SIM

Educate people about the differences in generations What are generations? When did generations become an issue?

Why should we care Relate better with each other Not working with generations properly

will bring your organization’s progress to a halt

Primary value of generational analysis Makes actions of others more

understandable Better able to position your own ideas

and requests▪ Get positive results▪ Avoid some of the frustrations of today’s

workplace Shows areas where organization change

may be desirable/necessary

Your generation affects how you view the world Easy to form unfair and negative

impressions of someone from another generation▪ Often leads to unintended consequences

Challenges▪ Misunderstood communication▪ Loss of valuable input from talented associates▪ High turnover

Organization Many assumptions deeply embedded in

the fabric of how organizations work are product of a single generation (Traditionalists);

Many corporations remain largely the product of policies and practices put in place by this generation▪ Assumption that money is everyone’s motivator

and preferred reward is one of the most common sources of misunderstanding

Demographics Generation (age)

Economics Social class

Cultural Culture▪ Sense of time, urgency, deadlines▪ Gender—how women are perceived and

treated

Age is one characteristic of populations Age is more than just a number Ways of thinking about age▪ Life Stage▪ Generations (cohorts)▪ Physical▪ Psychological

Life Stage is an easier concept to accept Youth—childhood Teen years Young adult▪ College student

Young families Mid career Empty nesters Retirees Very old (85+)

However, with long life expectancy, need to envision life stages differently Conventional milestones are shifting

upward (in age) Life states are often milestones▪ Milestones ground us

What are generations? Biological (familial) Cultural▪ Cultural generations are cohorts of people

who were born in the same date range and share similar cultural experiences▪ Location in history is what shapes a generation

▪ Idea as used today gained currency in the 19th Century

As 19th Century wore on, several trends supported the idea of society divided into categories of people based on age Change in mentality about time and social

change▪ Enlightenment ideas encouraged idea that

society and life were changeable, and that civilization could progress

▪ Change in economic structure▪ Young men particularly less beholden to their fathers

and family authority

19th Century (cont.)▪ Greater social and economic mobility▪ Skills and wisdom of fathers often less valuable due

to technological and social change

▪ Breakdown of traditional social and regional identifications▪ Spread of nationalism

National press, linguistic homogenization, public education, suppression of local particularities

▪ People saw themselves more as part of a society, this encouraged identification with groups beyond the local

Generations based on theory and supported by empirical data 1863—French lexicographer, Emile Littre

defined a generation as “all men living more or less at the same time.”

Auguste Comte (French philosopher) made first serious attempt to systematically study generations. In Cours de philosophie positive Comte suggested that social change is determined by generational change and in particular conflict between successive generations

Comte (cont.)▪ As members of a generation age, their

“instinct of social conservation” becomes stronger, which brings them into conflict with the “normal attribute of youth”—innovation

Other important theorists of the 19th Century▪ John Stuart Mill▪ Wilhelm Dilthey

20th Century Karl Mannheim is the seminal figure in study

of generations (1928)▪ Mannheim emphasized ▪ The rapidity of social change in youth was crucial to the

formation of generations▪ Not every generation would come to see itself as distinct▪ In periods of rapid social change, a generation would be

much more likely to develop a cohesive character▪ Number of distinct sub-generation could exist

Jose Ortega y Gasset another influential theorist

Mannheim in summary Generations arise from critical events

that affect young people when they are most malleable (17-25 years of age)

“Early impressions tend to coalesce into a natural view of the world.”▪ Therefore, a generation is defined by its

worldview

Generations don’t neatly begin and end on a specific date Always exceptions▪ Individual personalities▪ Background▪ Immigrants versus native born▪ Education/income

Some overstatement

Four primary adult generations Traditionalists (born 1945 or earlier)▪ Composed of several cohorts

Baby Boomers (born 1946-1964) Gen Xers (born 1965-1976) Gen Y or Millennials (born 1977-1995)

Generations observed in: Workplace Media▪ News consumption▪ Newspaper reading▪ Watching television news

Voting Communication preferences Participation in civic organizations and

social clubs/activities

Observed in (continued): Attitudes/behavior toward charitable

giving Crafts/hobbies▪ Sewing▪ Knitting

Purchase of selected consumer products▪ Coffee▪ Some makes of automobiles

Most workplace conflict between generations around: Attitude toward work Motivators Communication preferences Power (hierarchy) Technology (a big “divide”)

Everyone wants respect

Some conflict deep seated Gen X annoyed by all the coverage of the

Boomers and their offspring, Gen Y or Millenials▪ See Boomers as leaving them a bleak inheritance.

