Members of each generation develop their work perspectives, attitudes, and behaviors from the influence of: their educational environment; their family situation; and the cultural, social, economic, and political conditions that they experienced when their impressions of what work is and how they’re supposed to approach work were being formed. Common experiences cause members of a generational group to develop similar attitudes, which then distinguish them from members of other generational groups. Each generational group has a lot to offer organizations in terms of their knowledge, passions, and abilities. Managers, however, have to recognize and understand the behaviors of each group in order to create an environment in which work can be accomplished efficiently, effectively, and without disruptive conflict.

• Baby Boomers, born between 1945 and 1964, grew up post–World War II in relative prosperity and safety but have experienced significant social and technological change over their lifetime, including the first explorations of space, the development of television and the contraceptive pill, and events such as the Vietnam War and Woodstock. Boomers tend to embrace growth and change and to be competitive and goal-oriented. Boomers—the generation that saw a vast number of women enter the workforce—pushed the working week from 40 hours up to 60 to 70 hours which, combined with single-parent households, aging parents, demanding jobs and approaching retirement, makes them susceptible to burn-out and stress-related illness.

• Generation X, born between 1965 and 1977, grew up as the children of divorce and single-parent Boomer families, meaning many Gen Xers were raised as “latch-key” kids whose parents worked outside the home. Consequently, Gen Xers tend to be very independent, adaptable, and resilient, but also tend to feel very overlooked and unappreciated. As the first generation to use personal computers, they are technologically savvy. But having grown up during the AIDS epidemic and having seen their parents work hard only to be downsized, they also tend to be cynical and question authority. They prioritize career security rather than job security, focusing on building skills and experience to stay employable. They see job instability as part of employment and also tend to prioritize family over work. They’re loyal to immediate supervisors and peers rather than to an organization, and if dissatisfied with a job, will simply leave.

• Generation Y (Millennials), born between 1978 and 1994, are considered the most educated, traveled, and technologically proficient generation ever. Having grown up with the Internet, mobile phones, and DVDs, they are very comfortable using and communicating with technology. Like Gen Xers, they are independent, entrepreneurial, confident, prone to question, and seek immediate results for their efforts. They also share with Gen Xers a desire to live rather than live to work, to ensure that life is fun, and to win. They value work opportunities for creativity and personal growth and like to have strong personal connections to their immediate boss. However, they also see employment as a contract rather than a vocation and will sacrifice income and promotion for better work/life balance.

  

• Generation Z, born between 1995 and 2010, is the most recent wave to hit the workforce. This group has grown up during a fairly prosperous period. Their parents have been involved in every aspect of their lives, providing direction, support, and coaching. This group also has never known a world without individually customized technology everywhere. They have only known “smart” phones and have had any bit or type of information available 24/7 at a touch. This post-millennial smartphone generation views the workplace as inclusive, and they’re very comfortable working with people from different backgrounds and cultures. Gen Z employees very much want employers whose values reflect their own and will seek out a good match. Having a purpose in their work also is extremely important. Gen Z is an optimistic group who has a strong affinity for technology and its power to change things.

Managing generational differences in the workplace presents some unique challenges. Conflicts and resentment can arise over issues such as different concepts of “professionalism” and ideas about what constitutes “appropriate” presentation—appearance, dress, and language; communication style—media used, forms of address, timeliness, and comprehensiveness; work ethic and time management—managing deadlines, face-time, time off, flexibility, and spending office time on personal activities; and management style. For example, Gen X and Gen Y often think Boomers overemphasize explanations and face-to-face meetings, taking up time that could be used for other purposes. Boomers perceive that Gen X and Gen Y over-rely on e-mail, instant messaging, and texting when communicating via phone or in-person would be more effective. Boomers believe that being a team player means that everyone on the team, whatever their role, should contribute until the task is completed. Gen Xers believe that each team member should have a unique role to execute, and they consider that their contribution is finished once they have completed their individual assignment. Gen Ys prefer to work in groups and teams but, before joining, want to know why contributing to the team is meaningful and worth their while. What about Gen Z, the newest age group to be joining the workforce? This generation is ambitious and wants to prove themselves immediately. They want flexibility and responsibility...right now. They’re confident and extremely tech savvy. Their reliance on technology can be a significant advantage, however, as can Gen Z’s comfort levels with diverse groups and opinions. On the other hand, they often have unrealistic expectations about organizational rules, procedures, and policies.

There are several approaches that managers can use to accommodate generational differences in their workplaces. First, managers can review traditional assumptions and ways of working. For example, reviewing assumptions about when face time is and isn’t necessary might shift the organization’s focus from where work is done to the results that are produced, creating more flexibility for all employees to determine where and how they do their jobs. Second, managers can help employees learn what is expected and appropriate by articulating expectations during orientation training and by teaching staff how to read and adapt to different behavioral and communication styles. Third, managers can help employees understand and appreciate the contributions that each generation can make. For example, arranging a regular weekly meeting at which staff can contribute ideas, ask questions and get answers signals to Gen Xers, Gen Ys, and Gen Zs that they are being listened to and taken seriously and helps Boomers understand the insights and understandings that younger generations can offer. Ongoing opportunities—such as workplace bonding activities—to communicate and learn from one another will build greater awareness, understanding, and appreciation of other generational groups. Finally, understanding and tapping into the assets that each generation brings to the workplace can give an organization a significant competitive advantage useful for customer insights as well as behavioral insights. And, as Gen Y and Gen Z move into organizational leadership positions, especially when managing individuals from an “older” generation, it’s important to maintain an attitude of openness for ideas and approaches.