Managing the Multi-Generational Workforce

From the GI Generation to the Millennials

Robert G. DelCampo, Lauren A. Haggerty, Lauren Ashley Knippel

• Publisher: Routledge
• Year: 2017
• Topic: Business
• eBook ISBN:
  9781351920261
• Subtopic: Business General
• Index: Business

For the first time in history, four distinct and very different generations are working together. Generational conflict is one of the last bastions of acceptable discrimination in today's workplace. Each generation has different beliefs, expectations, values, learning styles, and desires. These result in a strong tendency for them to adopt different work habits. Managing employees of several generations is not an easy task, but it is the reality of the business world today. The creation of a culture and coordinating programs that foster communication and collaboration between all of the generations present in the workforce will help to alleviate the difficulties managers may encounter. In order to truly create a cohesive workplace, managers must encourage employees to view generational difference as a valuable strength rather than a weakness. Based on rigorous academic research, Managing the Multi-Generational Workforce identifies the characteristics of the different generations, considers their expectations and values, and how these influence the way they relate to each other. The authors then examine implications for organizational culture and structures, recruitment and retention tactics, training, and management styles and approaches. This book actually tackles the issue of properly integrating the newest generation - the 'Millennials', into the workforce and challenges the unrealistic belief that all that needs to happen is for younger generations to be 'changed' to conform to workforce norms. As younger generations enter the workforce, and eventually dominate it, workforce norms will change. Any firm or manager competing in today's war for top talent will find this book indispensable.

1
Overview of the Generations

What is a Generation?

Generations are defined as “an ‘age cohort’ that shares unique formative years’ experiences and teachings (roughly the first 20 to 23 years of their lives) and thus develop unique core values and attitudes that are different from other generations” (Underwood 2007: 43). Life experiences directly influence members of each generation during critical development stages and have a significant effect on the values and beliefs a person carries with them throughout the course of their life. The common influences that can determine shared characteristics of a generation can include parental guidance, interactions with peers, media, and popular culture (Twenge & Campbell 2008).

A generation’s ages or birth years serve as the primary guidelines when defining the characteristics of its members, but the true divisions lie in cultural differences. In addition to the common influences, economic and political events that take place during the critical development stages have a significant effect on the way they work or view employment (Dittmann 2005). Generational characteristics influence lifelong decision making. Choices made about which career to choose, products to buy, and types of lifestyle to lead are largely determined by generational context (Underwood 2007). While not every individual will possess all characteristics of their generation, understanding the context in which each generation was formed provides essential information for understanding how to recruit, train, and retain members of each separate group.

Defining the Generations as Archetypes

Throughout American history, four specific types of people have evolved (Howe & Strauss 2007). The Harvard Business Review outlined several “archetypes” that are created as a result of the events and challenges the people belonging to them face, how they are raised, and how they were taught to prepare for various situations. When the different generations of people living in the United States are broken down into specific archetypes, it is much easier to predict future trends and to forecast how future generations will be raised, including what generations will be like through young adulthood as established adults and as elders in their societies. The archetypes defined by the Harvard Business Review include Prophets, Nomads, Heroes, and Artists (Howe & Strauss 2007).

Prophets are born after a large event, usually a crisis, at a time when society is undergoing a rejuvenation period. The children of this type of generation are often overindulged and tend to be passionate about their moral beliefs during the years in which they grow from adolescents to adults. Based on history, this generation will most likely accept the role of elders in the community who lead younger generations through another major crisis. They tend to focus mainly on creating a vision for the future, maintaining values, and practicing some type of religion or faith (Howe & Strauss 2007). In terms of the generations present in the workforce today, Baby Boomers are categorized as Prophets.

As children of the Prophets, Nomads have very different values than their parents. They have been raised to place great value on liberty, survival, and honor. They are typically under-protected by their parents, or those who raise them, as society is usually in a state of cultural rejuvenation. Because of the state of society during these periods, adult members focus on carrying out their spiritual and socially idealistic agendas, rather than placing all of their attention on their children (Howe & Strauss 2007). While the Prophets were born just after a major event, members of the Nomad archetype become adults during a time of crisis (Howe & Strauss 2007). As a result of this, Nomads tend to demonstrate no-nonsense attitudes and a proactive work ethic in the workplace, especially when leading others (Howe & Strauss 2007). Generation X takes on the characteristics of the Nomads archetype.

