In most recent years, the United States’ population has found itself at a divide among their older and younger generation, specifically in the workplace. The lack of understanding has caused several issues among supervisors and subordinates across the generational map. In this research, we shall dive into four of the most current generations, Baby Boomers, Generation X, and Millennials. Next, we shall look into the makeup of the different groups and discuss the issues that may arise from them in a work setting. Lastly, the managerial and leadership methods that have been implemented due to the generational tendencies will shed light into some of the issues personnel administrators may come across in a workplace setting.
Baby Boomers
Baby Boomers, also known as Boomers, is the generation that came after the Silent Generation and includes all those who were born within the years 1946 to 1964 according to editor Michael Dimock with the Pew Research Center. (Dimock, 2019) The term “baby boomers” was coined after a noticeable increase in the post-war American population which was described as a “boom” by many journalist and reporters which was estimated by the United States Census Bureau at 2,357,000 in the year 1950. However, as of 2015, there are currently 75.4 million baby boomers. (Potter, 2018)
Baby Boomers, as well as the generations before them, developed common characteristics as a cohort which included, work-centric, competitive, independent, goal-oriented, and self-actualization. (Kane, 2018) They became the generation that is hardworking priding themselves on their professional accomplishments and career sacrifices. Working long hours and defining themselves as a generation that is motivated by prestige, and professional perks and position, Baby Boomers have criticized younger generations due to their lack of workplace commitment. Their independent mentality is driven by the fact the cohort grew up during a time of reformation and change. Authoritative positions and political agendas were questioned and challenged in an effort to reform a system they deemed broken. In the workplace, Baby boomers become competitive, resourceful, and develop a hunger for achievement and work ethic. The hierarchal structure and need of rankings are favored and preferred among boomers, which has shown to be an issue within their younger generations. (Kane, 2018)
Generation X
Generation X, also known as Gen X or the “middle child” followed the baby boomers and includes all those that were born from 1965 to 1980. (Dimock, 2019) Often called the “Latchkey Generation” a term which refers to the key left under a mat, rock, or strung around the child’s neck, symbolized the child returning from school to an empty home with little to no parental supervision due to the prior generations need to work. This in change caused a high divorce rate among Gen Xers, self-reliance, and self-care which proved to be a lonely experience for many (Blakemore, 2015) Authors John M. Ulrich and Andrea L. Harris wrote in their book, GenXegesis; Essays on “Alternative” Youth (Sub)Culture that term “Generation X” had always “signified a group of young people, seemingly without identity, who face an uncertain, ill-defined (and perhaps hostile) future.” (Ulrich, Andrea, pg. 3. para. 1, 1999)
When looking at Gen Xers in the professional setting, this generation is found to be more ethnically diverse and educated than the Baby Boomer generation with over 60% of Gen Xers attending college. (Kane, 2018) Gen Xers came into the workforce from an era of rising divorce rates, shaken economy, and two-income families. However, during the Clinton Administration, which this generation began gaining momentum in the workplace, they found themselves in a healthier economy with large numbers of women joining the force. They became resourceful, and self-sufficient, responsible, and valued freedom within the workplace. However due to the “latchkey” effect, many in this generation feel disdain for structured work hours, authority, and micromanaging, while choosing to embrace a hands-off management style. (Kane, 2018)
Gen Xers became the first generation to have the growth and power of computers and technology introduced to their everyday work lives. This included the use of PDAs, smartphones, laptops, tablets, email, and other technology that was readily available to businesses and the public. Unlike the generations before them, Gen Xers witnessed the intensity and loyalty their parents placed in their positions and saw it as a waste of time when those members lost hard earned titles. Thus many have lessened their loyalty to the position and ensuring that it is not placed in the hands of their employers in fear that all their effort, time, and money is gone to vain, and practice a “works to live” rather than “lives to work” model. (Kane, 2018) They have been known to bring fun and excitement in the workplace, with managers incorporating games and humor into regular workday activities. (Kane, 2018)
Overall, most Gen Xers are driven by the effect and consequences of the generation before them, the sense of boredom, loneliness, and lack of adult supervision lead many to re ormation, rebellion, swinging the workplace pendulum and sheltering the newer generation, in order to avoid the repetition of history.
