Looking For A Job? Where Does Your Generation Fit In?
by Aleta Norris & Nancy Lewis Tuesday, March 25, 2008
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Aleta Norris and Nancy Lewis are co-owners of Impact Consulting Group, LLC (founded in 1996) and Living As A Leader (founded 2002).
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In today’s typical work environment, four generations are required to work collaboratively together. Each generation, shaped by their similar historical experiences, have desires related to their careers. The way these desires are pursued and expressed can vary greatly between generations. These differences can be manifested in the workplace as conflict and confusion. Individuals who take time to educate themselves about what drives each generation, what motivates each generation, and how each generation views the others will help ensure a higher likelihood of success in the workplace.
Who are these four generational groups?
The Veterans (born before 1945 – currently over age 62). These individuals typically see work as an obligation and gain satisfaction from a job well done. They prefer to work alone in a stable culture where roles are clearly defined. They expect leaders to be commanding and decisive. They prefer communication via formal memo and do not mix work and family life.
The Baby Boomers (born between 1946 and 1964 – currently ages 44 to 62). They are hard workers – potentially workaholics. Work is an exciting adventure to them from which they may seek personal fulfillment. They prefer to work in teams and meet face to face. They want recognition and jobs with advancement opportunity. They expect leaders to seek consensus. They want to be communicated with in person and are said to ‘live to work.’
Generation X (born between 1965 and 1976 – currently ages 32 to 43). Gen Xers are self-reliant workers. They consider work to be a challenge and want to overcome the challenge or complete the task. They are entrepreneurs who expect direct and immediate communication and feedback. They consider leaders their equals and challenge authority, often asking “why?” They value a balance between work and family and crave fun and flexibility in the workplace.
Generation Y (born between 1977 and 1990 – currently ages 18 to 31). Gen Ys are tenacious yet tolerant workers who look at work as a means to an end. They prefer instant communication involving technological advancements like text messaging, instant messaging, e-mail, voicemail and virtual teams. They enjoy collaborative environments and seek opportunities to work with other bright, creative people. They value work and family balance and expect leaders to cater to their needs and wants.
Millennials (born after 1990). They are on their way and will surely have characteristics which make them a unique fifth addition to an ever-changing workforce.
Why care about the four (soon to be five) generational groups? Workforce conflicts might arise from issues related to generational diversity. Unnecessary friction in the workplace can lead to distractions from work, decreases in productivity, and ultimately, turnover. An understanding of needs among the generational groups is necessary in order to establish a healthy and respectful foundation.
What are the benefits of a multigenerational workforce?
Productivity and creativity can increase when intergenerational teams are formed and their differences celebrated. Here’s how:
• These teams can attract and retain talented people of all ages
• They are more flexible
• The teams can gain and maintain greater market share because their members reflect a multi-generational market
• The team decisions are stronger because they are broad-based
• These teams are more innovative
• They can meet the needs of a diverse public
Still not convinced?
Recent studies suggest that over the next three decades, the demand for top talent will increase by 25%. As the large population of working Baby Boomers continues to retire and leave the workforce, the supply of talented employees may drop 15%. The pace of change continues to accelerate, adding a potential knowledge and skills gap to the equation. The competitive advantage will go to companies who recruit, retain, manage, and train all generations in a way that taps into their values, motivates their passions, and demonstrates an ability to transform collision to collaboration. An informed workforce will work more respectfully and productively among the generations.
What can you do?
1. Talk with others about what is important to them. Continue to educate yourself on differences.
2. Honor boundaries regarding professional protocol and work habits. These may not match your preferences, but it is important that you make compromises to honor guidelines set by your employer.
3. Customize your interactions to honor the various individuals you’re working with.
4. Celebrate the strengths that others bring. Do not expect everyone’s strengths to match yours.
5. Pay more attention to what you’re doing to honor these differences than what others are doing. Be a role model.
Individuals who learn to understand generational differences can change conflict into creativity in the workplace. Each generation has been shaped by common experiences which influence how they approach work, what motivates them in the workplace, and what values they hold dear. Veterans bring value to the workplace with their experience and knowledge and are hardworking and dependable. Baby Boomers are team players who are willing to work hard and to put in long hours. Gen Xers are good multi-taskers who are determined to do quality work. Gen Ys are self-confident and optimistic. They are independent and goal-oriented. Leveraging the diverse strengths inherent in different generational groups can create a whole that equals more than the sum of its individual generational parts.
This article was researched and compiled by Impact Consulting Group, LLC. 2008.
Aleta Norris and Nancy Lewis are co-owners of Impact Consulting Group, LLC (founded in 1996) and Living As A Leader (founded 2002). Nancy has worked in the Organizational Development field for more than 20 years, with experience as a Training Director for two large Milwaukee-based companies. Aleta began her OD consulting career in 1988 in affiliation with the Wilson Learning Corporation. Both Aleta and Nancy have Masters of Science degrees in organizational science and adult education. In their work, Aleta and Nancy specialize in maximizing the effectiveness of leaders and teams within organizations through a combination of training, coaching and other customized events. Working along with them, supporting the diverse needs of client organizations, is a team of talented practitioners within their field of expertise. Both bring a strong balance of business acumen and leadership expertise to the organizations they serve. For more information, visit www.livingasaleader.com.
