Working with the Generations

Written By: Gillis Lindberg,
CEO, Wells, Bradley & Associates, Inc.

    Never before has there ever been such a diversity of generations in the work place at one time.  The resulting age diversity increases the complexity of recruiting, training, and motivating employees.  Organizations find themselves hiring top talent but due to the conflicting values, differing attitudes, and points of view, make it a challenge to work together as a team.
       While demographers differ about the exact generational definitions, most experts agree that there are four distinct generations in the work force today, and each has it’s own quirks and preferences. Understanding the differences should help in motivating, training, and retaining your key employees.

The Silent Generation (a.k.a The Mature Generation)                               
 Born 1925-1946 – roughly 10% of the workforce

The Silents believe in lifetime employment, company loyalty, and paying of ones dues in order to gain respect and corporate seniority.

• When in command, they take charge. When in doubt, they do what is right.
• Silents must use their wisdom to face the constant changes in the new workplace.
• Silents have the highest percentage of self-employed workers than any other generation.
• Use Silents as teachers, mentors and coaches.

Baby Boomers
Born 1946-1964 – roughly 45% of the workforce

Boomers paid their dues and climbed the ladder under the old rules and now find themselves operating amidst constant downsizing, restructuring, and reengineering.  Boomers still pride themselves on their ability to survive the “sink or swim” mentality, but fewer today are willing to keep up the frantic pace.

• Boomers “live to work”
• They are the generation that makes up the majority of the workforce.
• Boomers are optimistic workaholics striving for “self-realization”.
• Boomers arrive early and stay late, visibility is key, and the longer the day, the higher the pay believes the boomer.
• Boomers tend to be more process oriented.
• Offer Boomers flexibility, authority and respect.

Generation X
Born 1965-1977 – roughly 30% of the workforce

A strong work/life balance is of paramount concern to this generation – but do not assume all GenXers will compromise the quality of their results. GenX saw their parents become workaholics, only to be laid off as companies became leaner and meaner. They mistrust employers of future reward, in exchange for hard work now.

• GenXers “Work to Live”
• Will invest in personal development rather than organizational.
• At work expect their entrepreneurial spirit to add value to current operations.
• X’rs are now moving into positions of supervision, leadership, and responsibility but they are not settling down.
• X’rs remain cautious and they know their security rests in staying on the cutting edge
• They are still willing to sidestep rules to get things done smarter, faster and better.
• They have brought with them an astounding need for independence, coupled with a desire of personal contact with managers and corporate decision-makers.
• 80% of all new businesses within the past 3 years are owned by a GenXer.
• When leaders are making decisions they should always ask the X’rs question of “What’s the deal?”

Generation Y (a.k.a. Nexters, Millennials)
Born 1978-1986- roughly 15% of the workforce

The newest workers, Generation Y are the most fluent with technology and handling multiple projects simultaneously. They also are optimistic, eager for a radically diverse environment and team oriented due to all of those years of youth soccer leagues and team learning.

• “Leaders of Tomorrow”
• They have never known a world without cell phones, cd’s or video games.
• Employers can expect them to refuse to blindly conform to traditional standards and time-honored institutions.
• They are socially conscious and volunteer minded.
• They have been told that they can do anything…and they believe it.
• They are social, optimistic, talented, well educated, collaborative, open-minded, influential, and achievement- oriented.
• Treat them as professional colleagues and they will act like professionals.
• Keep them focused with speed, customization, and interactivity.
• Leaders should get to know GenYers capabilities and put them in roles that push their limits.