The next archetype, Heroes represents individuals born during a time of independence when society has embraced a matter-of-fact outlook. Heroes are characterized as individuals that grew up in overprotective environments. As this group matures, they are said to develop into energetic and motivated people that value team work. In fully matured adulthood, Heroes take on a holier-than-thou attitude with an overload of confidence as a result of their upbringing in an overprotective and excessively praise-oriented environment. Additionally, these groups tend to emerge as leaders later in life. The innate qualities associated with Heroes are community, affluence, and technology (Howe & Strauss 2007). Millennials are the Heroes of the workplace today.

The final archetype, Artists, come into the world during war time or an economic depression. The necessity to simplify life and life within one’s means defines the environment in which this group is raised. Like Heroes, Artists grow up in overprotective homes. They materialize as young adults who are sensitive to the effects of the crisis they endured in young development stages. They tend to be indecisive as adults in mid-life and compassionate as elders. The Artists are attributed with pluralism, expertise, and due process (Howe & Strauss 2007). Both the Traditionalist Generation and the newly emerging generation, that has yet to be definitively named, fall into the Artist category.

Who are the Current Generations?

Because there are no definitive dates by which to categorize each generation, there are generally accepted ranges that most researchers recognize, give or take a few years in either direction. Although each generation possesses characteristics that are defined by common experiences, some major events can be coined as having a “crossover effect.” This means that all generations living at the time the event occurred are affected, and thus may develop similar characteristics in relation to it (Patota, Schwartz, & Schwartz 2007).

THE GI GENERATION (born approximately between 1925 and 1942)

The Silent generation, (sometimes referred to as Traditionalists), experienced the conformity of the 1930s through 1960s and the patriotism from the Second World War that aided a notion of community cooperation. They also witnessed the changes of the 1960s that led to women’s movements and passage of the Civil Rights Acts. With births ranging from approximately from 1925 to 1942, this generation values safety, including job security. After witnessing the Great Depression, they found themselves simply happy to be employed (Lancaster & Stillman 2002). Despite the fact that retirement is viewed as an earned privilege for years of hard work, many members of this generation work beyond retirement age (Underwood 2007).

BABY BOOMERS (born approximately between 1946 and 1964)

Next are the Baby Boomers, a dominant generation that in their time defied many records by being the largest population. As a generation that resulted from the significant birth increase at the end of the Second World War, the beginning of this generation is well-defined as 1946, and the end is estimated to be near 1964 (Patota, Schwartz, & Schwartz 2007). Boomers are competitors that dedicated their lives to jobs. For the first time, many parents had dual careers which led to personal struggles and increased divorce rates. This generation has modeled idealism, but often found themselves “time poor” in their rush to achieve it all (Underwood 2007: 42). Their great dedication to careers has led the majority of boomers to claim that they will never retire (Lancaster & Stillman 2002). Still, statistics are proving that statement false as they currently retire at a rate of over 8,000 per day (Lies 2007).

GENERATION X (born approximately between 1965 and 1980)

In the shadow of the Baby Boomers, Generation X challenged their optimistic example with defiance. Gen X, presently ages 28 to 48, is best known for being negative, cynical, and skeptical (Braid 2007). Although they experienced a comfortable childhood, they resented workaholic and divorcing parents while observing governmental corruptions such as Watergate (Underwood 2007). Their self-centered focus has led to being less loyal to employers and desiring quicker achievements (Dittmann 2005). Therefore, they frequently job-hop and prefer creative, entrepreneurial ventures (Underwood 2007).

THE MILLENNIAL GENERATION (born between 1981 and 2000)

They have been called Generation Y, Generation Next, the Net Generation, Echo Boomers, iGeneration, Generation Me, the Next Great Generation, and MySpace Generation, but they may be best known as Millennials. As the newest generation joins the workforce, many managers may ask what makes this group different from the past; however, the generational characteristics that define Millennials cannot be ignored. As the quickest growing segment of the workforce, the Millennials experienced an increased presence from 14 to 21 percent in the years 2001–2005 (Armour 2005). This generation is the “largest demographic bulge since the baby boomers” (Aschoff, 2006: 1). Universum Communications, a global research company, said that corporations seeking information about this generation increased 45 percent over a six-month period in 2006 (Gerdes 2006). The unfounded growth of this generation, combined with the imminent decline of the prominent older generations, has provided Millennials a bright future in the workplace.

