ORLANDO — At long last, it's not just about the Baby Boomers anymore.
After having reigned supreme as the largest generation with an equally enormous impact on our culture, the Baby Boomers are finally being overtaken — at least in the workplace — by Generations X and Y. While Boomers continue to have a tremendous impact on our culture, as they increasingly hit retirement age, employers are having to rethink how a workplace is run and what a career should be. For More Resources
"This is the first time in U.S. history that we have five different generations in the workplace at the same time," said Barbara Bauer, vice president of the Omnia Group, which specializes in management and personnel consultations.
Five Generations Of Workers
These five generations are: Gen Y, Gen X, Young Boomers, Woodstock Boomers and Matures.
"There is a mass exodus of boomers expected in the next five years, resulting in a huge loss of experience," Bauer said. "It's gradual, but you will see it." It's important for employers to be ready to face this, Bauer said, as "new generations causing rapid workplace culture changes will require different management approaches."
Gen Y, which now makes up 22.5% of the workforce, are those born between 1978 and 1989. Gen X, which makes up 29.5% of the workforce, are those born between 1965 and 1977. Baby Boomers make up 41.5% of the workforce, and are now dividing into two groups: Young Boomers, which are those born between 1954 and 1964, and the Woodstock Generation, which are those born between 1946 and 1953. Matures, or those born before 1946, make up 6.5% of the workforce.
"X and Y now add up to more than the Boomers in the workplace," Bauer said. "That's huge. By 2011, there's going to be 10,000 more Gen Ys that are in the workplace."
During an interactive part of the session, attendees offered their perceptions of each generation. Many agreed that the Gen Ys want instant gratification, are attached to electronics, do not have loyalty, have a sense of entitlement, don't take direction, are very social, and put fun first and work second. They felt that members of Gen X tend to be loyal; are good at multi-tasking; are goal-oriented, tech-savvy, entrepreneurial, team-oriented and independent; and work to live vs. living to work. The consensus of Young Boomers was that they are self-indulgent, strive for success, have learned their ways from older Boomers, are responsible, and that they see themselves as younger than they really are. The attendees viewed the Woodstock Generation as loyal, dependable, career- and family-oriented, renewed on life, and having an active lifestyle. Matures were seen as frugal, loyal, liking stability, not embracers of technology, less likely to take on adventures, and as having too much stability. After attendees gave their perceptions of the generations, Bauer discussed some truths about the groups. She said that Gen Ys are 43% bilingual, and "think they can do anything."
"[They are] optimistic, individualistic, thrive on busy schedules, were raised as their parents' friends, have a greater tolerance for parents and believe that indecisiveness is weak," she observed. "If you can't make a decision quick, they think you are weak."
The biggest challenge for employees with Gen Y employees is keeping them on staff, Bauer said. "The average Gen Y changes job s10 times in three years," she said. "If you can keep them engaged for three years, you've got them."
To best manage Gen Ys, Bauer said there are three keys: challenge, training and care. "They really want you to challenge them. Vary their training, be their mentor," she said. "You gotta show them you care."
Gen X members brought a lot to everyone in the workforce, Bauer said. "They introduced us to a new way of thinking," she said, "a work/life balance. They brought the 'I'm going home at 5' mentality."
Gen X members also had a big challenge when they were adversely impacted by the dot com meltdown, Bauer said. They also have a very high divorce rate among their parents. This group changes jobs for balance and opportunity.
Bauer corrected the attendees' stereotypical view of Gen X members. "They challenge the status quo," she said. "They are self-reliant, cynical, pessimistic. They invented getting through and around bureaucracy. They also have the attitude of 'Let's enjoy work' versus the 'If you're not having fun at work, you're not doing it right.'"
Bauer offered tips on the best ways to manage Gen X members.
"Let them have their own ideas," she said. "Give them a trail to blaze. Pretend you're not managing them. Share your success stories, but point out that it's not the only path to success."
Bauer said that Young Boomers were nurtured by hardworking parents. "They have had lots of disappointments, such as Watergate and the economy," she said. "They learned that change happens from the inside and not the outside, and that it's OK to struggle to meet your dreams."
Woodstockers are the "original 'me' generation," Bauer said. "They were kids when it was cool to be a kid. They were individualists, who then settled down and became their parents. They channeled their energies, and became CEOs and workaholics."
Management Challenges
There are challenges with managing both groups of Boomers, Bauer said. "They initially resented Gen X," she said, "but now they have learned from Gen Xers. They have been downsized."
Bauer said that Boomers have strong work ethics, and they are generally competitive. They believe success is visible — shown through lifestyles, or even trophies. "They are defined by their jobs," she said.
"Boomers should be managed like adults. Tell them what's expected and let them run with it. Grant them the same freedoms as X and Y without them having to ask. Ask them to share their knowledge."
The Matures rely on true, tested ways of doing things, Bauer said. They believe in "if it's not broken, don't fix it." "They favor established systems, policies and procedures. And they seek to enjoy the fruits of seniority," she said. Matures' values are dedication, sacrifice and patience, she said. Matures should be managed very lightly, Bauer said. "They also appreciate flexible work hours.
Bauer summed up the session by stressing that although each generation has different values, there is at lease one common trait among them. "Age doesn't matter," Bauer said. "People just really want to know you care." She also suggested devising one common value set in the workplace, combining different values from the different generations. "Then help employees of all ages learn and develop those values," she said.
(c) 2007
