Reaching across and between generations at work

Editor's Notes

• #2: Introduce yourself & others if possible Acknowledge recent passing of Bern Beidel & George Cobbs Ask about expectations for today’s topic Intro The global workforce is evolving rapidly – here in the US, its being driven by trends in both worker demographics and perhaps to a lesser extent by employer preferences. According to Pew Research, the Millennials, defined as (those born between 1981 and 1995), now make up the largest generation in the workforce, already outnumbering both Baby Boomers and Generation Xers. And another generational wave – Generation Z - is now on the cusp of joining the workforce, and we are just beginning to learn about what that might mean for EAPs and the world of work. One caution we must insert here is that generational differences are only one aspect of our diverse work environment. We should also consider: race, ethnicity, social class, gender, religion and culture – to name a few.
• #3: 1. Our first objective is to provide some basic knowledge/Information update about contemporary and future demographic shifts in the workforce to better understand the generational context in employee values, expectations, communication styles, and mental health issues. 2. And the second objective is to link this knowledge to improve EA practice approach by exploring potential challenges and opportunities to develop more nuanced services and communications to target and reach out to these various generations and their workforce cohorts. 3. Drawing from Positive psychology and a strengths-based approach, participants will be better positioned to promote and deliver services successfully across multiple generations currently at work, and those preparing to enter the workplace.
• #4: QUESTION: Is the workforce getting older or younger? ANSWER: It depends!! As we know, the US population is living much longer and staying healthier than ever before. For various reasons, more (formerly) retirement-aged people are continuing to work, well into their 70’s and beyond. According to the BLS, in 1994 the median age of US workers was 37.7, by 2004 that climbed to 40.3 & to 41.9 by 2014. By 2024, it is expected to be 42.4. The BLS predicts the percentage of workers over 55 will grow 4% annually, 4X faster than the rest of the workforce. However, in pure numbers, the younger generations of workers already outnumber their predecessors. Also interesting to note that the ageing process is most advanced in high-income countries. Japan is home to the world’s most aged population followed by Germany, Italy, Finland and And as a result, for the first time in history, the workplace demographic is now spanning 4-5 generations: Traditionalists, Baby Boomers, Generation X, Millennials, and the newest group on the horizon -- Generation Z. What this means that a 20-year-old new hire could find themselves working next to an individual who is fifty plus years older. And new survey research supports this concern - of companies polled, 58% of their managers said they were experiencing conflict between older and younger employees (Iden, 2016). The term generation gap was originally coined for use in families like Archie Bunkers, but today this expression may have the most relevance at work. With the diverse values, experiences, and workstyles among those of different generations, there is a great potential for misunderstanding, frustration, lost opportunities and even conflict that can occur. These differences are exacerbated by the many changes that are taking place in the US workforce.
• #5: And in addition, these demographic trends should be considered in conjunction with the dynamics of recent economic, social & political changes, as these transformations have pros and cons for each generation in the workplace. As an example, just as expanded opportunities for women lead to an increase in the need for child and elder care; further adaptations will be necessary as employers are trying to fit an increasingly non-traditional workforce into their work environments. A few of these are listed on the slide, but who can add some other important changes or trends? So if we overlay the generational differences in perspectives, values, expectations, life stages and mental health needs over the changing workplace needs of employers – its not surprising to imagine that this would have implications for services for individual EAP clients and for organizational consultation.
• #6: Each generation is shaped by its context, those historical events and social developments it experiences. Thus, we can surmise that generations each have a unique lens through which they see the world as well as past and successive generations. It seems easier to identify generations by their unique behavior instead of simply counting in 20-year increments, and while there are varying opinions as to the exact time frames that define the generations, the general consensus of the major generational divides that are working together contemporaneously are the following five: Traditionalists – AKA The Silent Generation Baby Boomers Generation X Millennials – AKA Gen Y Gen Z - There are some who have identified a subcategory of Millennials, which they have referred to as Gen Zen, those born on the tail end of that generation, starting around 1996, who in fact differ significantly from those born in the early 80s. According to the Census Bureau, they number 65M - making up 25% of the current US population, and outnumbering both Millennials and Baby Boomers. Another interesting phenomenon is that perhaps due to family background or social interactions, some individuals born in the time frame of one generation, may actually adopt or exhibit characteristics of another.
