Adapting to Generational Change

in the Workplace

Thomas BalogaWilkes University

IntroductionImplicationsDefining/Understanding Generations in the

WorkplaceMotivating EmployeesPolicies/PracticesManagement/HRProblems/TipsConclusion

ImplicationsEmployers will need to recruit and embrace

diversity in the workforceThe fasted growing occupations across developed

nations are knowledge based, meaning the position requires a formal education or advanced training

Given that knowledge is a scarce resource, companies must capitalize on it by inviting and nurturing the best people

Companies must welcome retiree-age employees to remain on board and transfer skills

Understanding Generations• Never before has there been a workforce and workplace so

diverse in race, gender, and ethnicity• First time we have four generations working shoulder to shoulder,

cubicle to cubicle • All generations have unique experiences and attributes which

influence their attitudes towards work• Psychologists, sociologists and everyday managers have identified

important differences between generations in the way they approach work, work-life balance, employee loyalty, authority and other important issues

• Differences could be attributed to individual differences, such as levels of experience, levels of financial and family commitments, depth of person development, political awareness, and emotional maturity

• A lack of understanding across generations can have detrimental effects on communication and working relationships and undermine effective services

Defining Generations in the Workplace

Working Generations in the U.S.

Traditionalists The “Silent Generation” or “Veterans” Viewed as being self-sacrificing Rooted in value systems built upon structured, formal roles,

patriotism, duty, self-sacrifice, top-down management and clear lines of authority

Group of hardworking employees who respect authority and adhere to rules

Have a strong work ethic, being very loyal, disciplined, and knowledgeable due to their experience

They have a strong respect for authority and prefer formality in relationships; prefer formal titles such as Mr. and Mrs.

Disciplined to adhere to rules Well-respected group of individuals in the workplace because they are

likely to have great knowledge and experience in the field

Baby Boomers Born post WWII Approximately 74.9M of the U.S. population Characterized in the workplace as possessing the work ethic qualities

of being efficient and logical with a “do what it takes” attitude Came of age during an era of civil rights movements, the breaking

traditional family life, illustrated by an increased rate of divorce and higher number of women pursuing individual careers and working outside home

Higher education was no longer a dream come true, but a given, and computer science and technology was introduced

Represent the aging workforce Committed and considered workaholics Spent most of their careers with one organization, which gives them

the characteristic of being loyal to their organization

Generation X Approximately 75.9M of the U.S. population Characterized as being cynical and skeptical

Research shows events such as The Persian Gulf War, increases in divorce rates, increases in crime, and the spread of AIDS may be contributing factors

Work style tends to be more informal than that of their parents, and they take pride in their independence

Grew up during a time of change in America First generation on a larger scale to experience both parents

working Exposed to more pop-culture and world events Witnessed their parents dealing with job insecurity as they

entered the workforce during an economic downturn, which lead to their concern with retaining employment

Generation Y (Millenials) Referred to as the spoiled generation due to being pampered

as children Grown up with technological advances with the internet and

other forms of electronic communication Also known for being one of the most diverse groups in the

workforce Grew up with the attitude that everything was focused around

them, coined as “Me-Focus”, to include the belief that “We are the future”

Been present for times of war and acts of terror Helped build the spirit of patriotism, similar to other generations

Grew up watching the world change daily, and became aware of their community

Possess traits like confidence, tolerance, and diversity

Motivating EmployeesMany factors influence efficiency

HR Leadership perspective

It’s a necessity to understand the characteristics of your workforce to set an example, and to train and prepare the workforce for efficiency and effectiveness

When leaders understand the HR field and their own workforce, they are able to implement and communicate with their employees from different generations

Leaders must adapt when: They grasp an understanding of each circumstance They properly communicate and implement with specific

generations to be effective

TraditionalistsAuthoritative leadership style

Value authoritative leadership and one who “takes charge”

Clearly outline and state objectivesPrefer written, formal, and chain-of-command forms

of communication

“Consult Individually Style”Experiential knowledge and loyaltyLeader presents a problem to team members

individually, getting their ideas and suggestionsConsulting this generation

Baby BoomersLeadership should be Face-to-Face and personableResilient to electronic communication and

changes in technologyBeneficial to recruit and retain Baby Boomers

Strategy to maintain age diversityTake initiativeGreater company loyaltySeasoned competenciesStrong work ethicsEstablished networks of contacts

Generation XConsensus leadershipDesire for feedbackDoes not want to be micro-managedAbility to multi-task and prefer to learn by

discoveryProvide with fundamentals on a subject the let will

use their preferred techniques to come to their own conclusion

As a leader it is important to incorporate and create a mixture of all these preferences in order to meet the needs of not only Gen X but all generations

Generation YTeamwork leadershipOutshine other generations by not following the crowd

Very individualisticThrive off praise and appreciationNot afraid to rewrite the rulesDo not struggle with the changing structure of any

company

As a leader it is important to:Be open to their ideas and encourage themTask with “hands on” tasks because they are “hands on”

learners and choose projects they feel they can personally make a difference in

Dealing With Generational Differences

Bridging Differences

Identify valuesAssess value differencesAcknowledge implications Change behaviorsCommunicate needsBuild on commonalitiesAccept differencesTap into motivations

Manage Differences

Set clear goalsShare a common purposeExpect mutual accountabilityGive real recognition

Adapted from:Recognition Management Institute, 2000

Policies and PracticesBuilding Relationships

Level of trust toward authorityOverall views

Education Religion Work/life balance

DataUnderstanding the broad demographics of the

workforceUnderstanding the broad demographics of your

consumer base

Management and HRFactors That Influence Efficiency in the Workplace

Characteristics of your workforceTrainingEfficiency and effectiveness

Approaches to Leadership StylesExamples by Industry

Local shopGuard Google

Leadership and AuthorityTraditionalist

Authoritative – Leadership Respectful – Authority

Baby Boomers Consensus – Leadership Love Hate – Authority

Generation X Competence – Leadership Unimpressed – Authority

Millennials Teamwork - Leadership Respectful, but autonomous - Authority

Challenges Retention

RecruitmentRecognitionProductivity

Employee satisfactionCustomer satisfaction

Retention TipsHire selectivelyOffer competitive benefits package salary

Based on skill and experience Supply and demand Geographical location Worker seniority

Provide a comfortable work environment and cultureMake more time for orientation of new peopleCommunicate goals clearlyRecognize accomplishments

Recruiting TipsFind out what motivates themFind out what would cause them to leave the

organizationTreat them as they want to be treatedPeople work for people not a companyHire the best person for the job

Recognition TipsRecognition is personal. Find out preferences for

type of recognitionRecognition is about people and relationships, not

thingsLearn to say and show “thank you” in many

different waysDemonstrate that you trust peopleMaking time for recognition is simply a choice

Productivity TipsAsk people how they learn bestWhen people ask for tools to get the job done, provide

those toolsProvide the latest technology as money permitsPlan for personal and professional development Communicate about how well they are doing and where

they can improveSet goals and help with the plan to achieve themProvide quarterly reviews

ConclusionRecommendations/Opportunities

Taylor your own styleAppreciate your workforceAdapting to values and beliefsTraining SynergyAdjusting leadership styleBecoming a successful leader

References

Dittmann, (June 2005). Generational Differences at Work.

Saunderson, R. (2000). Managing Generational Differences in the Workplace, Recognition Management Institute.

U.S. Bureau of Labor Statistics. (n.d.). Retrieved December 02, 2016, from http://www.bls.gov/

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