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Top 5 Tips for Managing Across the Generations |  | |
1. Learn more about the four generations currently in the workplace.
Traditionalists (b. 1900-1945)
Boomers (b. 1946-1964)
Generation X (b. 1965-1980)
Millennials (b. 1981-1999)
2. Understand that each generation experienced different social, economic, and political changes and so brings a unique worldview to the workplace.
Traditionalists (75 million), best described as loyal, learned at an early age to put aside the wants and needs of the individual to work toward common goals. They have an immense amount of faith in and loyalty to institutions, from church to government to the military; as such, they believe that a top-down approach works well for management.
Boomers(80 million), best described as optimistic, witnessed profound social and political change and upheaval in the U.S. during their formative years and therefore see change as possible. However, they may also be described as competitive, as this generation saw women entering the workforce in large numbers, and with such a large group of individuals of working age in this group as a whole, competition for jobs became fierce.
Generation X (46 million) has been described as skeptical, as they saw every major institution called into question or embroiled in scandal: the presidency, military, organized religion, corporate America, marriage. This generation also saw the divorce rate triple during their formative years and became the first generation of latch-key kids, often in single-parent or dual-earner households. Developing a distrust of institutions, both personally and professionally, Gen Xers have come to rely on themselves to get things done, and so are viewed as extremely resourceful and independent.
Millennials (76 million)can be described as realistic, and have also been described as possessing the attributes of all three previous generations: faith and loyalty toward institutions, as well as a healthy balance of optimism and skepticism. Having been involved in major family decisions from an early age, Millennials expect to have input at high levels in the workplace, even from the start of a job. They are also known for their collaborative skills and will seek to use these on the job as well.
3. Work with individuals on career plans, brainstorming ideas while recognizing generational differences.
Traditionalists, seeking to build a legacy, may consider leadership positions in recruiting or training. However, this generation may not be comfortable discussing alternatives within the same organization, and so discussions may need to be initiated by supervisors.
Boomers seek to build a stellar career, and so may be interested in challenging paths to take them to new heights.
Gen Xers seek to build portable careers, and so a recognition of where there are, where they d like to be, and skills they need to build to get there, may provide an incentive for this group to remain on with the same organization.
Millenials tend to seek parallel careers. As consummate multitaskers, it is important to keep this group challenged by providing cross-training, and perhaps including them on several projects at one time.
4. See rewards as a win-win, tailoring rewards in the workplace to specific generations.
While Boomers may prefer recognition through a promotion, new title, or corner office, Gen Xers may prefer flexible schedules and mentorship at work. By learning more about generational differences from your employees, you will come to learn more about rewards that are meaningful and fulfilling to each individual.
5. Consider general retention strategies by generation.
For Traditionalists: Appeal to their loyalty towards clients/customers; offer time off, creative ways for them to serve the organization.
For Boomers: Look for ways for them to make a difference, leave their mark.
For Gen Xers: Offer autonomy, flexible schedule, time off, mentorship.
For Millennials: Provide direction, learning, stimulation, and the ability to take part early on.
Adapted from When Generations Collide: Who They Are. Why They Clash. How to Solve the Generational Puzzle at Work by Lynne C. Lancaster and David Stillman.
Contributed by Melanie V. Sinche, NCC
Career Counselor & Consultant, The Center for Professional Development(CPD).
CPD has helped Connecticut residents achieve career success for more than three decades. For information about this topic or The Center for Profesional Development, visit the website at www.thecenterforprofessionaldevelopment.org
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