PERSPECTIVES:
From Old to Young
Ever notice how many bosses act as if what was good for their generation, is good for the next generation? They may not understand the world has changed. People of different ages are motivated differently, often as a result of political events or social movements occurring in their adolescent formative years. As retirement stretches further into the future for some workers and a new generation of young employees enters the work force, the corporate world finds 60 year-olds working side by side with budding college graduates. In order to effectively work with four generations in the workforce, leaders must recognize and understand the perspectives affecting their decisions.
The four generations in today’s workforce can be described as follows:
Traditionals: This generation, also know as silents, consists of people born before 1946. These employees value loyalty, hierarchy, and respect. Their values were shaped by the Great Depression and World War II. They generally have good teamwork, collaboration, and interpersonal communication skills.
Baby Boomers: Baby Boomers were born between 1946 and 1964, joining the workforce at a time when European countries were recovering from WWII and a new prosperous era for Europe and US began. Baby Boomers have a strong drive to succeed. This is the first generation to declare a higher priority for political and personal aspects of life over their jobs. Baby Boomers were shaped by the Civil Rights Movement, the Vietnam experience, and the rise of the “Me Generation” culture.
Generation X: A generation with advanced academic training and often international travel, this group breaks traditional patterns of behavior, demands a more informal environment, and values horizontal structures over hierarchy. Personal initiative is evident in the many entrepreneurial ventures and at large companies that harness their motivation.
Generation Y: According to The USA Today, this group born after 1980 consists of approximately 70 million new workers less likely to respond to traditional command and control working methods. Generation Y grew up with technology, and could not imagine life without this advantage. Many also enjoyed comfortable and prosperous youths, and tend to value personal activities above social and labor considerations. This group also tends to change jobs more frequently.
Once employees’ perspectives are understood, leaders can begin making changes to address the needs of employees in each of the generations. On the other hand, an employee must also understand the employer’s needs and expectations to deliver results. It’s a two-way street.
Consider the example of employee benefits and the importance of customization. As retirement looms in the distance for older generations, medical plans that carry them into retirement tend to be valued, especially for part-time workers. Extra vacation time for workers forced to remain in the workforce longer than expected also shows great consideration for employees. Generation X expects to retire without any Social Security, and thus 401K plans carry weight in choosing and retaining a job. Generation Y employees value flexibility. Options such as alternate work schedules and telecommuting would be appealing. They ignore many traditional benefits provided by the employer.
Differences in generations also affect how messages are communicated within the company, and mediums used to communicate them. Many companies rely on one mode of communication to get a message across, but to reach all employees, several should be used. Traditional and Baby Boomer generations would be more comfortable receiving messages in person or over the phone. For most people under 40, e-mail, instant messaging, and text messages tend to be effective.
Active listening and exposure to new views and values is a first step to preventing problems arising from disparate generations working together. Transferring knowledge helps both, old and young.
