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GENERATIONAL
TRENDS IN THE WORKPLACE
As
President of Travel Career Network for the past fifteen
years I have seen hiring patterns ebb and fall. One concern
has always been finding qualified staff-even in economic
downturns. The most successful companies know the value
that topnotch employees bring to their bottom line. They
want to keep the ones they have and be the kind of organization
that attracts new ones.
What
attracted stellar employees ten years ago is not what will
attract them today. Recognizing that values change was the
impetus for my research over the past six years into trends
in the employment marketplace. Employers have focused on
the needs of the "Baby Boomer" generation because
they comprised the majority of employees for the past decade.
Now they will be moving out of the workplace and the "Gen
X" generation will be the predominant employee. These
two generations are very different in approach and values
in their lives and employers must adjust.
I
am sharing a portion of my research which indicates the
values of Gen Xers and my thoughts on how that affects the
marketplace. I would welcome your comments or questions
based on your experiences. Please email to: Marty
Robinson.
Staffing
for the future - see the chart for a current survey of Gen
Xer's (born 1960-1980) values. Read article below for how
this affects staffing.
Gen
Xers, born between 1961-1980,
are now in their mid 20s to early 40s. They are entering
the prime years for growth and creation. Many have started
families and those who have not, seem to plan to do so in
the next few years. Both men and women are working and having
fun with a balance between work and play is paramount for
them.
These are the leaders of the future, and their needs
are very different than the Boomer generation that preceded
them. Looking at their responses in relation to employment,
we see a generation that wants autonomy in the way
they get the job done. They are focused on results
and appreciate having a clear picture of the goal so that
they can structure the path to it as they see fit. They appreciate
positive feedback when they do well. Internal support
in the form of cooperative coworkers and training is important
to their success. A negative atmosphere, lack of direction
and fear based management turn them off.
They want to grow in their work life, whether it is
through starting their own business, managing their own projects,
acquiring new training and skills or living in another culture.
They especially want to grow in their personal life with most
of them giving their family and friends a high priority.
Parents want the opportunity to be home with their young children,
whether it is full time or working part time at home or on
the job. Many suggested that telecommuting was a boon
to them and that being able to set their own hours a real
advantage. They have no problem working for others and staying
in touch, just that they want to do it based on their schedule.
Having fun in their work is essential. They want to
be passionate about what they do and enjoy the time they spend
working. As employers, it is important to create a positive,
fun work environment where employees feel part of the team.
The work must be creative and changing as well
as having engaging activities within the organization. Getting
family involved in the work environment is important to
Gen Xers, as they want to share their work with their families.
They generally work quickly and are focused and want
to leave when the task is accomplished. Unlike Boomers they
see no reason to put in hours that are not essential.
Gen Xers are concerned about the current economic climate,
but they have never had it easy and are pragmatic about
changes. Many indicate they are staying where they are because
of the poor economy. It seems likely this will change as the
economy picks up and employers would be wise to treat their
valuable Gen Xers well during these times. While Gen Xers
are not loyal to the company, they are loyal to individual
leaders and will commit because of their personal influence.
Understanding these differences about Gen Xers will be a key
to recruiting and retaining them in the future.
(From
Masters thesis, July 2003, Marty Robinson; reprint with permission
only)
INTERGENERATIONAL
CHARACTERISTICS
Does your office staff have conflicts? Do you sometimes wonder
where your co-workers are coming from? Here are some characteristics
of the very different generations in the workforce today.
Maybe some of the conflict is because of different generational
orientation.your
o
Veterans
(Born 1922 to
1943)
52 million,
depression and war
Key Issues:
Security, risk
adverse
Disciplined,
conservative
Past oriented,
history, law & order
Consistency
and uniformity
Baby Boomers
(Born 1943 to
1960)
76 million,
largest generation until that point
Key Issues:
Consensus,
personal growth, work oriented, success driven
Sandwiched
between aging parents and children
Debt, lack
of savings, lack of time
Generation
X
(Born 1960 to
1980)
51 million –smallest
generation
Key Issues:
Independent,
little loyalty, confident, materialistic
“give it to
me straight” attitude,
Challenges,
life balance, training important
Informal atmosphere,
flex scheduling
Gen
Y
(Born between
1980 to 2000)
Largest generation,
surpassing baby boomers
First to grow
up exclusively in digital age
Key issues:
More responsible
Global orientation
Different family
forms “normal”
See training/skills/ability
as their responsibility
Constant and
turbulent change is normal
Travel
Career Network
524 East Broadway #2
Boston, MA 02127
617-722-0079 • 617-307-1153 Fax
info@travelcareernetwork.com
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