• #7: Results suggested that workers from the Silent Generation placed more importance on Status and Autonomy than did Baby Boom or Generation X workers. More recent generations (Baby Boomers, Generation X & Millennials) were found to place more importance on Working Conditions, Security, Coworkers, and Compensation. Additional analyses suggest that, while the measured differences among the three generations are small, generation influences work values more so than does age. - Hansen (2011) Work Values Across Generations. J of Career Assessment. Though the bulk of Gen Z are still in high school, a 15% are pursuing bachelor's degrees, almost 10% are in some stage of vocational education, 3% are pursuing master's degrees, and 3% have already joined the workforce. Today the global workforce largely consists of individuals from three generations i.e. Baby Boomers, Generation X and Millennials as the typical Gen Z has not yet completed their education. Of these, Baby Boomers and Generation X hold a majority of top management positions whereas Millennials are typically in entry or middle management positions. By 2024 almost all of the Baby Boomers will retire.
• #8: While no one likes to be stereotyped, it is possible to make some general observations about the different characteristics between generations – and how they may experience the working world. Understanding differences between the generations is fundamental to building successful multigenerational workplace. For each generation there are particular experiences that mold specific preferences, expectations, beliefs and work style. We’ll discuss each generation and their socioeconomic experiences and how these have impacted their work and leadership styles. We’ll also talk about the fundament goals of each generation and the corresponding expectations each generation may have in the workplace.
• #9: So if we overlay these generational differences in perspectives, values, expectations, life stages and mental health needs over the changing workplace needs of employers – its not surprising to imagine that this current environment would have implications for EAPs both in individual service provision and for organizational consultation. Next, I’d like to just sketch out each of these generations and what some of their general characteristics might be. Rather than just provide you with a one-sided presentation where I tell you all I know about the subject until you are bleeding from the ears, I’d like to ask you to begin thinking about how you may have encountered or experienced some of these generational issues in your EAP – with either individual clients, work groups or entire organizations. After we quickly run through the various generations, then I’ll ask for volunteers who can provide us with case or organizational examples/experiences.
• #10: The oldest cohort in workforce, perhaps the smallest segment of the workforce, but are overwhelmingly represented in roles of authority/leadership/power. AKA the Silent Generation, born between 1925 and 1945, they were brought up in challenging times with life experiences such as the Great Depression and WW II. This economic and political uncertainty has led them to be hard working, financially conservative, and cautious. Traditionalists typically value tenacity, hard work, diligence, and thus organizational loyalty is very important to this group. From a socio-cultural perspective, this generation lived together with extended families with clearly defined roles. They operate under the premise that seniority is important to advance in one's career. They typically are somewhat averse to change, are not very risk tolerant, and they have respect for authority and conventional leadership roles. This may result in a default to a command and control style of supervision. Therefore, this generation typically sets and obeys the rules. Traditionalists are interested in building a legacy and paving a way for the next generation, and therefore in the workplace they look for stability, longevity, and anticipate to be respected for their experience and loyalty to the organization. They also usually need extensive support and training in learning new systems or programs utilizing unfamiliar technology.
• #11: Now approaching retirement age, the "boomers" are those born in the decade following the end of World War II (aged roughly 49-67). They are considered to be a generation who have "had it all", as they were raised by parents who experienced the Great Depression and brought up during the prosperous post-war era. Many of the Boomers benefited from free tertiary education and relatively low housing costs. Because they were brought up in an abundant, healthy post-war economy, they have been described as a more egocentric generation. With the rise of the middle class, people began to live separately from extended family members and the focus shifted to the nuclear family. Similarly, values shifted away from common good and more towards individual growth, ambition, and actualization. What defines the Baby Boomer generation more than anything is work. Work has been a defining part of both their self worth and their evaluation of others. Baby boomers life style typically revolves around the fact that they live to work. For this generation Balance is a quaint idea but not necessarily a reality/possibility. As such, they see the workday as 9-5. This may be a significant tension point between the Baby Boomers and the newer generations, as they expect others to have the same work ethic and work the same hours. This is especially true for the earlier part of this generation, who followed rules set by the Traditionalists.The goals of the Baby Boomers are to leave a mark and provide for their family, and therefore they expect to be provided with opportunities for growth within a stable and secure organization.