Millennials
Millennials, also known as Generation Y, includes all those that were born after the year 1980 up until the year 1996. (Dimock, 2019) The term Millennial was first introduced by authors William Strauss and Neil Howe in 1987 when referring to those who would come of age into the new millennium. Strauss and Howe believed that the Millennial generation contained common traits as did all the generations before them. In their book, Millennials Rising: The Next Great Generation (2000), Strauss and Howe identified Millennials as “unlike any other youth generation,” stating that “They are more numerous, more affluent, better educated, and more ethnically diverse.” (Strauss, Howe, pg. 4, para. 3, 2000)
In comparison to the generations before them, Millennials have shifted their focus to lead a positive social intuition unlike those before them including their focus on teamwork, modesty, and good conduct. (Strauss, Howe, pg. 4, para. 3, 2000) These traits have caused many issues within their workplaces, when working alongside the generations before them that obtain characteristics that are oriented to their generation. Darshan Goux, Ph.D., the primary author from the Center for Woman and Business at Bentley University wrote an article titled, Millennials in the Workplace. Goux discusses several topics including work ethic, aspirations, and expectations, job performance, challenges and leadership among the Millennial Cohort.
Baby Boomers and Gen Xers have set stereotypes surrounding the Millennial cohort, deeming them as spoiled, and entitled due to the fact the today’s young adults grew up with overprotective parents, this, in turn, caused overwhelming pressure for perfection and fear of failure. Thus making the cohort entitled and unable to comprehend the need to work hard and long in order to receive recognition and praise. (Goux, pg. 2, table 1, 2017)
Most Millennials have shared their views on the stereotypes that have been placed on them. In this article, an online survey was taken of approximately 1,000 college-educated Millennials. It was revealed that a group of student workers were eager to face challenge the status quo and stability through long term commitment within the workforce. Many of the Millennial cohorts do not ultimately dismiss the negative stigma that has been set by their older peers, however, they respond by deeming themselves as ambitious, confident, and willing to make the necessary sacrifices to get to where they need to go. However, unlike the generations before them, the need to achieve these goals must be done differently than in previous generations. (Goux, pg. 1, para. 1, 2017)
Goux stated, “While a majority of respondents expresses a negative view of their generation’s work ethic, they agree by a wide margin that their attitudes are a reflection of the times. Nearly all Millennials surveyed (94 percent) agree their generation does not support the status quo when it comes to the current model of economic and career success.” (Goux, pg. 3, para. 1, 2017) In the workplace, the rise of leadership among the Millennials many time has been viewed as an act of insubordination due to the fact that a model and structure is beginning to change with the new Millennial administration.
Having come of age in the time of corporate bailouts, the recession, and the hous ing crisis while struggling with personal debt and finding a job, 94 percent of these college‐educated respondents agree their generation is questioning the rules of the game and asking themselves ‐ what is the best use of my heart and mind? (Goux, pg. 3, para. 1, 2017)
In chapter two of Goux’s report, he dives into the world of longterm aspirations that are important and common to the Millennial cohort. In comparison to the generations before them, career has been a pivotal drive that has taken the forefront of baby boomers, and many Gen Xers, while each generation had their differences and methods of coping, Millennials have taken on the importance of career success, however, family life has become centralized to their long-term aspirations. The idea of becoming great parents has driven them in the workplace in order to better provide as well as accrue the necessary hours in order to spend as much time as possible with their offspring. (Goux, pg. 5, para. 1, 2017)
Baby Boomers, Generation X, and Millennials in the Workplace
Within the workplace, we are coming across three generations that have increasing issues and distinct work dynamic, all with its own values and perspectives of how workplace ethics should be achieved. It is key to an employer or supervisor to take into consideration the generational differences, learning of the strengths, values, and limitations to each respected cohort in order to minimize collisions within the workplace.
Baby boomers are now reaching the age of retirement, and coming across more Gen Xers and Millennials as ever before. Collisions between the two cohorts are due to the generation traits that each cohort presents itself in the workplace. Baby boomers have had a mentality that has driven them to challenge the status quo, seek immediate gratification for a work well done, and go after personalized goals. This has shown to be an issue within the proceeding generation due to the freedom they desire for a micromanaging workplace. Gen Xers in comparison with Baby Boomers are independent and expect that their lives are not fully devoted to their work, unlike the peers before them that have devoted their entire life to the job.
Millennials and Baby Boomers have had the majority differences within the workplace, due to the events that defined their generation such as technology, schoolyard violence, and computers. This cohort grew up in a protected and supportive environment, received honorary rewards which resulted in making this generation a confident, sociable, and optimistic cohort. While many do not understand the model of limitation a hierarchal status, they have shown to value the duty within, achievement, accepting of all diversity, and flexible to the ever-changing employment market. Millennials tend to view their superiors as coaches and mentors rather than bosses, and figures of authority. They believe in the loyalty to employers and fellow colleagues however, do not let a barrier of carrier choices bombard their personal goals which are centralized around family.
