Multi-Generational Workforces: One Size Does NOT Fit All

Generational Differences

There are some fundamental differences between the generations driven by environmental, social, and cultural factors during childhood and adulthood, as well as the stages in life and careers that influence behavior, focus, and work expectations. By understanding these differences, tolerance expands, softening and diluting ageism biases and preconceived thinking.  

Gen Z (ages 8 to 24) witnessed their older Millennials siblings and their parents' struggle with job loss, disappointment, and economic disasters. In response, this generation is pragmatic, authentic, financially conservative, and searching for work that provides ample development opportunities. They are most comfortable with Millennial managers and in diverse environments. They are competitive, seek feedback and mentoring, and prefer a personal relationship with their manager. With the right ingredients, Gen Z is in for the long term.

Besides multitasking (a plus in getting more done and a minus due to the tendency to skim the surface), their strengths include a knack for adapting to change and learning new processes and technologies. They like to be in an environment with continuous learning and development. They enter the job market with high ambitions and high expectations, with over half of them desiring to start their businesses (same as Millennials). They have a global orientation with a focus on diversity. They value individuality and seek personalization (being seen and known by their managers). Mentoring is essential to them, along with frequent feedback. And one of their most revolutionary strengths is that they are digital natives.  

Their weaknesses include cynicism and an over-reliance on technology that might inhibit their problem-solving abilities. Anxiety is also characteristic of this generation. They tend to have short attention spans with little patience due to their experience with immediate gratification.   

 Millennials (ages 25 to 40) had a tough start, after being raised to believe YOLO (you only live once), work is a means to an end, you can do anything you want, earning the "Me" generation title, only to face massive college debt, Columbine, 9-11, the 2008 downturn, and now the pandemic. Quite simply, their expectations about what life would be and their experiences have been a testament to their resilience.

Their strengths center around collaboration, strong teams, and identifying improvements with process and technology. They are not afraid to take risks, and they are concerned with ethics and social responsibility. Additionally, they are competitive and achievement-oriented. They seek a balanced work and personal life (after all, look where it got their parents), with challenges and development.

Their weaknesses include an average duration at a job of 2 years or less (50%), especially if development opportunities don't exist. Some perceive them as fragile, needing extra reinforcement and acknowledgment for the skills and accomplishments. They also spend less time working than the older generations: Millennials report working an average of 38.8 hours per week, whereas Generation X (47.8) and Boomers (47.1) work almost an additional day. However, Millennials' penchant for efficiencies and technology position them to work smarter.

Gen X – (ages 41 to 55) During their younger years, they gained the tagline "Slackers" while growing up when moms joined the workforce in droves, leaving them to fend for themselves receiving the moniker – latchkey kids. They also witnessed seeing their parents laid off after devoting themselves to their jobs with extended hours.

Today, they are in leadership positions and have proven themselves to be innovative and entrepreneurial, leading some of the US's most successful companies. They are well-rounded workers committed to balancing work and family. As leaders, they try to create cultures attractive to the younger generations. They focus on developing mentoring relationships.

Their weakness includes skepticism, dissatisfaction with leadership. Currently, some Gen Xers are feeling stale in their jobs and wondering what is next. They favor speed over perfection (strength and weakness). Some are also feeling squeezed by Millennials and Gen Z in technology. They are the parents of Gen Z.

 Boomers – (Ages 56 to 74) Born after WWII, America was on top during an economic boom. The climate was one of hope, a new beginning, and optimism with a growing middle class, where most households had one parent working – the father, and college education was affordable. Events that shaped lives included the Vietnam War, the civil rights movement, and Watergate.

Boomer strengths include their tendency to be workaholics (long hours that their children have witnessed and decided it isn't for them). They are typically strong team players, excellent mentors with a wealth of experience. They are the parents of Millennials. To advance, one must pay their dues first. 

Weaknesses include lack of technical savviness, resistance to change, and a desire for structure and discipline, blinding them to innovation and thinking outside of the box. They also may project an attitude that says, "I paid my dues; you have to also."

