just as often as they praise Millennials for their technological savvy and openness to change.
In summary, it is better to address generational issues directly with your leadership team. Many companies are offering employee seminars as well to improve communication, productivity and profitability.
Dr. O’Donnell is an expert in human resources management and organizational effectiveness. She specializes in working with technology companies to enhance performance and productivity; Margaret also is the author of the online employee handbook offered on the CompTIA website. Contact her with any questions or comments at [email protected] or 865-456-3123.
