This new multi-generation workplace is a complex and dynamic organism that requires flexibility and skill from everyone, especially from managers. Many organizations are sensitive to issues of diversity in race, culture and gender and have developed policies and programs to protect and promote diversity. To some extent, generational diversity has yet to be addressed. And yet in order to recruit and retain the best and the brightest this issue must be attended to.
As we look at the current labor market, in which the Traditional Generation delays retirement or returns to the workplace, Baby Boomers begin to retire, Generation Xers realign their work/family priorities and Generation Y enters the workforce with increased and distinctly different demands of their employers than those of previous generations, we are reminded about the challenges and opportunities of the multigenerational workplace.
All too often, people of different generations just don't see work (or life) the same way. Eliminating generational conflict is rooted in understanding what makes each tick. As the global marketplace expands, the talents of all generations must be leveraged and the behavioral and work/life balance challenges must be minimized to increase employee productivity and retention.
Traditionalists (those age 61 to 73 years old) and Boomers (those ages 42 to 60 years old) are the most work-centric. Gen X (those age 30 to 41 years old) and Gen Y (those age 12 to 29,) are more family-centric. Where the Boomers motto has been “live to work” the members of Gen X and Gen Y, “work to live.” These younger employees have a very different sense of success as well of loyalty.
In a study conducted by the Families and Work Institute entitled, Generation and Gender in the Workforce it was reported that 61% of the entire workforce and 80% of college educated Gen X, Gen Y and Baby Boomers would like to work fewer hours. However, as Boomers start to retire there is a vacuum that these younger employees must fill, thus they are in greater demand.
The initial challenge companies face is attracting this young talent. But many of the Gen X workers are opting out of long hours--and they have high expectations for personal and professional growth, even in entry-level jobs.
According to a recent article in Time Magazine “more than half of Generation Y's new graduates move back to their parents' homes after collecting their degrees, and that cushion of support gives them the time to pick the job they really want. Taking time off to travel used to be a résumé red flag; today it's a learning experience. And entrepreneurship now functions as a safety net for this generation. They grew up on the Internet, and they know how to launch a viable online business.”
With all these options, Generation Y is forcing companies to think more creatively about work-life balance. The employers who do are attracting the best and the brightest of the young talent.
Understanding Gen X and Gen Y is important not just for employers. Older workers—Boomers and Traditionalists need to know how to adapt to the values and demands of their newest colleagues. Afterall, before long, they're going to be the managers and supervisors.
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1 comment:
The issue of generational differences in the workplace is very real. Once there are problems, what should one do about it ?
First off, my company has developed a profile that pinpoints ones generation based on traits and tendencies more so than by age. Our goal is to simply raise awareness that there are problems and that you need to do something about it. Feel free to take your own profile online at www.generationalprofiles.com
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