Boomers had all the breaks▪ See Gen Y as completely greedy, annoying

Gen Y, children of the Boomers These two groups tend to get along well;

like each other However, in the workplace, some of Gen Y

attitudes and behavior annoy Boomers

KEY HISTORICAL EVENTS

Great Depression Pearl Harbor World War II Korean War Cold War era Cuban Missile crisis

TRAITS

Patriotic Dependable Conformist Respects authority Rigid Socially and financially

conservative Solid work ethic

In the workplace Key motivator was money▪ Money equals security▪ Security was very important

KEY HISTORICAL EVENTS

Vietnam War Assassinations of John and

Robert Kennedy and Martin Luther King Jr.

First man on the moon Kent State killings Watergate

TRAITS

Workaholic Idealistic Competitive Loyal Materialistic Seeks personal fulfillment Values titles and the

corner office

Other experiences that shaped Boomers Came from large families; 3 or more siblings

typical Had stay-at-home moms First suburban generation Grew up in era of increasing affluence; upward

mobility; blue collar middle income Last generation to play outdoors;

unsupervised recreation TV generation First generation with high college graduation

rates; college was affordable (growth of state universities)

In the workplace Key motivators are money and status▪ Boomers like merit-based systems and use

both money and position to measure standing▪ Value individual achievement and individual

recognition

For Boomers money equals competitive success, i.e., winning

KEY HISTORICAL EVENTS

AIDS epidemic Space shuttle Challenger

catastrophe Fall of the Berlin Wall Oklahoma City bombing Bill Clinton-Monica

Lewinsky scandal

TRAITS

Self-reliant Adaptable Cynical Distrusts authority Resourceful Entrepreneurial Technology savvy

Other experiences that shaped Gen X First generation whose mothers went to

work en masse▪ Latch-key kids

First generation to experience widespread family breakdown (divorce)

First generation to see parents downsized and restructured out of jobs

First generation to graduate from college with significant loan debt▪ 20% still paying college loans

First generation of males to be highly involved fathers

In the workplace Xers value the “right” job, i.e., one that

fits them Xers value free time Competition does not appear to

motivate Gen X

KEY HISTORICAL EVENTS

Columbine High School shootings

September 11 terrorists attacks

Enron and other corporate scandals

Wars in Afghanistan and Iraq

Hurricane Katrina Worst recession since the

Great Depression

TRAITS

Entitled Optimistic Civic minded Close parental

involvement Values work-life balance Impatient Multitasking Team oriented

What we don’t know: The effects of the current recession on

Gen Y▪ Bank of Mom and Dad shuts amid white-collar

struggle

Other experiences that shaped Gen Y Majority had few siblings; most never shared a

bedroom Trophy children▪ Never denied much; given much praise; sheltered from

failure

Programmed life▪ Play dates; structured recreation; no free time

Pressure to achieve▪ Postsecondary education very expensive; cheating in

school

Long time to become independent of parents

In the workplace Optimistic, rosy outlook on long-term Sense of impatience (immediacy) Behavior appears inappropriate▪ Fearless▪ Blunt ▪ Offer opinions freely without regard for

corporate hierarchy and with no sense of “proper” business protocol ▪ Seem to expect everyone to be interested in

their point of view

GEN X

Accept diversity Pragmatic/practical Self-reliant/

individualistic Reject rules Killer life Mistrust institutions PC Use technology Multitask Latch-key kids Friend-not family

GEN Y

Celebrate diversity Optimistic Self-inventive/

individualistic Rewrite the rules Killer lifestyle Irrelevance of

institutions Internet Assume technology Multitask fast Nurtured Friends = family

2000 2010 2020

# % Age # % Age # % Age

Pre Boomers(1945 or before)

59,266 28 55+ 40,229

17 65+ 22,492

9 75+

Baby Boomers(1946-1964)

78,310 38 36-54

76,512

33 46-64

70,932

27 56-74

Gen X(1965-1976)

48,256 23 24-35

49,651

21 34-45

49,741

19 44-55

Gen Y(1977-1995)

23,296 11 18-23

68,624

29 18-33

85,719

33 25-43

Gen Z(1996- )

--- --- 30,817

12 18-24

Total Adults 209,128

100

235,016

100

259,701

100

Labor Force(in 000’s)

