We’ve all heard complaints about the clashing of generations within the workplace. Some baby boomers argue that Generation X employees are cynical and millennials need constant praise and coddling. Likewise, younger workers may think that boomers are settled in repetitious hourly work schedules and refuse to change their routines or communication style. It is important to recognize that such generalizations block collaboration among multiple generations within organizations and impede organizational effectiveness. As part of a three-part series, we will approach the issue of generational work styles from multiple angles, debunking inaccurate assumptions while searching for constructive ways to capitalize upon the potential differences that do exist among workers of varying generations.
The baby boomer generation, typically defined as individuals born between 1946 and 1964, has been characterized as living within a time of great social change and increasing affluence. Those in Generation X were born between 1965 and 1976 and have been influenced by the expansion of technology and the mass media market. Millennials, also known as Generation Y, were born between 1977 and 1998 and have been even more heavily inundated by the rise of technological innovations, especially instant communication technologies and social media.
A considerable amount of research has revealed that one’s generation influences one’s values, attitudes, work style and communication preferences. Likewise, people born at the beginning or end of a generation — sometimes referred to as “tweeners” — can exhibit values and attitudes from two different generations. Within the workplace, there can be different perspectives on issues such as work ethic, leadership and authority among employees of different generations. These differences can cause conflict, frustration and misunderstanding if not managed well.
However, in considering generational work styles, it is important to remember that individuals are shaped and influenced by many things other than their generation. For this and many other reasons, generational labels should be considered with openness to variation and more than a little skepticism. Although research on stereotypes suggests that it is much easier cognitively to create overarching statements about the characteristics that define a generation, making all-encompassing statements about workers according to age does not often facilitate collaboration and partnerships. We begin our conversation, then, in discussing similarities among workers of different generations in order to forge productive and positive partnerships.
Research conducted by the Center for Creative Leadership over a seven-year period found that the top three values of all generations were the same — family, love and integrity. Other studies in organizational behavior find that people seek similar factors in the workplace. Regardless of a worker’s generational identity, the following factors are likely important to them: effective leadership and supervision, opportunities for learning and advancement, social support in the workplace, a sense of inclusion and work-life balance. Even across generational divides, workers have similar, overlapping desires for work-life fit and, specifically, for greater flexibility in the workplace.
Workers of all ages want more control over their schedules and how they perform their work so that they can achieve more balance in their lives. Many employees, regardless of age, also want leaders who coach. People would rather work for a boss who asks, models and communicates clearly rather than a boss who tells. Across the generational spectrum, employees clearly want development opportunities. Everyone wants to continue to learn and grow, both from others within the workplace and through external opportunities. Finally, employees of all ages want to work in an environment that incorporates respect, as respect is essential for encouraging personal investment, innovation and creativity. Each voice needs a place in the larger conversation.
Fostering cross-generational partner-ships is a productive way to identify shared values among workers across generations and to encourage workplace relationships that have the potential to be both surprising and energizing. Though there are many shared goals within the workplace, it is important to recognize that when generational approaches do differ, dynamic mentorship opportunities may present themselves. To facilitate such relationships, employers must be willing to take unconventional approaches to lifelong learning and mentorship possibilities. For example, older workers may serve as mentors to younger workers by passing on institutional knowledge and skills. At the same time, younger workers may mentor older workers by teaching them valuable technical skills. These mentoring relationships work best when each person brings an important skill or knowledge to the relationship. Innovative employers are discovering the value of cross-generational mentoring and are establishing formal programs within their organizations.
In the next segment, we’ll explore the differences that may exist among millennials, Generation Xers and baby boomers. Though generational differences may exist, finding a way to make them work for you and your team is part of constructing a positive and innovative workplace. A changing 21st-century workforce requires new ways of thinking, knowing and actively believing that we can’t solve problems by using the same kind of thinking we did when we created them. Leaders who understand diverse viewpoints, think broadly, view issues through multiple lenses and adopt practices that leverage areas of common ground will be able to recruit, retain and engage employees from all generations, thus enabling their organizations to tackle today’s challenges.
Hannah LeGris is an intern at the Institute for Workplace Innovation (iWin) and is currently pursuing a master’s degree in English at the University of Kentucky.