{"id":6901,"date":"2013-06-01T00:00:00","date_gmt":"2013-06-01T00:00:00","guid":{"rendered":"https:\/\/insulation.org\/io\/articles\/workforce-5-0-managing-multiple-generations-at-work\/"},"modified":"2017-06-09T20:25:36","modified_gmt":"2017-06-09T20:25:36","slug":"workforce-5-0-managing-multiple-generations-at-work","status":"publish","type":"articles","link":"https:\/\/insulation.org\/io\/articles\/workforce-5-0-managing-multiple-generations-at-work\/","title":{"rendered":"Workforce 5.0: Managing Multiple Generations at Work"},"content":{"rendered":"

Demographers have noted that,
\nbeginning in 2015, we will have five generations in the workforce.<\/strong><\/font><\/span><\/p>\n

Welcome to
\nWorkforce 5.0. Why 5.0? We are on the cusp of yet another generation entering
\nthe 4-generation workforce. Demographers have noted that, beginning in 2015,
\nwe will have 5 generations in the workforce. Now is the time to learn new
\napproaches to understand, work alongside, and manage multiple generations of
\nemployees, colleagues, and customers.<\/span><\/p>\n

Today’s Multigenerational Workplace<\/font><\/b><\/p>\n

Each of the
\ngenerations working today carry their own perspectives, changing priorities,
\nwork ethic, and distinct and preferred ways of working and being managed. That
\nis because within each generation, members are shaped or influenced by the same
\nevents, experiences, and images—typically those things happening in the world
\nwhen the generation was coming of age, between the ages of 17 and 23. The
\nexperiences of our youth shape our points of view. Additionally, our age and
\nour life-stage dictate some of our needs and preferences.<\/span> <\/p>\n

Appreciating generational
\ndynamics allows you to find common ground with colleagues and employees from
\nall generations, and communicate information they want in the manner they want
\nit. Understanding a client’s age-based point of view is an indispensable soft
\nskill that you can use to establish connections, communicate effectively, and
\nmake the sale. Another area where this is helpful is in leading people of all
\nages. Supervisors and managers today will be more effective if they can “manage
\nthe mix.”<\/p>\n

Let’s start with an overview of
\nthe generations to begin to understand “where they’re coming from,” as a Baby
\nBoomer might say.<\/p>\n

Meet the Generations<\/font><\/b><\/p>\n

The Silent Generation
\n(Born 1933–1945) <\/i><\/p>\n

The 50 million members of the Silent Generation
\ndefy generalization, as they appear more diverse than the other generations.
\nWhile many Silents have already left the workforce, plenty of others remain,
\nand they are reinventing the concept of career maturity and retirement. They
\nsee themselves as vigorous, contributing members of the workforce.<\/p>\n

The oldest members of this generation grew up in the aftermath of the
\nGreat Depression. However, in their lifetimes, their financial cycle moved from
\na cashless childhood to an affluent adulthood, due in part to economic growth,
\nplentiful jobs, retirement benefits, and their propensity to live well within
\ntheir means as a generation. They built their success on hard work,
\nself-discipline, and postponing material rewards.<\/span><\/p>\n

As a generation, they put the group before the individual, making them
\nstrong team players. Sometimes referred to as the “facilitative generation,”
\nmany Silents have taken leading national roles as diplomats, civil rights
\nleaders, and distinguished civil servants and politicians. Employees from this
\ngeneration are often described as disciplined, loyal team players who work
\nwithin the system. They have a huge knowledge legacy to share, and they embody
\na traditional work ethic.<\/span><\/p>\n

How do Silents fare in today’s workplace? Their experiences, along with
\ntheir disposition toward service, make them excellent coaches and mentors, and
\ntheir sense of fair play makes them helpful workplace arbitrators and
\nmediators. Silents prefer due process—they often create and use formal
\nprocedures—combined with adhering to the rules. They value moderation,
\npreferring to think things through before taking action.<\/span><\/p>\n

