Successful managers need to understand and navigate multiple generations to get the most out of today’s workforce. That includes understanding how to hire and motivate four generations of workers, according to Cam Marston who presented Friday’s NACE general session “Multi-Generational Relations in the Workplace.”
Baby boomers (aged 44 to 62) still comprise the largest segment of the U.S. workforce with 80 million workers, according to Marston. Other segments are Generation X (aged 29-43 with 45 million workers), Millennials (aged 28 and younger) and matures (aged 63 and older), which comprise only 5 percent of the workforce.
The generations often are divided into two categories, baby boomers and matures, those older than 44; and Generation X and Millennials, those younger than 44, Marston said. “The older group thinks in terms of a group orientation driven by the team and the younger group thinks in terms of the individual driven by me.”
The older group tends to focus on “we, us, team, unit and group,” Marston says, while the younger group focuses on “I, me, my, and you are special, unique and different from everybody else.”
Matures are characterized by duty, honor, sacrifice, dedication, conformity, blending in, unity and they like being called “a regular Joe,” Marston says. “They think that doing a good job is the most important thing and have a lot of national pride. They sought and accepted leadership positions and lived through hard times and prosperity.”
Baby boomers are competitive workaholics who like to exhibit signs of their success, such as trophies, plaques and certificates. “They are defined by their work and will be in the workforce for another 10 to 15 years,” Marston says. “They also are creating drugs to keep themselves alive forever.”
Baby boomers are the last generation to pay their dues the old-school way, he said. “They started low and spent a lot of time paying their dues,” he says. “They started as apprentices and ended as masters.” When Gen-Xers entered the workplace they saw that model and did not want it.
“Gen Xers question authority and their heroes are people who they have met and know,” Marston says. “They are the most loyal generation in the workforce today, although they can be cynical and pessimistic. Time is their currency and their motto is ‘seize the day.’ They are the most loyal customers and are showing up in leadership positions.”
Millennials are individuals with a group orientation. “They travel in packs like herd animals,” Marston says. “Fifteen of them will rent a bus and go to the prom together. They have been well-looked after thanks to Amber Alerts and car seats.” Gen-Xers have a hard time focusing, are more altruistic than other generations at a younger age, and were raised as their parents’ friends.
“Millennials are not adolescents, but they are not adults,” Marston says. “They have goals but are clueless about how to execute them. They are busy and stressed at a young age. Millennials expect to pay their dues in 1 to 2 years and the future for them is very short term.”
Millennials are a product of the baby boomer generation, so boomers ought not complain about their characteristics, he said.
Managers need to recognize, understand and address the gaps between generations, Marston said. Tips for managing Gen-Xers are that they are nomads and tend to prefer to be left alone. “Assign them their jobs and goals, set check-in dates and hold them to those dates,” he says. “Don’t micromanage them. Time is very important to Gen-Xers.” Reward or incentivize them with time off.
Tips for managing millennials is to provide lots of feedback. “Their goals matter to them, so ask about them,” Marston says. “Time is their currency, so consider negotiating time off with them. Rewards and personal gratitude must be delivered to them eyeball to eyeball.” Socialization, such as group gatherings and meetings are important to them, but not to Gen-Xers.
Be aware that millennials may seek a friendship with the boss, because most of their leaders have had friendship roles, he said. If millennials stay with a company 18 to 24 months, then they are likely to stay six to 10 years.
“Know which generations you are targeting and talk to then the way they want to be spoken to,” he says. “Most managers pitch their work from their generational perspective, which is not the right approach.”