2009 2016

Age # % Age # %

Pre Boomers 64+ 15,592 10 71+ 3,938 2

Baby Boomers 45-63 49,761 32 52-70 47,551 29

Gen X 33-44 40,929 26 40-51 37,298 23

Gen Y 16-32 50,009 32 21-39 67,059 41

Gen Z --- --- 16-20 8,385 5

Total 156,291

100 164,231

100

Source: Bureau of Labor Statistics

One implication: Gen X and Gen Y will dominate the workplace for the foreseeable future Gen X are often the first line supervisors

today and will dominate the management ranks in the next decade

Some Gen Y are supervisors

Attitudes toward work (Gen X and Gen Y) Work not the most important thing in their life▪ Work/life balance

Line between work and personal less defined Want freedom to manage time and work Skeptical about job stability Free-agent mindset▪ Walk away from any unsatisfactory employment

Communication preferences Gen Y: texting, cell phones and IM Gen X: e-mail, IM and cell phones Baby Boomers: e-mail, cell phones and

face to face

Gen Y and the workplace New message for employers▪ Strong bond with parents▪ Bring-your-parent-to work week

On the phone to parents so might as well meet parents

▪ Parents advising their kids on Benefits Pension plan Promotions

▪ Sheltering huge “I’m special; you want to protect me” See it in every institution dealing with young people

Gen Y (cont.) Ethic of teamwork and community▪ Higher rates of community service and

volunteering▪ For Gen X volunteering was a punishment

More like you did something wrong so you have to volunteer

More inclusive▪ “We should all have a place”

Individualized sense▪ Even some resistance to the way multiracial and

multiethnic training is done in corporations

Gen Y See change as coming from small

groups of people getting together to do things

Make the world a better place

Power Who makes the rules Problem solving styles▪ Gen X more individualistic▪ Gen Y more team oriented

Baby Boomers say they plan to defer retirement or not retire Creating work “modules” that allow for

more part-time work

Very large populationRepresents young people for another

decade or more

A polarizing generation Have many fans who admire their

optimism, intelligence, ambition and commitment

Have many critics for their inflated expectations, deficit in common sense

Exhibit a number of contradictory attitudes and behaviors “It’s all about me” yet also demonstrate strong

concern about social and environmental issues and tend to be active in community service

They want structure and clear direction in their work assignments but also expect flexibility to decide when and where they complete the tasks

Although crave individual praise and recognition, they can also be terrific team players

GEN X

Casual, friendly work environment

Involvement Flexibility and

freedom A place to learn

GEN Y

Structured, supportive work environment

Personalized work Interactive

relationship Be prepared for

demands, high expectations

Management of Gen Y Need praise▪ Performance feedback and acknowledgment

Want to be heard▪ Formats for discussion, teamwork and idea

generation Want challenge▪ Cross train, develop projects, new responsibilities

Want meaningful work▪ Build ways to give back to the community

Unite with technology▪ Access to new technology, technical equipment

Boomers and Gen Y both see themselves as special Boomers as a special generation Gen Y as special individuals▪ Special in the eyes of the media, politicians,

their community and, above all, their parents

Shared preferences about the workplace Flexible work arrangements▪ Accountable for results not hours they keep in the

office Opportunity to give back to

society/community▪ Support favorite causes▪ Time for volunteering▪ Matching funds

Progressive policies▪ Integrity▪ Green or environmentally conscious

Challenges Older workers don’t understand how to

use new technology

Many organizations will change: Innovation—key organization capability Strategy and long-range planning—disappear The notion of chain of command breaks down▪ Titles reflecting status disappear▪ Many decisions made through participative or

democratic processes Role of managers: design and orchestrate

systems

Work expressed and measured in terms of tasks, not time

Flexible arrangements replaced by individual discretion

Providing feedback will mean teaching, not evaluating

Careers neither continuous nor linear Retirement no longer occurs at a

specific, common age Career paths lead down as well as up Older workers work in entry-level jobs Short tenure expectation rather than the

exception

While the focus has been on the young, the population and workforce are aging

Median Age of Labor Force

Years

1978 34.8

1988 35.9

1998 38.7

2008* 40.7•ProjectedSource: Bureau of Labor Statistics

Annual Rate of Labor Force Growth1950-2025

Percent

1950-60 1.1

1960-70 1.7

1970-80 2.6

1980-90 1.6

1990-00 1.2

2000-15* 1.0

2015-25* 0.2* ProjectionsSource: Bureau of Labor Statistics

Hazel H. Reinhardthzlr@aol.com