 Silent Generation - (over 75) This conservative and financially frugal generation experienced WWI, the great depression, and WWII, as well as the introduction of radio and movies. Recognition only occurs with a job is well done. They obey their leaders and believe that age equals seniority. They look for satisfying work where they can contribute.

Life and Career Phases*

Another source of assumptions is where we are in our phase in life. During the Unattached Phase, young singles are sometimes seen as unreliable if they arrive late or show up sleepy after a late night out with friends. The Attachment Phase includes marriage or partnership that often translates into less freedom and greater consistency in life-style. Each person has to coordinate work demands with home life. In the Caretaking Phase, caring for children and parents impede work due to caretaking, scheduling time for outside activities, and unanticipated interruptions at work. This group is most likely to require flexibility and support.

Often, people at the same stage of life have more in common than in the same generation. For example, a 40-year-old (Millennial) and a 60-year-old (Boomer) may both be taking care of their parents, or a 28-year-old (Millennial) and 43-year-old (Gen X) might be starting families.

The Career Phases generate assumptions of their own. Ageism has the most significant impact on those at the beginning and end of their careers. 

• Getting Started – early 20s. If I am beginning my career, the assumption is that I am too young to know anything and possibly too unreliable. Many excellent workers are young people who want to learn and grow and do well at work. There also may be an assumption that I am naïve, too young to know anything, and can't make meaningful contributions.

• Launching a Career – late 20s. At this point, I have some experience under my belt and may be in a position to manage. I am getting serious about my career and eager to get ahead. I am perceived as ambitious, energetic, and focused.

• Mid-Career – 30's to early 50's. With a great deal of experience and movement into various positions and even with different companies, I can mentor and help others. I may begin to wonder, what is next?

• Late-Career – In my late 50's and 60's where I have seen most of my promotions, I begin to think of retirement. People might start to assume that I have less energy, innovation, and engagement.

• Retirement – In my mid-60s and beyond, I am interested in bridge jobs or second careers.

*(https://www.shrm.org/foundation/ourwork/initiatives/the-aging-workforce/Documents/Generational%20Conflict%20at%20Work.pdf).

 Some Thoughts on Many Sizes Fit Each

Instead of jumping to assumptions, think more broadly. Train yourself to recognize your assumptions and biases. And ask yourself, where are people in their life and career stages?

Generational assumptions ignite conflicts and differences, as do life and career phases. It is essential to frame all these differences within the context of assumptions – whether it is about being young, being old, being married, being parents, new to the company, and about to retire. In responding to employees, the old approach of one-size-fits-all doesn't apply in today's diverse workforce.

Expectations: It is critical to set clear expectations and ground-rules around organizational culture, management practices, and communication standards. These expectations will help dismantle assumptions and disconnects.

Areas most impacted by the generations and require clear guidelines include:

·  Communications – decide ahead of time the primary vehicles for communication.

·  Time Management – clarify expectations around the time the day begins, length of working hours, managing unmet deadlines and priorities.

·  Work/Life Balance – be flexible in response to life, career, and generational values.

·  Vision/Values - workplace values that can be made clear to everyone about the values and how they relate to the vision and mission.

·  Technology – drive towards the latest technology and capitalize on younger workers' talents to educate older workers.

·  Mentoring – create a culture of mentoring and coaching.

·  Feedback – does not need to be regulated; it can be frequent, spontaneous, and brief. Incorporate feedback into a personalized relationship.

·  Flexible Management Policies – recognize all the diverse needs of the workplace.

·  Culture – A culture of respect, inclusion, and opportunities for all is a winning combination.

The old approach of one-size-fits-all doesn't apply in today's diverse workforce. Consider greater HR participation representing all of these differences, transforming their role into an ally to each employee instead of a gatekeeper. Promote a culture of respect, educate the workforce on these differences, and reinforce the guidelines. 

Here is my email. I would love to hear from you. lesley@changingbehaviorsconsulting