Who are these four generational groups?
The Veterans (born before 1945 – currently over age 62). These individuals typically see work as an obligation and gain satisfaction from a job well done. They prefer to work alone in a stable culture where roles are clearly defined. They expect leaders to be commanding and decisive. They prefer communication via formal memo and do not mix work and family life.
The Baby Boomers (born between 1946 and 1964 – currently ages 44 to 62). They are hard workers – potentially workaholics. Work is an exciting adventure to them from which they may seek personal fulfillment. They prefer to work in teams and meet face to face. They want recognition and jobs with advancement opportunity. They expect leaders to seek consensus. They want to be communicated with in person and are said to ‘live to work.’
Generation X (born between 1965 and 1976 – currently ages 32 to 43). Gen Xers are self-reliant workers. They consider work to be a challenge and want to overcome the challenge or complete the task. They are entrepreneurs who expect direct and immediate communication and feedback. They consider leaders their equals and challenge authority, often asking “why?” They value a balance between work and family and crave fun and flexibility in the workplace.
Generation Y (born between 1977 and 1990 – currently ages 18 to 31). Gen Ys are tenacious yet tolerant workers who look at work as a means to an end. They prefer instant communication involving technological advancements like text messaging, instant messaging, e-mail, voicemail and virtual teams. They enjoy collaborative environments and seek opportunities to work with other bright, creative people. They value work and family balance and expect leaders to cater to their needs and wants.
Millennials (born after 1990). They are on their way and will surely have characteristics which make them a unique fifth addition to an ever-changing workforce.
Why care about the four (soon to be five) generational groups? Workforce conflicts might arise from issues related to generational diversity. Unnecessary friction in the workplace can lead to distractions from work, decreases in productivity, and ultimately, turnover. An understanding of needs among the generational groups is necessary in order to establish a healthy and respectful foundation.
What are the benefits of a multigenerational workforce?
Productivity and creativity can increase when intergenerational teams are formed and their differences celebrated. Here’s how:
• These teams can attract and retain talented people of all ages
• They are more flexible
• The teams can gain and maintain greater market share because their members reflect a multi-generational market
• The team decisions are stronger because they are broad-based
• These teams are more innovative
• They can meet the needs of a diverse public
Still not convinced?
Recent studies suggest that over the next three decades, the demand for top talent will increase by 25%. As the large population of working Baby Boomers continues to retire and leave the workforce, the supply of talented employees may drop 15%. The pace of change continues to accelerate, adding a potential knowledge and skills gap to the equation. The competitive advantage will go to companies who recruit, retain, manage, and train all generations in a way that taps into their values, motivates their passions, and demonstrates an ability to transform collision to collaboration. An informed workforce will work more respectfully and productively among the generations.
What can you do?
1. Talk with others about what is important to them. Continue to educate yourself on differences.
2. Honor boundaries regarding professional protocol and work habits. These may not match your preferences, but it is important that you make compromises to honor guidelines set by your employer.
3. Customize your interactions to honor the various individuals you’re working with.
4. Celebrate the strengths that others bring. Do not expect everyone’s strengths to match yours.
5. Pay more attention to what you’re doing to honor these differences than what others are doing. Be a role model.
Individuals who learn to understand generational differences can change conflict into creativity in the workplace. Each generation has been shaped by common experiences which influence how they approach work, what motivates them in the workplace, and what values they hold dear. Veterans bring value to the workplace with their experience and knowledge and are hardworking and dependable. Baby Boomers are team players who are willing to work hard and to put in long hours. Gen Xers are good multi-taskers who are determined to do quality work. Gen Ys are self-confident and optimistic. They are independent and goal-oriented. Leveraging the diverse strengths inherent in different generational groups can create a whole that equals more than the sum of its individual generational parts.
This article was researched and compiled by Impact Consulting Group, LLC. 2008.
Aleta Norris and Nancy Lewis are co-owners of Impact Consulting Group, LLC (founded in 1996) and Living As A Leader (founded 2002). Nancy has worked in the Organizational Development field for more than 20 years, with experience as a Training Director for two large Milwaukee-based companies. Aleta began her OD consulting career in 1988 in affiliation with the Wilson Learning Corporation. Both Aleta and Nancy have Masters of Science degrees in organizational science and adult education. In their work, Aleta and Nancy specialize in maximizing the effectiveness of leaders and teams within organizations through a combination of training, coaching and other customized events. Working along with them, supporting the diverse needs of client organizations, is a team of talented practitioners within their field of expertise. Both bring a strong balance of business acumen and leadership expertise to the organizations they serve. For more information, visit www.livingasaleader.com.