With four different generations working side by side it is not surprising there have been an increasing number of managers, HR professionals and executives citing generational differences as a top concern in the workplace. The life and work experience that can span across a 21, a 35, a 55 and a 70 year old is significant. Each brings with them unique world views, communication styles, motivations, strategies and approaches to the workplace. Each has its strengths and opportunities for growth.
What do we mean by “generations?” It is not a hard science but a general age group that has experienced similar world or national events during their formative years. It is believed that these large cultural and social experiences promote some similarities in consciousness, motivations, and behaviors.
The 4 generations are defined by their years of birth and the significant events they have experienced which tend to lead to some of the following generalized characteristics*:
- Veterans: (1930-1945) experienced the depression, a war that was supported by the general population, and that was “won” because everyone pulled together and sacrificed for success. This has lead to general characteristics of being conservative, fiscally prudent, and loyal to their employers
- Baby Boomers: (1946-1964) who experienced the major benefits of financial growth following the war and to large numbers of home owners and college graduates as a result of the GI bill. These experiences have resulted in a generation that is defined as ambitious, strong work ethic, loyal to careers and employers, multi-taskers
- Generation X: (1965-1976) who experienced both parents working to achieve financial success. This was the first generation of “latch key kids” who took care of chores and themselves before parents came home from work. A result of this experience is that this generation is often highly independent.
- Generation Y: (1977-1990) reared in a similar environment as Generation Xers, but with a different parenting style (e.g., timeouts, not spankings), has also grown up with rapid communication via the internet and understand what is happening socially and politically around the globe and to the environment. These experiences have resulted in a generation that is described as extremely conscious of the global environment; open minded and accepting of differences in race, gender, ethnicity, sexual orientation, etc; socially conscious; and concerned with personal safety.
What does this mean for the workplace? A review of publications indicates each group has felt underestimated and devalued by the others. For example, younger workers cite a desire for “real” tasks, not busy work. Bringing a high level of tech skills some feel older workers get stuck in old protocols, systems and ways of doing things. Older workers cite a lack of appreciation of their knowledge and long term experience. Younger workers, accustomed to the rapid pace of life resulting from the internet and other communication venues, often want their careers to proceed rapidly which leads to older employees seeing younger workers as lazy, wanting immediate gratification and having a sense of entitlement.
Cross generational education and structured dialogues can help dispel myths, stereotypes and miscommunication about the behaviors of each group—opening paths for deeper understanding. One Gen Y talks about tension after telling the supervisor she would prefer vacation time over the 1.5 merit increase she had received, “[my supervisor] just thought I was a spoiled brat…it wasn't until we both ended up hearing a speaker on generational things that [my supervisor] came back and said ‘now, I understand that your personal time is more valuable to you,' so we ended up being OK.”
In addition to generational tensions, since 2006, it is estimated that for every 1 inexperienced worker that enters the force, 2 experienced workers leave. With the “free agent” approach of many Gen X & Gen Y workers—the older, long term Veterans and Boomers often retain a breadth of institutional memory, knowledge, and wisdom that will retire with them if systems for information transference are not in place. Fortunately for many organizations, many of these career workers have no intention on retiring full time.
Recommendations for managing the multi-generational workforce:
- Keep honest lines of communication open
- Be flexible. With more senior workers looking for semi-retirement options and Gen X and Y valuing a more balanced work and home life, flexible benefits and work packages will help attract and retain talent. Utilize technology to offer flexible schedules, create “on ramp, off ramp” friendly work options, and develop semi-retirement or part-time options for senior workers.
- Create a system of knowledge transference : build in cross generational mentoring programs.
- Encourage cross generational team work. The fresh ideas combined with long term experience can produce innovative solutions to problems if groups can value what each person brings to the table.
- Avoid stereotypes. Generalizations about each generation can be a guide (Gen Y want to feel like they contribute, Gen X wants to feel like they are gaining skills; Boomers want to feel their employer will be loyal to them in return for their own loyalty; Veterans want to know that their knowledge and experience are valued) but don't assume these are absolute. Get to know your staff and what motivates them as individuals.
- Be fair and transparent: use transparent job assessments, with clear goals, and hold each individual accountable.
For more information about managing the multi-generational workforce, or to schedule a workshop on working together across generations, contact our offices: eds@executivediversity.com
*(adapted from, Bridging the Generation Gap by Gravett and Throckmorton)
Calendar of Events
July 9-25 Summer Institute for Intercultural Communication. Portland, Oregon. For information about the classes and registration during this institute, go to www.intercultural.org.
October 22-26, Sietar (Society for Intercultural Educators, Trainers and Researchers) congress in Granada, Spain. Deadline for early bird registration and proposals for presentations & workshops is March 15, 2008. For more information visit: www.sietarglobal2008.org
Celebration & Recognition:
- February is Black History Month
- March is Women's History Month
In honor of these to months, we celebrate the birthdays of:
- February 18 Toni Morrison
- February 21 Nina Simone
- March 10 Harriet Tubman born and died
- March 24 Dorothy Height
- March 25 Aretha Franklin
- April 4 Maya Angelou
- April 7 Billie Holiday
- April 25 Ella Fitzgerald
New at EDS
Andy Reynolds, retired Vice President and current Board Member of EDS has been installed as the President of Sietar USA for the next two years. In this role, Andy's goals are to increase the benefits to members and the membership numbers. Sietar USA has just announced that its members receive a 10% discount on all books purchased from Intercultural Press. For more information, go to www.sietarusa.org
On February 29-March 1, EDS will be orienting nine new Associates, increasing our capabilities in the mid-west and on the east coast of the US as well as Europe . Additionally, we anticipate offering new classes on Islam in the near future in cooperation with one of our new Associates. Watch the next newsletter for more information about these dynamic new members of our team!
