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Generation Gap

For the first time in history, four generations of employees are working together.
November 2007

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4 GENERATIONS are now ATTEMPTING to achieve SUCCESS, side-by-side in the workplace BY KAREN LELAND

Traditionalists fear change. Generation X has no loyalty. Millennials (Generation Y) have no attention span—and the Baby Boomers? They’re just biding their time until they can chuck it all and go golfing. Th ese are common views when it comes to today’s multigenerational workforce, but, according to the experts, they’re all dead wrong.

In 2006, Steelcase Inc. completed a two-year study with more than 6,000 people on generational differences at work. “What we found really surprised us,” says Terry D. West, director of WorkSpace Futures Research at Steelcase Inc. “We expected that the oldest generation (Traditionalists) would have the least in common with the youngest (Millennials). This assumption turned out to not be true.”

The study revealed that the Traditionalists and the Millennials were the two intergenerational groups most likely to form a bond at work. The underlying reason? They have a shared value around learning.

“The Traditionalists appreciate diverse ideas and the opportunity to learn something new,” West says. “Th e Millennials are eager to learn and want to have a variety of diff erent experiences.”

This, coupled with the fact that there is virtually no competition between the two generations (the older have nothing to prove and the younger have no status yet), makes for a synergistic workplace relationship.

As for the two middle groups, the study found that Baby Boomers and Generation Xers were the least likely to form a natural bond because they see each other as career competitors, vying for the same promotions.

Retention of workers from all generations is becoming a critical issue, according to Lynne Lancaster, co-author with David Stillman of When Generations Collide. Lancaster believes that if companies are going to retain workers, they need to rethink and redesign their career path programs based on the needs of various generations.


“Baby Boomers and Traditionalists think of their careers as a ladder,” Lancaster says. “For example, first you are a bank teller, then a supervisor, then a branch manager, then an associate vice president and, hopefully one day, bank president.” But Generations X and Y don’t see it that way. Instead, Lancaster explains that the younger generations want more choices and view their career path more as a Rubik’s Cube—one that allows them to move right, left, up, down or sideways in order to learn a new skill or gain more experience.

Gladys Tillmon, second vice president of Learning and Development at Aflac, says her company has recognized the need for job flexibility as a retention tool. Tillmon cites one example of an employee who started out in the customer call center, but after a year wanted to move to human resources. “The person was able to apply for that job and change departments,” she says. “This sounds simple, but if we had not been flexible, we would have lost a good employee.”

According to Stillman, job flexibility is also important when it comes to retaining Millennials and Generation Xers who want to pursue careers on the side. “This is not an unloyal or unfocused group of workers,” Stillman says, “but they have been raised by Baby Boomer parents who encouraged them to ‘just do what you love and what inspires you.’” Managers who can accept this and learn how to make this work for both the institution and the individual will be the winners in the long run.

In order to gain from the multigenera tional workfor companies should implement these practices:

Value Generational Diversity: “Th e first thing a company needs to do,” West says, “is recognize that the best ideas come from a wide range of inputs.” Rather than avoid putting mixed generations together because of stereotypes (or just letting it happen by coincidence), West suggests managers actively try to place representatives of each generation on projects, teams and task forces.

Promote Competition of Ideas, Not People: Managers can help overcome middle generational rivalry by keeping both the Baby Boomers and Generation Xers focused on the problem and its positive outcomes. Providing these two groups with an opportunity to work together to solve a specific problem, and rewarding both for its solution, can lead to healthy innovation rather than unhealthy competition.

Invest in Everyone: One company in the Steelcase Inc. study provided the majority of growth opportunities and training to their youngest workers only. “Th is is unbelievably flawed thinking and endangers a company’s future,” West says. Th e best practice is to create training programs for the entire workforce. By giving everyone the chance to learn and grow, a company can not only improve its overall performance, but also enhance retention.

GENERATIONAL CHEAT SHEET

For the first time in modern history, there are four generations working together in the office. Here’s a quick guide to who’s who.

Generation Y (Millennials):Born after 1980, they have been catered to by attentive parents and believe they have a right to balance, flexibility and creativity. They are masters of social networking and seek experience above money or security.

Generation X:Born between 1965 and 1979, they share a similar need for flexibility but also require challenge and the opportunity to learn new skills. They are masters at multitasking and like to have more than one ball in the air at a time.

Baby Boomers:Born between 1946 and 1964, they love what they do and find meaning in work, but strive to keep a work/life balance. They expect to be honored for their experience and relish the opportunity to mentor others and give back.

Traditionalists:Born before 1945, they are lifetime, loyal employees who find social meaning and security in working. Although they are at retirement age, many want to stay in the job market at least part time and continue to contribute their substantial knowledge and experience.

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