• #12: Generation X members were the first generation raised on “to do lists” and grew up with high rate of blended families, and brought up in the shadow of their influential baby boomer parents. They witnessed their parents sacrifice greatly for their employers and career. As a result, they often developed behaviors of independence, resilience and adaptability more so than previous generations. As opposed to the hard-driving Baby Boomers who live to work, they work to live. Gen Xers typically value independence in their personal and professional life. Raised in an era marked by unrest and skepticism (the Cold War, rampant corporate downsizing, the rise of AIDS epidemic) they seem to view the world with a little cynicism and distrust. Also, they are the first generation to have experienced divorce on a large scale and are likely to have changed careers several times. While their parents grew up in the era of the Civil Rights movement, Xers may be more likely to want to keep their heads down than want to change the world. Unfortunately, they have sometimes been called the "slacker" generation -- uncommitted and unfocused. Gen Xers seek opportunities for growth through training and development, they value the ability to work independently, and strive to achieve work-life balance more so than previous generations, and sometimes sacrificing job/career advancement to realize it.  
• #13: Millennials born between 1981-1995 have been portrayed as the next big generation, an enormously powerful group with the sheer numbers to transform every life stage it enters (92M vs 46M GenX). They were brought up during the ‘empowerment’ years where everyone was a winner and everyone got a medal, raised by parents who nurtured and structured their lives, they were drawn to their families for safety and security. They were also encouraged to make their own choices and taught to question authority. They were raised in a consumer economy, and as such, expect to influence the terms and conditions of their job, to accommodate their expectations. This is the basis for the ‘expecting more’ style that characterizes this generation. The view is not necessarily that they should get more per se, but rather that an employer should give more to their employees. They were brought up with an ‘empowered’ parenting style and therefore they are typically not afraid to express their opinion. Millennials (as well as X, to a lesser degree) are the first to grow up with computers and the Internet as a significant part of their lives – the internet boom really defines this generation. As such, constant experience in the networked world has had a profound impact on their style in approaching problem-solving situations. This generation comes into the workforce with networking, multiprocessing, and global-minded skills that the Traditionalists and Baby Boomers could not have imagined. The advent of interactive media such as instant messaging, text messaging, blogs, and multi player games have generated new skills and styles of collaborating and this is a defining feature that really sets this group apart. This ‘always on’ or ‘always connected’ mind-set is at the heart of some of the friction that exists between generations. Millennials and Generation X are challenged by the rigidity of the eight to five workdays, while Baby Boomers and Traditionalists may view this as a lack of structure and respect for standard practices.  
• #14: A fifth generational group is Generation Z, born after 1995. Some consider them the youngest segment of the Millennials, while others note those born on the back end of this group have plenty of different characteristics, & thus are a separate group. This post-Millennial group is today’s teens, the oldest of whom have now entered adulthood. Millennials came of age in the ’90s, a time of peace & prosperity. However, members of Generation Z grew up post-9/11 in a time of fear and awareness of vulnerability. They are anxious: 70% worry about terrorism; are pessimistic about their career and financial prospects: 79% worry about getting jobs & 72% worry about debt; are distrustful of the government: only 10% trust the government to do the right thing (vs. 20% for Millennials); & even more distrustful of business, only 6% trust corporations to do the right thing. In summary, they think the system is rigged based on race, gender, economic status, & social standing. More than any previous generation, this group was raised on the internet. Nearly unlimited immediate access to a virtual cloud of facts, figures, ideas, images & sounds has shaped their outlook and perspective. At the same time, they are isolated & scheduled to a degree that no children have never been. Having grown up in an internet-connected world, which promotes tolerance, acceptance and self-expression, this latest generation is fluid & difficult to pin down. While clearly the most tech-savvy, and more practical and pragmatic especially concerning their life goals, they may lack the expertise in interpersonal communication, critical-thinking, and problem-solving skills of earlier generations. Strategies to effectively engage members of Gen Z might involve coaching about the nuances of job responsibilities, career path advancement, and balancing personal satisfaction with social obligations.