Today's Workforce:
- While the Boomers make up 41.5% of the workforce and are the dominate players in the workforce the combined force of Gen X & Gen Y currently make up the majority of the workforce causing a significant shift in how work is done.
- Since 2001 Gen X had been about 29.5 of the workforce
- By 2010 Gen Y will likely out number Gen X in the workforce.
- More than 1 million Americans 75 years or over still work and millions more are between 65-74—most will stream out of the workforce by 2011
- By 2010 the number of prime age workers—the 35-45 year olds from whom organizations draw the majority of their mid-level managers—will decrease by 10%
In their own words:
DiversityInc had a conversation with business professionals about generations. Here is what some of them had to say.
One of the biggest challenges of over the next 10-15 years is all of the knowledge that will be potentially lost with the people who are retiring. -- Ernst & Young, Senior Manager
I enjoy being around young people, I enjoy being around many different people, and for me it's just how do find the balance to communicate, find the balance to set the parameters. -- Ernst & Young, Partner
I'm a fist-generation born here, my mom came here when she was in her 30s and it's just a very different mentality. Not doing well wasn't an option. It was: ‘You're going to do well and I don't need to watch over you or hover...' She thought, “How could it be any other way…I'm working all these jobs to help support you so you can be in school…' And you can't really let them down. -- Ernst & Young, Senior Accountant
I'm generalizing for Gen Y's, we are loyal to whoever is going to help us get us where we want to go. That's about career goals—that's not necessarily about going loyal to a specific corporation. You're loyal to whoever is going to help you and mentor you to get you where you want to go in your career.
-- Ritz-Carlton, Human-Resources Manager
Cultural Detective® recently released CD® Generational Harmony . A dynamic training tool authored by Gretchen Neels and Huqing Piemonte, CD Generational Harmony explores the interpersonal dynamics among the four generations in the workplace across the United States : Traditionalists, Baby Boomers, Generation Xers and the Millennials. By learning where each group has been, and where and how they wish to move forward within the context of work life, it becomes much easier to understand, empathize, and respect those from other generational cultures, and get down to the business at hand.
Cultural Detective® Generational Harmony will examine each generation separately and then explore how they interact together in the workplace. An emphasis will be placed on interactions within a hierarchical environment, such as a small business, large corporation, and university setting. For more information visit: http://culturaldetective.com/package.html
back to top »Reel Reviews
Juno (2008): Every Friday night my partner and I volunteer at the community cinema selling popcorn. After a long week it is a fun way to wind down, while actively engaging with our neighbors. This year few movies made an impression on me so I was intrigued when the little movie about a pregnant teenager was getting so many second and third time moviegoers. So I grabbed my bag of popcorn (payment for volunteering) and hit the big screen. To my surprise Juno is a delightful film with fast dialogue and a quick wit that keeps moviegoers engaged—apparently through several viewings! Unlike many films it does not choose sides but shows the complexity of a family going through a real life situation and gives the characters depth. The daughter is bright, witty and very much a teenager. Her parents struggle with Juno's mistake with gentle discipline, accountability, unconditional love and humor. The character of Juno hits the nail for those of us who have ever cared about and for a teenager: How do teens make statements and decisions that are so wise and beyond their years in one breathe—then turn around and do something as though their common sense is vacationing in Hawaii? They—just as we did—just do. There are no easy or absolute answers but in the case of this movie, for many, there is at least a good laugh: http://www.foxsearchlight.com/juno/.
Generation Me by Jean M. Twenge, Ph.D Associate Professor of Psychology at San Diego State University and the author of more than 40 scientific journal articles and book chapters. Twenge has authored one of the few books on the youngest group in the workforce which she defines as anyone born in the 1970s, 1980s, or 1990s. According to Twenge, m ost books on generations throw around ideas about social trends and pop culture , but don't have much data on the actual characteristics of people from different generations. This book has the data -- it summarizes thirteen years of my research on the responses of 1.3 million young people.
“Generation Me has never known a world that put duty before self, and believes that the needs of the individual should come first. This is not the same thing as being selfish – it is captured, instead, in the phrases we so often hear: ‘Be yourself,' ‘Believe in yourself,' ‘You must love yourself before you can love someone else.'
To review the book or read more about the author: http://www.generationme.org/index.html.
Personal Leadership: A Methodology of Two Principles and Six Practices: Based on over a decade of experience teaching Personal Leadership Seminars, the authors present Two Principles and Six Practices that guide readers through personal development in order to realize the possibilities of creativity in diverse work environments. The book aims to help readers engage with difference in alignment with their “highest and best” and avoid the traps of fear, anxiety, labeling and other negative reactions to difference.
The principles that guide their methodology include Mindfulness—being fully present to yourself and those around you—and Creativity. The six practices are Attending to Judgments, Attending to Emotions, Attending to Physical Sensations, Cultivating Stillness, Engaging Ambiguity, and engaging in Critical Moment Dialogues.
This book is about personal leadership capability and therefore focuses on personal development. Each chapter is chock full of real-life examples and ends with practical exercises. It is a very useful resource for anyone wishing to increase their personal and cross-cultural effectiveness (Donna Stringer).
Feedback & Referrals
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