Each generation has distinct characteristics defined by birth years and important events endured, as well as diverse strengths and weaknesses. The table below, adapted from Patota, Schwartz, and Schwartz (2007) demonstrates these unique differences observed by each of the generations in the workforce.

Table 1.1 Synopsis of generations

Generational Strengths and Weaknesses

It is important for managers to be aware of the applicable strengths and weaknesses of each generational group. Having a strong understanding of their strengths and weaknesses is key to obtaining the maximum amount of benefit from each employee. Although some strengths and weaknesses are determined on an individual basis, the generational guidelines provide a solid baseline upon which managers can begin learning about their employees.

Traditionalists are known for their accountability, clear communication, management of resources, organization/management, service orientation, and ability to work collaboratively with others. In terms of weaknesses, Traditionalists tend to struggle with adaptability, initiative, technology, valuing diversity, delaying rewards, and valuing training (Patota, Schwartz, & Schwartz 2007).

Baby Boomers are attributed with excelling in terms of accountability, adaptability, clear communication, initiative, organization/project management, problem solving, service orientation, and working collaboratively. Conversely, they are also known for several weaknesses including the need for instant gratification, technology, and valuing diversity (Patota, Schwartz, & Schwartz 2007).

Generation X is recognized as a generational cohort that shines in terms of adaptability, initiative, managing resources, problem solving, technology, valuing diversity, and value-training. The areas in which they struggle include failing to speak in layman’s terms, organization/project management, service orientation, working collaboratively, and loyalty to the organization (Patota, Schwartz, & Schwartz 2007).

Finally, Millennials are noted as a group that embraces accountability, organization/project management, service organization, technology, valuing diversity, and working collaboratively. Drawbacks of this group include communicating informally with text messages, problem solving, loyalty to the organization or lack thereof, and the reliance on technology as integral to life style (Patota, Schwartz, & Schwartz 2007).

In a diverse workplace, the value of each generational cohort provides unique value based on its specific traits and characteristics, expectations, values, strengths, and weaknesses. Managers should strive to develop an appreciation for the benefits each generation has to offer. The following chapters provide more information about, and analysis of, the pertinent aspects of effective management for each generation.

2
Millennials

Millennials (sometimes called Generation Y) have been a part of the corporate world for a relatively short period of time in comparison to the other three generations in the workforce. Because this large group of young people have entered the current workforce in mass numbers and will undoubtedly continue to grow over the next few years, managers must pay special attention to the different expectations, values, needs, and desires of this generation. In order to fully understand the complexity of Millennials as working professionals, a breadth of knowledge must first be established. The following chapter has been designed to help managers to gain this necessary knowledge.

As with other generations, the birth years that define the Millennial generation are controversial, ranging from 1981 to 2000 (Armour 2005). Some believe this generation begins in 1977 because that is when birth rates increased for the first time in ten years (Mui 2001). However, more narrow definitions frequently list 1980 to 1993 (Aschoff 2006). Despite the definition, researchers generally say that Millennials have now been in the workforce for four years (Gerdes 2007a). However, for the purposes of this book, the Millennial Generation will be defined as those who were born between 1981 and 2000.

In total, this generation is nearly 80 million members strong (Gerdes 2006). They have been known for their close relationships with parents and educators, as well as their idealism that mirrored that of the Baby Boomers (Underwood 2007). Regardless of their similarities with both the Baby Boomers and Gen X, some believe they are most similar to the GI, or Great Generation, that their grandparents belonged to because of a similar “can-do attitude of the World War II generation” (Bounds 2000). Others argue that this bunch could be “Gen X on fast forward with self-...

Table of contents

• Cover
• Half Title
• Title
• Copyright
• Contents
• List of Tables
• About the Authors
• Foreword
• Introduction
• 1 Overview of the Generations
• 2 Millennials
• 3 Expectations and Values
• 4 Building Relationships
• 5 Psychological Contracts
• 6 Organizational Structure, Culture, and Training
• 7 Recruitment and Retention Tactics
• 8 Managerial Styles
• References
• Index