Baby Boomers (Born
\n1946–1964)<\/i><\/p>\n

Composing the most populous generation in the
\nUnited States, the 76 million Baby Boomers typically grew up amid economic
\nprosperity, suburban affluence, and strong nuclear families with stay-at-home
\nmoms. Some researchers divide the Baby Boomers into two groups: those born
\nbetween 1946 and 1954 (the “Woodstock” group, known for their idealistic
\nendeavors and social conscience), and those born between 1955 and 1964 (the
\n“Zoomer” group, known for their preoccupation with “self”).<\/p>\n

Boomers came into the workforce
\nen masse and made the rules that many companies play by. They are ambitious,
\nand many define themselves by their careers. The Boomers’ paradox today is that
\nmany are reaching a stage in their lives marked by ambivalence about the very
\nrules they created. Nevertheless, the generation tends to be optimistic,
\ncompetitive, and focused on personal accomplishment.<\/p>\n

They continue to work hard,
\nworking more than the historical 40-hour workweek. As younger generations enter
\nthe workplace, Boomers are expecting them to pick up this traditional approach
\nto work.<\/p>\n

This generation is comfortable in the culture they have created, and
\nthey view change as sometimes painful, yet inevitable. Many companies
\nexperience their biggest generational conflict when Boomer managers are
\nconfronted with younger employees who do not fit the mold that they created.<\/span><\/p>\n

Generation X (Born
\n1965–1976)<\/i><\/p>\n

The 41 million members of “Gen X” live with the
\ncorporate footprint of previous generations and are reshaping organizations to
\nmeet their generation’s priorities. They prefer to work independently and are
\nhighly committed to good bosses, stimulating projects, and capable peers. <\/p>\n

Members of Generation X grew up
\nin a very different world than the previous generations. Divorce and working
\nmoms created “latchkey” kids out of slightly more than half of this generation,
\nwhich led to traits of independence, resilience, and adaptability. Generation X
\nmembers feel strongly that they do not need a supervisor constantly looking
\nover their shoulders. They prefer hands-off management and mentoring, and
\nmicromanaging does not work with them. <\/p>\n

Generation X saw their parents
\nface job insecurity and layoffs, and many of them entered the workplace in the
\nearly 1980s, when the economy was in a downturn. Because of these factors, the
\ngeneration has redefined loyalty. Instead of remaining loyal to their company,
\ntheir loyalty is most often to their work, their team, and their immediate
\nboss.<\/p>\n

Today, Generation X is solidly
\nat career midpoint. They are managers, tenured employees, business owners—and
\nthey are busy raising families and contributing to their communities. They
\nexpect time flexibility that allows a separation of work from family. Rather
\nthan buy into the Boomers’ work ethic of long hours at the office, Gen Xers
\nfocus on getting the job done through nontraditional work hours, job-sharing,
\ntelecommuting—whatever works.<\/p>\n

This generation takes
\nemployability seriously, although for them, climbing the career ladder has been
\nreplaced with building a career portfolio, which they continue to grow,
\nbuilding a skill set that supports their need for independence even as they
\nattain increasing levels of responsibility. They can move laterally, stop and
\nstart—their careers are fluid, with on and off ramps.<\/p>\n

Millennials (Born
\n1977–1998)<\/i><\/p>\n

The youngest generation in today’s workforce was
\nraised at the most child-centric time in our history. Perhaps it is because of
\nthe showers of attention and high expectations from parents that many
\nMillennials display a great deal of self-confidence, to the point of appearing
\ncocky.<\/p>\n

This generation is packed with power and potential. The challenge for
\ntheir managers is to live up to the high standards and expectations the
\nMillennials bring to the workplace.<\/span><\/p>\n

Sometimes coached by their parents, Millennials do not seem to see the
\nvalue of paying their dues or earning their stripes. Many perform best with
\nsome structure, especially younger Millennials who are newer to the
\nworkplace—they are learning to work as well as learning the work. Many Millennials
\nalso have a bit of a “whatever” view of title and position, showing less
\nreverence for positions that are simply based on experience, which they think
\nBaby Boomers overemphasize.<\/span> Millennials respect knowledge and learning. They want a relationship with their boss, which
\ndoes not always mesh with Generation X’s preference for independence and
\nhands-off style. Millennials will leave for greener pastures if challenge,
\nlearning, and fun are absent from their work.<\/span><\/p>\n

