Managing Generational Diversity in the 21st Century

Abstract

EXECTIVE SUMMARY I examine the three prominent generations in the workforce in the 21st century: Baby Boomers (born 1946 to 1964), Generation X (born 1965 to 1980), and Generation Y (born after 1980). I first summarize differences among the generations and then describe how to manage the three generations on common themes, such as communication, training, and leadership. I examine suggested areas of research within generational diversity. Key Words: Baby boomers, Generation X, Generation Y, Diversity, Managing generations INTRODUCTION One daunting task facing managers in the 21st century is how to manage the three generations currently in the workforce: Baby Boomers (born 1946 to 1964), Generation X (born 1965 to 1980), and Generation Y (born after 1980). There are significant ramifications in terms of leading, training, and motivating members from these three disparate generations. This article first examines the characteristics of these three generations. Then the article provides recommendations for managing personnel from these three generations. CHARACTERISTICS OF THE THREE GENERATIONS Characteristics of Baby Boomers The following draws from a number of sources (Bernstein, 2006; Byham, 2008; Cennamo & Gardner, 2008; Holtzman, Kruger, & Srock, 2009; Lancaster & Stillman, 2002; Marsten, 2007) Boomers are at the top of most organizational hierarchies. They are the executives and senior managers. They control the power in most organizations. Moreover, they retain much of the corporate memory. They know the ins and outs of the organization, who can get you ahead, and who to avoid. When they leave, there is a large gap in the flow of organizational processes. They are technical laggards. They grew up with mainframe computers, dial phones, and only slowly adopted personal computers. They have cell phones but don't talk incessantly on their phones and don't text message. Their defining technology is television. They are very competitive. Their great numbers meant that they had to compete for entrance to college and into the work force. At the same time, they were raised with great expectations for success. They have greatly changed every institution they entered. Their preferred communication style is face to face open and direct communication, although they are using electronic media more. Voice mail may be considered impersonal. Face time is important to them. Baby Boomers respond positively to themes like You are valued here, We need you, and Your contributions are unique and important. Their preferred leadership style is they want to participate actively in decision making occurring in a fair and equitable playing field. They prefer leadership that emphasizes consensus-building. Baby Boomers desire flexible work hours. They want time to follow their off- work passions as well as their work passions. They prefer to gradually phase out of the organization, rather than retire with a clean break as their parents (the Matures) did. In this phase out, they take on roles such as coach for Generations X and Y and as internal consultant to the organization. Baby Boomers are considered to be higher cost employees. They are at the top of their earning capacity. At the same time, they are beginning to experience age-related medical problems. In short, they are expensive employees. This generation is defined by the job. They tend to be workaholics who work 55 hours per week. They describe their worth in terms of their jobs. They measure success in terms of trophies and plaques in their workplace and conspicuous consumption of houses, cars, and clothing. This conspicuous consumption along with the power of sheer numbers identified Baby Boomers as the Me Generation. Baby Boomers possess several advantages. They have a strong work ethic, which leads them to go the extra mile in work. They know the organization inside and out. …

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