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During the next decade, U.S.
businesses will hear the relentless ticking away of two demographic time
bombs. The Baby Boom generation, which accounts for 50% of the
workforce, is growing older. It is estimated that they are now turning
50 at the rate of 11,000 per day, or close to one every seven seconds.
The generation right behind them, Generation X, is the smallest
generation ever and is struggling to pick up the demographic slack.
In addition to the shrinking pool of
Baby Boomers, companies are also finding themselves faced with the
challenges of managing a multigenerational workforce, that is, four
separate generations with very different motivations and perspectives.
What does this mean for employers over the next ten years? With the
competitive advantage of companies residing in human capital, motivating
the best of the best will be tougher than ever. Figuring out how to
blend the generations will not be an option, but a necessity.
Motivating the Generational Mix
Companies today are composed of a mix of many generations, a phenomenon
never before experienced to this extent. What has caused this new
occurrence?
- The number of workers who reach
retirement age and stay longer or re-enter the workforce is
increasing.
-
Young
workers are more quickly assuming important roles within their
companies.
-
Team-based
structures of many companies are including employees of all ages.
-
Seniority
counts far less today.
The system where senior staff members
were in charge and junior staff members did what they were told is long
gone. It has been replaced by a more complex workplace. Managers must be
sensitive to age-related issues. The more a manager understands the
unique combination of factors that motivates each generation, the better
that he or she will be able to tap into those motivators and gain the
best combined effort from the entire team or generational mix.
No two people are best motivated in
exactly the same way. However, some motivation techniques tend to be
consistent throughout each generation.
- The Silent or Veteran Generation
(Roughly age 59 and older): Formality over informality is
usually the choice of this generation. They communicate face-to-face
and tend to communicate live by phone calls rather than voice-mail,
fax or e-mail. Many members of this generation need an explanation
of the logic of any action and enjoy traditional forms of
recognition -- plaques, certificates, or photos with top executives.
-
Baby
Boomers (Roughly age 41 to 58): These individuals are
extremely goal-oriented, laying out a series of steps toward a
defined goal. They are very vocal with respect to people meeting
objectives and desired results. Often Boomers prefer a team
environment and enjoy pep talks. They prefer to be recognized in
ways that are widely noticed, such as an article in a company
newsletter or publication.
-
Gen Xers
(Approximately 24 – 40): This generation consists of
extremely independent individuals. Tell them what needs to be done,
but not how to do it. Give them multiple tasks, but let them set
their own priorities. Avoid buzzwords with Xers, and provide
frequent and frank feedback. Ask for reactions and opinions. Pep
talks can be unwanted. Allow them time for fun and recognize them
with bonus days off.
-
Gen Yers
or Nexters (About 23 or younger): Provide this generation
with opportunity for continued growth and learning. Know their
personal goals and keep them up-to-date on how the job they are
doing fits into those goals. Emphasize the positive. This group
prefers a coach to a boss and enjoys informal communication -- for
example, e-mail or a quick encounter in passing.
Generational Perspectives
The difference in the motivators of each of the four generations not
only creates the potential for doubts and resentments between the
generations, but also presents a great challenge for managers. For
example, the Baby Boomers may feel the Gen Xers are egocentric slackers
whose work cannot be supervised easily. And Xers may perceive Boomers as
aging, demanding and uncreative. In addition, the Silent Generation
worries about leaving the work force in the hands of any of the three
proceeding generations for fear of a lack of dedication, self-sacrifice
and spirit.
Managers should not force varying values
and perceptions upon the different generations, but rather they must
understand the motivators and values of each generation and allow them
to express their differing values. After a manager uncovers the
differences in the motivation and values of the generations, it is
important to share this information among each of the groups. Lastly, it
is critical to provide continuing training, development and flexibility
for each group to experiment within their new roles. Managers who
embrace the challenge of motivating these people will find they are
among the very best managers of generational diversity.
Summary
Understanding the motivations behind each
generation and finding ways to help them understand each other will be a
huge challenge for employers in the next decade. Managers who take on
this challenge with enthusiasm and work to overcome the differences
between the generations will prosper. Understanding these differences
and embracing them will ease workplace tensions and create a stronger,
more effective working relationship among all generations and help to
cease the ticking of the demographic time bombs. |
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