Generation Gap | Managing and communicating in a multi-generational workforce
Not only are today’s managers faced with the changing rules of corporate society, they must understand the management preferences for four different generations in today’s workforce. While each workforce member desires effective leadership, respect, and meaningful work, different generations see authority, face time, and work ethic in different ways.
To tap into the talent of today’s workforce, today’s manager must know the values and motivation of Generation X, Generation Y, the Baby Boomers, and the Silent Generation members.
Silent Generation (born 1925-1945): Members of the Silent Generation were the children of war and the Great Depression who ultimately provided the United States with civil rights and unparalleled economic wealth. Company loyalty, patriotism, and “paying their dues” are their cornerstones. They operate with a strong respect for formal authority and structure. Being the “organizational men,” they are more willing to accept domineering, control-oriented managers.
Baby Boomers (born 1946-1964): At 72 million strong, the Baby Boomers are powerful and demanding in establishing trends. They participated in the greatest wave of education in history. Graded in school on their ability to challenge others and use critical thinking skills, they have high expectations. Baby Boomers expect to be recognized for work. Comfortable challenging the hierarchies of their organization, they expect to set priorities and establish timelines for work projects.
Generation X (born 1965-1980): Resentful of being stereotyped, Generation Xers are individualistic and idealist. Equipped with different skill sets than earlier workers, they have exceptional creative problem solving abilities. Gen Xers, known as the “latch-key kids,” think like entrepreneurs, thrive in situations where they can conduct independent, creative problem solving, and expect work/home balance. They prefer to make their own decisions while monitoring results carefully, which allows them to be more successful.
Generation Y (born 1981-1995): Known for their technological adeptness, Generation Yers are busy people with good group skills. Gen Ys enjoy working side-by-side with adults who teach them competence and effectiveness. They seek strong interaction with teammates who are honest, informal, and helpful. Expecting collaboration and instant feedback, they seek mentors. Players of video games that offer an option of “do overs,” they can benefit from realizing that their actions have consequences.
Tapping Into The Talent
As your organization take steps to bridge the gap between generations—a tactic that will lead to greater productivity, energy and team commitment—three key questions should be answered: (1) Is your organization doing enough to prepare young people to be competitive in the global market?; (2) How are Baby Boomers mentored to manage working for a Generation X boss?; and (3) How are members of Generation X and Y mentored to contribute to the organization? Workforce strategies that address the generational mix and tap into the talents of each individual will bridge gaps allowing employees to work together to produce better results.
Sharon Ann Wulf is a visiting professor of management at Worcester Polytechnic Institute and president of Enterprise Systems in Framingham. She can be reached at sharonw@enters.com.
WBJ Web Partners
Most Recent
Most Recent
0 Comments