That said, Millennials are
\ntypically team-oriented and work well in groups, preferring collaborative work
\nto individual endeavors. In addition, they are used to tackling multiple tasks
\nwith equal energy, and they expect to work hard. They are effective at
\nmultitasking, having juggled school, sports, and social interests as children.<\/p>\n

As you might expect, this group
\nis technically literate as no one else. Technology has always been part of
\ntheir lives—whether it is mobile phones, text messaging, YouTube, Facebook, or
\nInstagram. <\/p>\n

Today’s Shifting Demographics<\/font><\/b><\/p>\n

You have
\nprobably seen this in your own organization: Today’s workforce is aging because
\nSilents and Boomers are staying on the job longer, and avoiding retirement for
\nfinancial reasons or reluctance to stop working. From 2006 to 2016, the labor
\nforce of those aged 65 to 75 is predicted to grow at a rate of 80%—and for
\nthose aged 75 and older, at a rate of 78%.<\/span><\/p>\n

Meanwhile, Millennial workers
\nare no longer a novelty as their numbers increase. In fact, by 2014,
\nMillennials will approach 47% of the workforce! However, a large number of this
\ngroup is currently unemployed or underemployed due to the economic downturn.<\/p>\n

As the economy picks up, watch
\nfor more Millennials (a generation nearly as large as the Baby Boomers) to
\nstart snapping up new jobs in all industries, while Silents and Boomers
\ncontinue to hang onto employment, and Gen X seeks to move up or on in their
\ncareers. All of this will take place in an economy that is increasingly
\nknowledge- and services-based, technology driven, and global. The competition
\nfor jobs is only going to get fiercer as members of all generations will be
\ncompeting for positions that are still limited.<\/p>\n

Today, and in the near future, it will be less and less common to be
\nworking with your peers; you will be working with all these different
\ngenerations. If you are a manager, you are the leader of people of all ages,
\nand will be for the rest of your career.<\/span> <\/p>\n

Managing the Mix<\/font><\/b><\/p>\n

In a recent study by the Society of Human Resource
\n(HR) Managers, almost 25% of HR professionals reported generational conflict in
\ntheir workplace, and a full 60% of employers are experiencing tension between
\nemployees of different generations. While 47% of younger employees surveyed
\ncomplained that older managers were resistant to change, 33% of older employees
\nfound younger workers’ informality and need for supervision problematic.<\/p>\n

You probably do not need these
\nstatistics to know that the generational mix in today’s workplace can be
\nchallenging. Managers and supervisors who are armed with the knowledge, skills,
\nand practices to engage with each generation can go a long way to reducing the
\nstatistics cited above. When you can meet the preferences and priorities of
\neach generation, communicate in ways that are effective and appropriate, and
\nunderstand everyone’s career goals and values, you also will have completed
\nmuch of the heavy lifting needed to recruit and retain good employees of all
\nages.<\/p>\n

The starting point is to remind yourself which generation you are
\nbuilding a relationship with and speak to that generation’s quirks and
\nqualities, which will make your management style more effective. Note: Please
\ndo not ask an employee his or her age or birth year! Instead, look for clues,
\nasking questions like “Should I call or text?” or “Did you do anything interesting
\nthis weekend?” The information you collect will help you make an educated guess
\nat the person’s generation and work-style preferences. Another approach is to
\ndirectly ask employees about their communication or work-style preferences.<\/span><\/p>\n

We can apply some basic knowledge about each generation’s
\ncharacteristics and attitudes (combined with some common sense) to manage in
\nways that improve our performance. Here are some best practices for various
\naspects of management, broken down by generation. Note that the information and
\ntips below are intended to augment (not replace) your company’s HR employee
\ntraining and review policies.<\/span><\/p>\n

Management Dos and Don’ts for Each Generation<\/font><\/b><\/p>\n