Generational Differences in the Workplace

Generational Differences in the Workplace

Dr. Tracy Russo, Communication Studies, University of Kansas

March, 2009

Older and younger generations both say of the other, “They just don’t get it.”

We are anchored in time

·  Beloit College’s Mindset 2008, Class of 2012

Three dilemmas contribute to perceived conflict among generations

·  Formative years dilemma

·  Readiness dilemma

·  Experienced talent dilemma

Four generations currently in the workplace

·  Veterans/Builders (Born before 1946)

·  Baby Boomers (Born 1946 – 1964 and now aged 45-63)

·  Generation X (Born 1964 – 1977 and now 32-45)

·  Generation Y (Born 1978 – 1990 and now 19-31)

One more generation will enter soon -- Millennials (Born 1991 and later and now 18 and younger)

Generational differences in action -- Questioning

·  Is it appropriate to question or challenge the status quo?

·  Traditionalists and Boomers may not see this as appropriate

·  Gen X and Gen Y have been taught to speak up

Generational differences in action -- Feedback

·  Traditionalists – “No news is good news”

·  Boomers – “Feedback once a year and lots of documentation”

·  Gen X – “Sorry to interrupt, but how am I doing?”

·  Gen Y – “I seek feedback whenever I want at the push of a button”

·  Millennials: “Work flexibly anywhere, but I need complete access to information and the answer to ‘Why?’ Work anytime … on my terms. Work even more? That is so lame. I’m texting all my friends to tell them how lame you are!”

Different attitudes toward work

·  Baby boomers: “Work, work, work. It’s what we’re about.”

·  Gen Xers: “Work. Work more with flexibility. Work even more? Let’s talk!” •

Boomers on the job

Assets

·  Driven, ready to go the extra mile

·  Good at relationship, wanting to please

·  Good team players

Liabilities

·  Uncomfortable with conflict; reluctant to go against peers

·  Self-centered, judgmental

·  Overly sensitive to feedback

Working with Boomers

·  Listen and honor their opinions, skills, knowledge, potential and contributions

·  Tap into their entrepreneurial impulses

·  Help them reconcile long- and short-term concerns

·  Coach, rather than dictate

Gen X on the job

Assets

·  Adaptable, independent, not intimidated by authority

·  Techno-literate

·  Creative

Liabilities

·  Impatient, inexperienced

·  Poor people skills

·  Cynical

Compared to Boomers, Gen Xers are

·  Less loyal to the organization, more “me” oriented

·  Eager to be promoted more quickly

·  Less likely to see work as central part of life

·  More idealistic

·  Seeking balance between work and personal goals

Working with Gen X

·  Extend opportunities to develop and use skills; provide training

·  Make career development opportunities clear

·  Where possible, provide flexible work arrangements

·  Provide access to mentors, coaches, decision makers

·  Connect their success with the organization’s

Generation Y characteristics

·  Wanted; protected

·  Sheltered

·  Confident

·  Team-oriented

·  Pressured/stressed

·  Conventional

·  Wired

Gen Y in the office

Positives

·  Optimism, tenacity, heroic spirit

·  Technological savvy

·  High performance when given clear goals

·  Ability to multi-task

·  Ability and desire to work in teams, cooperation, collective action

Liabilities

·  Need for structure and supervision

·  Inexperience, especially with difficult people issues

·  Desire for constant feedback

·  Weakness in basic job skills such as punctuality and proper dress, intuiting organizational culture and norms

Working with Gen Y

·  Connect individually

·  Provide resources, tools, learning goals to progress “just-in-time”

·  Don’t condescend; tell them what you want of them

·  Connect rewards and incentives clearly to performance and support with prompt feedback and recognition

·  Consider how to make Gen Y workers meet their high expectations of themselves

·  Teach basic self-management skills

Sources of Conflict: Clout and who wants it

Behavior the older generation accepts is considered the standard

So long as the younger generation complies, there is no generation gap

Natural desire of older people to maintain their clout and of younger people to increase theirs

Sources of Conflict: Perceptions of respect

Different definitions of respect

People in authority want their decisions to be respected

Older people want their experience and wisdom to be respected and deferred to

Younger people want their fresh ideas and suggestions to be respected

Research shows

Our birth years and generation’s place in history do influence our worldview

HOWEVER --

·  The generations value essentially the same things in organizations

·  Differences may reflect life stages and experience more than generations

·  Individual differences are equally important

What the generations want

·  To trust our superiors

·  To have balanced autonomy and support

·  To avoid threatening changes

·  To receive feedback

·  To feel valued

·  To have an opportunity to learn

Three Rs and Three Cs: We all want to be

Respected

Recognized

Remembered

Coached

Consulted

Connected

Managing the generations: FOCUS ON THE WORK

Focus on meaning and purpose

Define group mission, tasks, deadlines

Define individual missions

Acknowledge individual uniqueness

Support workplace teaching and learning

Managing the generations: COMMUNICATE

Make opportunities to communicate

Specify, don’t imply -- tell each person what you need from him or her

Choose channel thoughtfully

Acknowledge individuality; draw on others’ expertise and creativity

Provide feedback and ask for feedback

Tracy Russo, Ph.D.

Associate Professor, Communication Studies

University of Kansas