Workforce Innovation

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Generational Differences in the Workplace

In a work-related lecture recently, a twenty-something worker was focused intently on his laptop, seemingly disinterested in the presenter or presentation. While the assumption might well have been that his behavior was disrespectful, this person was actually quite interested and was actively searching online for up-to-the-minute information relevant to the topic. If the presenter didn’t have the patience and understanding to recognize the differences in style, this Generation Y-er’s actions would have been dismissed as inattentive or rude.

Each fall, for at least the past century, another new batch of graduates is turned out into the workforce. With them, they bring new perspectives of work, new methods of communication, and new attitudes—all characteristic of their particular generation. Like the individuals that comprise them, each generation has its strengths and challenges, and the resulting cultural differences can often be clearly seen when the individuals are thrown together in the workplace.

When we examine the makeup of today’s labor force, we can see four distinct generations, beginning with the oldest generation of workers, known as the traditionalists, born between 1922 and 1945. While many workers from this generation have retired, many more remain in established positions within the labor force. Significant events that greatly affected this generation include the Great Depression and World War II. Traditionalists tend to be moralistic and detail oriented; they see work as a serious duty and tend to have considerable loyalty to one employer over time. Their ultimate reward for years of service is knowledge of a job well done.

Following the traditionalists is the Baby Boom Generation, representing those born between 1946 and 1964. Historical events that helped shape this generation include the Vietnam War, the space program, civil rights, and the prominence of television. The term ”workaholic” was coined to describe boomers who devoted themselves to work, in their desire to stand out among a generation over 80 million strong. Serious and committed to their work, baby boomers tend to find reward in titles, salary, and seniority.

Generation X, or X-ers, born between 1965 and 1980, were raised in a time of rapid change. Powerless in a time of uncertainty, some of the events that contributed to their shared sense of skepticism include the Cold War, Watergate, and the AIDS epidemic. This generation of workers finds value in jobs that provide independence, and they are not necessarily concerned about position or title. The act of changing jobs frequently is seen as a necessary practice in order to build up their résumé, which ultimately allows them to be highly adaptive and leads to positions allowing greater freedom.

The youngest generation, Generation Y, or the Millennial Generation, is comprised of those born between 1981 and 1999 and consists of those just now or on the verge of entering the workforce. Events that have affected Y-ers include the internet, the Columbine shootings, and the war on terror. Y-ers, like the X-ers before them, see changing jobs as routine. Work that is both meaningful and allows for flexible schedules is found to be the most rewarding. Y-ers have a need for immediate access to information and tend to be cyber-literate and media savvy.

The American workforce has never been more diverse in terms of age range and generations represented. But as the first of the baby boomers approach retirement age, demographers are predicting a coming worker shortage. In fact, by 2010 it is forecast that one in three workers will be over the age of 50.

One positive result of this generational churn and the continual blending in the workplace is heightened creativity and innovation, as different perspectives lead to different approaches in solving problems. Another potential outcome, however, is tension or conflict. X-ers and Y-ers might seem flighty to older professionals who place high value on structure and consistency; boomers and traditionalists, on the other hand, might appear overly thorough or slow to the multi-tasking younger generations.

Managing this mixture of perspectives, ages, and values is an increasingly complex task. In the face of new technology, changing work habits, and evolving performance motivators—particularly within such a dynamic setting as Silicon Valley—young and old professionals need to recognize more than ever the benefits of individuals representing other generations.