The traditionalists, also called “Veterans, Matures, the Silent Generation and the Greatest Generation,” were impacted by many significant experiences including World War 2 and the Great Depression (WCF, n.d.). Living through those difficult times characterized this generation as hard workers that respect authority and have a strong sense of duty. Having this no nonsense approach to life can affect their career sensibilities. It is common for traditionalists stay in the same job throughout their lifetimes. This also means that they expect the organization to treat them with respect and dignity in return. Personal fulfillment in a job may not be as high of a priority for this generation, but they expect to be compensated and treated fairly.
Baby Boomers
The Baby Boomers came to rise as veterans returned from World War 2 and wanted to get back to normal life. It is a large generational group and currently makes up 50 percent of the workforce (Gesell, 2010). They grew up in a time that people were known for challenging authority, seeking reform, and confrontation. As this generation entered the workforce they broke out of the more autocratic style of their parents. They seem to prefer to meet in person and one-on-one contact with coworkers (WCF, n.d.). Baby Boomers also tend to seek recognition through their organizational role and compensation level. Working hard to get that recognition is a common practice for this generational group. It is because of their drive, experience, and size that they occupy many upper level positions in organizations.
Generation X
Generation X grew up watching their Baby Boomer parents working hard and attaining many material possessions (WCF, n.d.). It was more common during that time for both parents to be working. These circumstances led Generation X to become more independently minded and self-sufficient than previous ones. Both men and women of Generation X entered the workforce maintain the comforts they grew up in. It is typical for them be hard workers, but seek to have a better balance between work and home than their parents (WCF, n.d.). They have embraced technology and may prefer to use it instead of more one-on-one interactions. Generally this generation is less formal and are cautious about relying on one organization throughout their careers. Generation X will use the skills they develop to find other opportunities that could enhance their careers.
Millennials
Also called Generation Y, Millennials are the youngest generation in the workplace. These individuals have grown up with technology including innovations like computers, the internet, tablets, and wireless phones. They are not intimidated by technology and use it heavily in their social, academic, and career pursuits. It is common for this generation to be confident, optimistic, social, inclusive, collaborative, and open-minded (Gesell, 2010). Millennials also tend to have high expectations for their lives and career. They are used to multitasking, but may also have shorter attention spans (WCF, n.d.). Like Generation X they are not necessarily loyal to an organization and will make career shifts as it pleases them. Millennials seem to prefer more flat organizational structures where everyone is treated on the same level (Gilbert, 2011). Assessing Intergenerational Impact
Bringing multiple generations together with different backgrounds and values can become a source of conflict in the workplace. These differences in perceptions and expectations can lead to misunderstandings between management and staff. Managers can discover the common causes for these problems and how to address them. Leaders will need to evaluate their own biases, preferences, and leadership style to address each generation successfully. Some of challenges that face managers is their lack of experience in working with other generations. The conflict is reduced as each generation grows accustomed to the conduct and sensibilities of others. For example, Traditionalists and Baby Boomers have been working together the longest and have grown accustom to each other’s working habits. Another example is that other generations have very little experience working with Millennials. The Millennials are the fastest growing segment and will need increased attention as they adapt to career life (Gilbert, 2010). The questions below will help managers assess their own impact on those they work with.