Gen Xers, due to their latchkey dynamic has shown to prefer working independently in the workplace, finding it difficult to work together with their older and younger peers, this is caused by the fact that many of those in this cohort had come from homes where parent(s) worked long hours forcing them to become independent at a young age and taking care of themselves as well as their sibling(s). This is turn has shown to cause rifts between a team-oriented generation, and an independent one.
Understanding the strengths, weaknesses, and overall values of the multiple generations, managers and personnel administrators are able to minimize generational conflicts that might arise from within, due to lack of understanding, this is will minimize the turnover statistics for the different agencies as well as increasing overall work environment and production. Robert Tanner, MBA, is a certified practitioner of psychometric assessments that states, “Generational conflicts will occur in the workplace. Managers can promote productive working relationships by accounting for different generational values.” (Tanner, 2018)
Managing Three Generations in the Workplace
As a manager, supervisor, or leader, dealing with three very different generations with distinct perspectives and values, working together in the workplace may cause at some point a generation collision. Understanding the needs and methods of operation for each cohort is important in the development of a successful work environment. In order to work efficiently understanding the generational differences allows for managers and supervisors to tailor their monuments styles to receive better feedback from their employees.
According to Tanner (2018), in order to effectively work with the Baby Boomer cohort, it is important to express the importance they are within the organization through methods of mentorship and coaching of the younger generations, this with provide them with the necessary developmental opportunities within their unit as well as provide as a coach and mentor to the Millennial generation that seeks that model of managerial status. This will allow a generation to involve itself within the operation matter of their employees and in the long run, when the time for retirement arrives, provide its employers with a group of young trained individuals to tackle to workload production.
Working with Gen Xers, it is important to partner them with individuals that they respect, and live a life that is governed by their work, instead of an individual who promotes a balance between the two aspects of life. This will allow them to teach on their skills and ideas to a generation or individual that is open-minded to change and flexible. Due to their independence and self-geared orientation, it is important that during this process a manager limits the time of hands-on supervision for it may result in the abandonment of the mentoring process.
Lastly, when working with the Millennial generation, partnering them with the Baby Boomer cohort may prove to be an effective source of training and orientation. Similar to the baby boomer need for mentoring, allowing this new workforce generation to be a coach and mentored by an older and well-versed cohort could result in a bond between “coach” and “player.” This may prove to be effective due to nature and nurture Millennials have towards their authoritative peers, and or fellow colleagues.
Unfortunately, we live in an era where the three generations are vocal regarding stereotypes and stigmas that have been placed. As a manager, it is important to reduce the talking down, and stereotypical views altogether, this will allow for a safe environment where either of the three groups feels attacked by the other. Creating a work environment where all generational cohorts feel as though they are respected and heard may be challenging it allows for a style of managing that can prove to be effective. George Brooks council for Forbes Human Resource Council states, “As a leader, painting every one of age with one managerial brush is convenient but intellectually lazy.” (Brooks, 2017)
In order for a manager or supervisor to obtain the necessary tools to provide a productive work environment, human resource and staff development departments have had to adapt and become a strategic business and human resource professions in order to better serve a diverse and ever-changing workforce. (Four Generations + One Workplace = Today’s Human Resource Challenge, 2016)
Conclusion
In this paper, we have evaluated the three main generational cohorts in today’s workforce, Baby Boomers, Generation X, and Millennials. We have studied their traits and tendencies, as well as their traits within the workplace. Next, we studied the interactions, strengths and weaknesses, values, and limitation each cohort had within its agency or workforce. This allowed us to understand the needs and expectations from a position of personnel administration and managerial and supervisory positions in order to create a productive work environment. Lastly, we dove into different methods and perspective that could potentially aid in the generational collisions.
The reality of the generational difference and gap is based on the fact that multiple generations are entering and leaving the workforce at a high speed. Whether it is driven by perceptions hard-work, need, family, or passion, each generation has been molded and sculpted into who they are today. While many issues and work conflicts may arise, each cohort contains a vital role in the workforce that allows for a steady production and training tool and/or example to be used in everyday life. It is of key importance as mentioned throughout this research that managers, supervisors, leaders, and personnel administrators take advantage of the technology, tools, and training that is provided in order to better serve their employers, employees, and agency by providing and producing a work environment that can make an impact of society.