The American workforce is more diverse that ever before. It is important to recognize that differences in values, behaviors and expectations of our four generations in the workplace.
- Veterans, Silent, Traditionalists (born between 1922 and 1945) - Population 27 million
- Baby Boomers (born between 1946-1964) - Population 76 million
- Generation X, Xers (born between 1965 and 1980) - Population 60 million
- Generation Y, Millennial, Gamers (born between 1981 and 2000) - Population 74 million
Values and behaviors for each
- Traditionalists -- Loyalty, dedication, sacrifice, honor, compliance, hard-working, respectful of authority, loyal to the organization (duty, honor, country), linear work style
- Baby Boomers -- Personal growth, youthfulness, equality, ambition, collaboration, challenge authority, loyal to the team, teamwork
- Generation X -- Independence, pragmatism, results-driven, flexible, adaptive, unimpressed with authority, loyal to the manager, focus on results
- Generation Y -- Confident, optimistic, civic minded, innovative, diversity focused, techno-savvy, respect given for competency not title, loyal to peers, focus on change using technology
Understand what this means for your employees in your company and how they interact with each other as well as with customers.
Generational Differences in the Workplace - Four Approaches
While Traditional workers may value hard work, good attitude, attendance, practical knowledge, sacrifice, and loyalty, more than any other generation while both sets of younger workers usually prefer diversity, technology, informality and fun. Boomers, totaling about 46% of the workforce, typically want personal gratification, to work in teams and to experience personal growth. Boomers and Ys (the two largest groups) may share an optimism that the Xers generally don't understand.
Younger workers are generally less ambitious in the traditional sense understood by their older colleagues. They are looking for meaningful work and innovation. Lateral moves may be more important to them than moving up. They may care less about advancement than about work-life balance, and may be less willing to make sacrifices in terms of overtime or travel. In short, these other benefits may be more important than promotions or money.
Generations X and Y typically bring a consumer mentality to their employment. Younger workers may see loyalty as a transactional relationship based on whether a particular company, product, service or initiative merits it. Loyalty may have to be earned repeatedly depending on the circumstances.
More frequently, we are seeing the phenomena of "upside-down" management where older workers are managed by younger ones. Leadership skills are key. Young managers need to understand their older colleagues and be appreciative of their priorities, preferences, experiences, and life skills.
Younger workers may be impatient with traditional organizational hierarchies and want more democratic and diverse teams. They often want to be a part of the decision-making processes. They may question and challenge authority since they may view the "chain of command" and the "pay your dues" philosophies as ineffective. Younger workers are more apt to believe that results should drive the team and that everybody should have access to everybody else. Older generations, used to more hierarchical structures, may be confused or defensive by this new way of interrelating in the workplace.
Generation X, overall, is a very independent group. They are often good at processing a lot of information simultaneously and most of them are technically proficient. They expect to receive the tools to do the work. They like flexibility, a lot of resources, and minimal supervision. This may cause tension in a working environment that values and expects close supervision and constant reporting.
Learn more about your workforce.
