The composition of the U.S. workforce is changing, with workplaces hosting up to four distinct generations under one roof. According to an analysis of Bureau of Labor Statistics data conducted by the nonprofit organization Catalyst, the U.S. labor force consists of about 7.7 million members of the Silent Generation (employees born between 1925 and 1943); 59.9 million members of the Baby Boomer Generation ( those born between 1944 and 1964); 49.4 million members of Generation X (born between 1965 and 1980) and 31.9 million members of Generation Y/Millennials (born between 1981 and 2000).
Managing the different temperaments and work styles of these generations may not be easy, but it is vital to the success and future of a company. The organization AARP (formerly the American Association of Retired Persons) explains that companies with multi-generational work teams can attract and retain top talent as well as foster creative office environments. But what do each of these generations bring to the table, and why is it essential for them to work together?
The Silent Generation lived through the Great Depression, World War I and World War II. They are quietly confident, hard workers who understand the importance of dedication and a job well done, and do not expect their accomplishments to be overly praised. The Baby Boomer Generation is made up of idealists and workaholics. They can work efficiently, but often do not appreciate feedback and rewards. Generation X is street-smart and skeptical. This self-reliant bunch is focused on getting their work done and checking in for feedback that will help them constantly improve. Generation Y and the Millennials are the optimists in the office, focused on fun first and hard work second. This entrepreneurial generation is comfortable with multi-tasking, but can sometimes expect instant results.
Each of these generations has their own unique self-perceptions, beliefs and motivators, while also sharing memories of momentous historical events from global economic depressions to the election of our first African-American president. Human resource managers need to understand how to recruit the best employees from each generation, and ensure that all of their distinct voices are heard. When it comes to managing the needs of employees, AARP suggests human resource managers initiate conversations about generational differences so that employees can understand each other’s unique perspectives. It also suggests offering employees the option of personalizing the work experience. For example, that could mean giving the mobile Generation Y and Millennials the option of occasionally working from home.
Diversity Within And Without
Managing the expectations of each of these generations and understanding how they communicate with colleagues and clients is key to the success of a multi-generational workplace.
Recruiting multiple generations presents a different challenge. It is important for a human resource manager to conduct an audit of the workplace. Is it a friendly work environment for multiple generations? What is the generational composition, and what can employees from each generation bring to the table? The answers to these questions will differ depending on the business’s goals and objectives, but the process is a valuable exercise no matter who the company is trying to recruit. Having a diverse group of employees makes it easier for companies to interact with a similarly diverse group of clients.
Of course, some may say that catering to each of these generations takes more time than it is worth. They could argue that employees are not schoolchildren, and they can figure out their differences on their own. But that is not the case.
Human resource managers need to understand and respect the value that each of their employees brings to the table, and communicate this value to the company as a whole. In that way, instead of focusing on their differences, these generations can admire each other’s strengths. The Silent Generation can teach their colleagues about respect for authority, while the Baby Boomers can explain the value of quality control. Generation X can prove the value of taking risks, while Generation Y and the Millennials can educate their colleagues on the value of social media tools.
If the voices of each of these generations are heard, the company’s success will speak for itself. For today’s businesses to move forward into 2014 and beyond, they need a diverse team of leaders that can provide them with perspectives on the past and insights into the future.
Carla Patalano is master of human resource management program chair at the New England College of Business.
