With early retirement, increased longevity and a shortage of talent an economic reality, we’re seeing a greater influx of retirees re-entering the workforce, making it the most diverse cross-section of generations in recent memory.
Employees who grew up before the era of television are now working side-by-side with youngsters who can catch clips of last night’s game on their cell phone. Is it any wonder that managers today face an uphill battle molding this group into a cohesive and productive unit?
To overcome this formidable challenge, managers need to recognize the subtle and not-so-subtle differences that exist between Veterans, Baby Boomers, Gen-Xers and Gen-Y. Veterans were born prior to World War II and make up the smallest contingent of the U.S. workforce with 26 million members. As expected, these disciplined workers are loyal to the end. They see their role as one of fitting into the existing system as opposed to changing it.
Baby Boomers are by products of the Civil Rights Movement and the Sexual Revolution. They number roughly 76 million. While Veterans abide by the rules, Baby Boomers are inclined to change them to further their own agenda. They welcome competition, but avoid conflict whenever possible. Becoming the resident “Big Shot” is their clear-cut objective.
Generation Xers were raised during the Watergate Scandal and the Energy Crisis and are 51 million strong. Ironically enough, this group thrives on conflict. Achieving a healthy balance between work and home is non-negotiable. So the idea of working long hours or paying your dues doesn’t sit well with them.
And finally Gen Y – our nation’s future workforce – arrived on the scene, as the world was segueing into the Age of Technology. They number 73 million. These hard-working transients consider company loyalty a trivial pursuit. Their ultimate goal is to master the skills that will catapult them to the next level.
With such a diverse frame of reference, you can see why Baby Boomers might mistake the Veterans’ disciplined approach for inflexibility; why Veterans might occasionally misinterpret the Boomers’ desire for teamwork as indecisiveness; and why Gen Y might misconstrue the Gen-Xers’ rabid self-reliance as blatant cynicism.
Nonetheless, psychologist Constance Patterson, is convinced that harmony can be achieved in the workplace by tailoring our messages to the appropriate audience.
In her opinion, Veterans may respond more favorably to comments such as “It’s beneficial to share what’s worked in the past” and Baby Boomers to compliments like “I don’t know how we’d manage without you.” Whereas Gen-Xers may be motivated by statements like, “Let’s think outside the box” and Gen Y to remarks like “You’ll be working with innovators like yourself.”
Managing a diverse workforce requires a fluid style of leadership that not only recognizes generational differences, but respects and nurtures the unique qualities every employee brings to the job.