Generational Differences Can Make for a Confusing Workplace

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Author(s): Jean Walker is executive vice president of OI Partners (Portland)

Generational differences are nothing new. The older generation typically thinks young folks are slackers doomed to be failures if they don't "shape up!" They question their values, and worry whether they will ever turn into stable, solid citizens. On the other hand, the young people consider the older generation old fogies afraid to take chances.

So what's new? This is the first generational battle where roles and authority are ambiguous, where the boss is just as likely to be 32 as 52, and the technical expertise is most likely to lie under that backwards baseball cap. Unsettling, to say the least.

It is also the first generation influenced more by computers and television sets than real live human beings, where social niceties come in a weak second to the ability to manipulate technology. It is, indeed, a confusing time.

Are the generations on a collision course? Is there anything organizations can do to create more understanding and better communication, not to mention increased productivity?

There are several things to consider:

* Generational differences in the workplace exist, and it is one of the major factors in employee discontent. Over 70% of workers interviewed in a recent ExecuNet survey said they intend to leave their jobs as soon as they can find something else. If retention is one of your top concerns, this statistic is cause to ponder the reasons.

* Succession planning takes on a whole new meaning when the current average job length is 3.7 years. In the past, it was typically a "screening out" process. Companies hired young people and "grew their own." The implied contract between employer and employee assumed lifetime employment, loyalty to the company and its goals and commitment on both sides. The company took responsibility for guiding and mentoring its employees and for providing opportunities to develop skills that would benefit, not only the immediate needs of the company, but also prepare the employee for future growth. This growth included the potential to someday occupy the executive suite. The employee cared about the company's success, was dedicated to its goals, and expected to stay there until retirement.

* Life stages are not so clearly defined any more. It is no longer a clear path from school to work to retirement. Along the way, all the stages have evolved into life cycles of learning, growing, work and play. The perception of midlife has even changed. A survey in the 1950's placed it at ages 45-55; however, the same survey in the late 1990's expanded the boundaries to ages 40-75. People are starting their families and careers later, changing more often (in both categories) and working much longer. Surveys of people in their 50's reveal that over 80% expect to work well into their seventies, and it isn't because of economics alone. High on their list of priorities is wanting to "be where the action is," to "be productive."

* Employers continue to focus on recruiting and training younger workers, although this age group frequently places freedom and independence at the top of their value systems. On the other hand, older workers, and even retirees, who want to be at the company, are rarely offered the chance for increased learning. What's wrong with this picture? By far the majority of older workers say they want training; only 16% of HR Professionals say they provide training to anyone over age 50. The discrepancy is startling.

* There is no longer a "typical" employee. Younger generations refuse to be pigeonholed or to have their lives planned and controlled by anything or anyone else. Older generations refuse to go quietly into the sunset. This is fortunate for all of us, for if they do leave, our companies will be in a crisis called "Labor Drought." They will be taking with them their expertise, experience and vast numbers, and leaving behind a much smaller cohort that has little interest in managing or being managed.

The answer then is to do everything we can to create peace in the valley of corporate America and that means beginning with a clearer perspective on the generations struggling to communicate and work together. Although there are varying labels and years placed on the groups, and certainly the transition years between each cohort are a gray area with significant overlap on either side of chasm, there is also important agreement on general characteristics. Granted these are stereotypes and not specific to any one person and to notice how those who ride the cusps of each grouping are bound to show characteristics of each. . .or even neither, being highly individual in their values and beliefs. Still, it helps us all to have more perspective in dealing with each cohort, to consider some ways they are like their generation as a whole.

1. The Elders: those born before 1946. Often referred to as the Veterans, this cohort was heavily impacted by depression era parents and too little of anything. They were taught a value system of hard work, loyalty, good manners, respect for authority, duty and personal sacrifice.

2. The Boomers were born between 1946 and 1964. Often perceived as rebelling against the rigid expectations of the proceeding generations, they were the darlings of the era, taught they could be anything they wanted to be. Optimistic, competitive, confident, they also had to cope with their own numbers. With too few school desks and not enough books, they learned to share early, but they also learned how much fun it was to lead a team.

3. Generation X came along with the confluence of the emerging technological age and the women's movement, leaving them more often to the care, feeding and guidance of techie baby sitters (television and, later, computers) and day care providers. Unimpressed with authority (absent parents, the Nixon era, etc.), they learned that heroes. . .aren't. They ask, "Why?" more often than "How?" and are reluctant to commit to much of anything. Skeptical, more likely to be direct and straightforward than diplomatic, they want to have fun, be flexible and take things as they come.

4. The Millenial Generation is under 30. Often considered a throwback to their grandparents' era, this cohort is no longer impressed with technology. It has always been a part of their lives and it's no big deal. They are a softer, gentler people who care about social and environmental issues. They are future oriented, positive, collaborative and enjoy challenging goals and opportunities to learn. They care about people, interpersonal relationships are important to them, and they are more likely to judge people based on values rather than experience and credentials.

With such different perspectives, how can they help but find it difficult to understand each other? The key is bring them together in focus groups of cross-generational teams to begin a dialogue, to open up the conversation, for with openness and genuine respect for differences can come true understanding which can lead to acceptance, if not agreement.

Jean Walker is executive vice president of OI Partners (Portland). She has more than 20 years of experience in education, management and career counseling, and she is author of The Age Advantage: Making the Most of Your Midlife Career Transition. Jean also serves as chairwoman of the Institute of Career Certification International. She can be reached at jwalker@oipartners.net or 503-221-8747.

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