Talking ‘bout my generation

By Daniel Schroeder

Today's employment picture looks a lot like an algebraic equation: Y+X-BB = work force.

We're hearing a lot about the passing of the torch from the baby boomers to Generation X and Generation Y, which is also known as the Millennial Generation. Some older workers are complaining about those young people. Some younger workers don't understand those old timers. All of this leads to strained relationships and hard feelings.

It is worth noting that this is nothing new. In previous eras, older employees left the work force as younger employees entered. What is new, though, is the unprecedented size of the baby-boomer group — it significantly outnumbers generations X and Y.

In order to reach across generations, you must understand where they are coming from. So, to help you along those lines, let me offer the following general observations. They're not specifically applicable to everyone with whom you have contact, but you may find they apply reasonably well to many people within a particular age group.

At work, baby boomers generally dislike taking direction from younger people, prefer to do it the way it's always been done, like traditional methods and can be intimidated by technology. They resist new ways of doing things and are drawn by a desire for power, status and prestige.

Therefore, to effectively manage baby boomers, make it known that their experience is valued and understand they work best in a humane, caring work environment. Point out where they can succeed or make a mark because getting ahead is important to them. Show them how they can be a star, stress that there is still a lot of learning to do and respect them for what they have contributed and their life experience.

At work, Generation X employees, having grown up in a world of downsizing and layoffs, find security in themselves, believe in immediate feedback, want and need continuous and consistent recognition for their efforts and can be fiercely loyal if they are invested. They want to know, "What's in it for me?"

Therefore, to effectively manage Generation X employees, open up the lines of communication and offer access to all levels of the organization. Encourage ongoing learning and growth, help them see the big picture and recognize their good performances anywhere, anyway, anytime.

At work, Generation Y employees excel with technology, love the concepts of virtual business and telecommuting, expect profitable (yet casual) business careers, expect success (defined by high pay and lots of perks) early in their careers and are energetic and sometimes unfocused. They need direction and smaller steps.

Therefore, to effectively manage Generation Y employees, involve them in partnerships, harness their energy and keep up with their pace. Coach and mentor them, be rigorous and direct with feedback, provide state-of-the-art resources, be flexible and encourage a work-life balance.

So, to create a cohesive intergenerational work force, my basic advice is comprised of two suggestions. First, stop complaining about those employees who are different than you. Second, start trying to understand them.

John Jay Chapman, an essayist, literary critic and social commentator in the late 1800s and early 1900s, noted that, "Every generation is a secret society and has incommunicable enthusiasms, tastes and interests, which are a mystery both to its predecessors and to posterity."

And, so it goes.

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