• #15: So lets take a look at some of the common observations coworkers may make about those from different generations. Do any of these sound familiar to folks? - You may be right, but I’m the boss/Just do your job! – these statements represents expectation of full respect for authority and hierarchy that can be characteristic of many Traditionalists - She asked for feedback—what the heck is that? – the need for open and ongoing communication of expectations and assessment of performance is often a point of tension between generations -- it can be helpful to probe to understand what is motivating this type of request in younger generations. - It’s 5:00, I’m out of here. - Represents the rigid structure of a 9-5 workday, which can be another point of tension between those with differing conceptions of what a full day or being on the clock means. - The kid wants a promotion after six months on the job? – This is a reaction many traditionalists and boomers may have to the younger generations who have been conditioned to receive immediate gratification. - They have no work ethic – often this is the perception of younger workers. In fact, results of research studies on productivity between the different generations show little differences in output, only differences in approach and workstyles. Perhaps the key to better relations between and across generations is to be open minded regarding our biases and assumptions and attempt to gain a greater understanding of the circumstances that have influenced each generation. By being able learn about and to empathize with one another’s perspective of the world and the workplace as opposed to drawing stereotyped conclusions, which may lead to false impressions, miscommunications and potential conflicts.
• #16: Imagine the implications of multiple generations working together towards a common goal. Although each employee may be motivated to perform well, different generational groups may vary in meaningful ways. Clearly, there are differences in workstyles – Traditionalists may prefer a more collaborative style where as Baby Boomers may prefer independence; younger generations may work best with a more egalitarian two-way learning approach, with the premise that both parties can learn from one another. - Communication style – older generations may excel at verbal styles and prefer more formal methods, younger more written/informal - Reactions to change, new challenges, organizational politics – older more risk averse/change averse, younger may be thrive in new challenges and push for change - Rewards– what motivates workers depends on their values, so helpful to keep these in mind when structuring incentives or challenging employees to perform well (promotion may be more important to older generation where as autonomy or opportunity for flexible work schedule may be more enticing that title for the younger set; similarly external recognition & constant feedback may be more motivating to the younger set, whereas promise of future security may be more important to members of older generations.) - Perspectives on authority, loyalty, success – Members of the older generation typically equate success with authority and loyalty. However, interestingly, the younger generation may view attributes of authority and loyalty as being actually detrimental to success in today’s working world. - Area of expertise (technology, strategy, leadership, research) – this is a critical area to focus on from a generational perspective, in order to leverage the strengths of each member of the organization. How can we begin to value one another for our differences and leverage those differences as opposed to feeling frustrated by or resentful of them.
• #17: By taking a look at potential biases and assumptions, we can help promote cross-generational collaboration. When do people feel triggered by others in the workplace? Most likely there are themes you can identify. Perhaps coworkers or mangers feel frustrated and resentful every time they see a younger colleague texting during a meeting or running late for an appointment. What assumptions are being made in these situations? This gives us important information to start to challenge these suppositions and biases. Challenging some of these firmly held beliefs, perhaps in the most gentle ways possible will begin to allow us to bridge the psychological gaps. For example, challenging the notion that age and ability are directly correlated. As we all know, there are often exceptions to this rule. By suggesting the protentional positive aspects of a otherwise frustrating or challenging situation – for example, identifying the benefits that a younger manager may bring to the organization, such as new perspective, vitality, or fresh ideas. Similarly, helping to identifying the strengths of an older individual who may differ from others in fundamental workplace beliefs/expectations, and illustrating the value of their experience and insight. These are example of ways individuals can choose to embrace differences and harness different strengths and attributes, as opposed to being stymied by them.
• #18: And, in conclusion, I want to encourage everyone to remember the bottom line: despite the many differences we face, we must remember that we are all human beings with common fundamental needs and motivations. To go back to Carl Rogers: “Seek first to understand, then to be understood”. for we each set out to honestly try to understand those of different generations, we will ultimately be able to help them better understand the “generation gap” how to negotiate it and to adopt a cross generational collaborative approach. For my summary, I have relied on Jennifer Deal’s work. She is a research scientist with the Center for Creative Leadership. Her findings, based on seven years of research in which she surveyed more than 3,000 corporate leaders, are presented in her book, Retiring the Generation Gap: How Employees Young & Old Can Find Common Ground. See their website at www.ccl.org. Everyone wants respect, but often different generations don’t define it in the same way. In the study, older individuals talked about respect in terms of “giving my opinions the weight I believe they deserve,” while younger respondents characterized respect as “listen to me, pay attention to what I have to say.” We all want to feel needed, included, and successful. If we can embrace these commonalities while simultaneously working actively to understand each others differing perspectives on life and work, then we will be more effective and successful both individually and organizationally.
• #19: Copy of article on Millennials from EA Journal is posted on Linkedin page, as are additional materials