Tackling Generational Diversity By Melanie Harrington
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here have always been multiple generations in the workforce, so why are we now preoccupied with Generational Diversity? Because the urgency is real and the magnitude of the differences among the generations in today’s workplace is significant.
their commitment to the work, and the desire to stand out among a large group of peers. Also, they tend to find reward in titles, salary, and seniority. Millennials (at the other end of the generation spectrum) were shaped by the Internet, increased off-shoring and
Four Generations in the Workplace Traditionals or Veterans, those born before 1946, make up approximately 6% of today’s workforce. Baby Boomers, those born between 1946 and 1964, make up the largest percentage of workers at 41.5%. Generation X, born between 1965 and 1977, are 29% of the workforce. Millennials (or Generation Y), born between 1978 and 1994, are almost 24% of the workforce. Researchers differ as to the time frames for the generational groups. However, it is not the dates, but the common life experiences of the members of a generation that are the greater predictors of generational behavior and workplace expectations. These four generations have had vastly different life experiences that affect what they expect and need in the workplace. For this article, I will focus on the largest generation in the workforce and the latest generation to enter the workforce: Baby Boomers and Millennials. The experiences of Baby Boomers were shaped by the Vietnam War, the space program, civil rights, and the prominence of television. “Workaholic” was coined to describe Boomers because of
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outsourcing of their parents’ jobs, parents sourcing their services back to companies after massive lay-offs, the Columbine shootings, and the war on terror. Millennials see changing jobs as routine, and they want—and expect—work to be meaningful, flexible, and rewarding. They desire immediate access to information
and tend to be “cyber-literate” and media savvy.
The Generation Gap Working through generational differences is often difficult. Conversations with a Baby Boomer managing a Millennial reveal comments such as, “They have no respect for seniority and my position,” “They have no commitment to the organization,” “Why do they question or challenge every single assignment I dole out…why can’t they just do it?” or “They are not willing to pay their dues.” The Millennials are wondering, “Why is management so concerned about where I do my work as long as I get it done?” and, “Why am I working on these menial tasks? When will I get to present my ideas in the management meeting?” These comments are only a sample of the different perspectives held by these two groups. Their concerns often fester as each group misreads the intentions of the other, tension builds and more energy, time, and thought get siphoned away from the organization’s critical needs. The Boomer manager continues to be more frustrated, and the Millennial is online, searching websites for the next job
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