Generational differences

Scope

Workers from different generations and their employers are impacted.

Regulatory citations

• None

Key definitions

• None

Summary of requirements

Like differences in race, religion, sexual orientation, and gender, generational differences should not be overlooked in large-scale plans for performance and success. Understanding generational differences by identifying the strengths and tendencies of each group can allow companies to work with a multigenerational workforce in a productive way. The very same differences that can be problematic can also be leveraged to create teams made up of multigenerational members who complement each other.

While there is some disagreement among experts about the exact age parameters that separate generations, the conclusion that different generations bring with them different attitudes, behaviors, and expectations of leadership is widely accepted. Generations in the workforce are typically divided into the following four basic categories:

• Veterans (Traditionalists) (born before 1946). Making up the smallest percentage actively involved in the workforce, Veterans have a tendency to be disciplined and respectful of rules and regulations. They typically favor consistency and require minimal feedback from managers. They are loyal employees who want to work hard for stable companies to which they can contribute. Companies should ensure face-to-face communication and recognition of veterans’ dedication, be consistently fair, and demonstrate compassion and understanding.
• Baby Boomers (born between 1946 and 1964). The most prevalent generation in the workforce, Baby Boomers are reported to represent more than 40 percent of the workforce. Boomers have a similar commitment work and a loyalty comparable to that of Veterans. However, while Boomers also tend to respect authority, they are not as ready to label themselves as subordinates, and often prefer to be viewed as equals by managers. Baby Boomers are often considered extremely competitive: many are even considered workaholics. Like Veterans, Baby Boomers also appreciate face-time with managers and executives, and are often looking for public recognition of their work.
• Generation X (born between 1965 and 1977). More than the two older generations, Generations X and Y tend to thrive on speed and change. Generation Xers, in particular, are well-versed in technology and self-reliant. They dislike formality and look for opportunities to better themselves by seeking out education and learning. Finding a balance between work and life is an important priority for Generation Xers. Companies who continue to offer growth opportunities and freedom to this generation will likely be most successful.
• Generation Y (Millennials) (born after 1978). Generation Y shows the biggest shift towards a social focus. Members of this generation most value their contributions to society and their role in families and work to achieve balance in their lives, even at the expense of income and promotion. They are, in many ways, similar to Generation Xers in their technological know-how, independence, and entrepreneurial spirit, but Generation Yers are even more skeptical of long-term commitments to employers. Members of Generation Y crave regular and immediate feedback, strong leadership, challenges, and flexibility from management.

Getting to know the generations at work. In addition to being aware of individual characteristics, understanding historical factors that may contribute to the characteristics attributed to each group may also allow for a better understanding of the individuals themselves:

• For example, Veterans are likely to have lived through some difficult economic times, events that likely have some bearing on their loyalty and gratitude for employment.
• Baby boomers grew up in a comparatively safe and prosperous time, and bring optimism and a penchant for growth.
• Generation X, the children of the often-workaholic Baby Boomers, grew up in times of social change in the family and major advancements in technology. It is no wonder, then, that Generations Xers are often in search of the work-life balance they felt was lacking for their parents.
• Finally, more than any other generation, Generation Y grew up in a world heavily based in technology and immediacy, perhaps contributing to their somewhat impatient natures.

Employers should:

• Keep in mind that individuals are just that — individuals, while still remembering that members of different generations can bring very different skill sets and attitudes to work. Of course, not every member of each generation will fit perfectly into one of the above molds; in fact, some may not fit their respective molds at all.
• Be flexible about how employees go about accomplishing their purpose is one way to allot for generational differences, and a simple awareness can help a company to avoid potential problems in productivity and perhaps even profitability.
• Get to know your employees’ working styles can help you to structure both the environment and your relationship with each employee in the most effective way possible.
• Educate individual employees in this kind of diversity. It can go a long way towards avoiding a disconnect among workers from different generations. Employees who feel they understand one another and the expectations set for them by management are much less likely to have conflict in the workplace.