Generational Differences in the Workplace
Dr. Tracy Russo, Communication Studies, University of Kansas
March, 2009
Older and younger generations both say of the other, “They just don’t get it.”
We are anchored in time
 Beloit College’s Mindset 2008, Class of 2012
Three dilemmas contribute to perceived conflict among generations
 Formative years dilemma
 Readiness dilemma
 Experienced talent dilemma
Four generations currently in the workplace
 Veterans/Builders (Born before 1946)
 Baby Boomers (Born 1946 – 1964 and now aged 45-63)
 Generation X (Born 1964 – 1977 and now 32-45)
 Generation Y (Born 1978 – 1990 and now 19-31)
One more generation will enter soon -- Millennials (Born 1991 and later and now 18 and younger)
Generational differences in action -- Questioning
 Is it appropriate to question or challenge the status quo?
 Traditionalists and Boomers may not see this as appropriate
 Gen X and Gen Y have been taught to speak up
Generational differences in action -- Feedback
 Traditionalists – “No news is good news”
 Boomers – “Feedback once a year and lots of documentation”
 Gen X – “Sorry to interrupt, but how am I doing?”
 Gen Y – “I seek feedback whenever I want at the push of a button”
 Millennials: “Work flexibly anywhere, but I need complete access to information and the answer
to ‘Why?’ Work anytime … on my terms. Work even more? That is so lame. I’m texting all my
friends to tell them how lame you are!”
Different attitudes toward work
 Baby boomers: “Work, work, work. It’s what we’re about.”
 Gen Xers: “Work. Work more with flexibility. Work even more? Let’s talk!” •
Boomers on the job
Assets
 Driven, ready to go the extra mile
 Good at relationship, wanting to please
 Good team players
Liabilities
 Uncomfortable with conflict; reluctant to go against peers
 Self-centered, judgmental
 Overly sensitive to feedback
Working with Boomers
 Listen and honor their opinions, skills, knowledge, potential and contributions
 Tap into their entrepreneurial impulses
 Help them reconcile long- and short-term concerns
 Coach, rather than dictate
Gen X on the job
Assets
 Adaptable, independent, not intimidated by authority
 Techno-literate
 Creative
Liabilities
 Impatient, inexperienced
 Poor people skills
 Cynical
Compared to Boomers, Gen Xers are
 Less loyal to the organization, more “me” oriented
 Eager to be promoted more quickly
 Less likely to see work as central part of life
 More idealistic
 Seeking balance between work and personal goals
Working with Gen X
 Extend opportunities to develop and use skills; provide training
 Make career development opportunities clear
 Where possible, provide flexible work arrangements
 Provide access to mentors, coaches, decision makers
 Connect their success with the organization’s
Generation Y characteristics
 Wanted; protected
 Sheltered
 Confident
 Team-oriented
 Pressured/stressed
 Conventional
 Wired
Gen Y in the office
Positives
 Optimism, tenacity, heroic spirit
 Technological savvy
 High performance when given clear goals
 Ability to multi-task
 Ability and desire to work in teams, cooperation, collective action
Liabilities
 Need for structure and supervision
 Inexperience, especially with difficult people issues
 Desire for constant feedback
 Weakness in basic job skills such as punctuality and proper dress, intuiting organizational culture
and norms
Working with Gen Y
 Connect individually
 Provide resources, tools, learning goals to progress “just-in-time”
 Don’t condescend; tell them what you want of them
 Connect rewards and incentives clearly to performance and support with prompt feedback and
recognition
 Consider how to make Gen Y workers meet their high expectations of themselves
 Teach basic self-management skills
Sources of Conflict: Clout and who wants it
Behavior the older generation accepts is considered the standard
So long as the younger generation complies, there is no generation gap
Natural desire of older people to maintain their clout and of younger people to increase theirs
Sources of Conflict: Perceptions of respect
Different definitions of respect
People in authority want their decisions to be respected
Older people want their experience and wisdom to be respected and deferred to
Younger people want their fresh ideas and suggestions to be respected
Research shows
Our birth years and generation’s place in history do influence our worldview
HOWEVER - The generations value essentially the same things in organizations
 Differences may reflect life stages and experience more than generations
 Individual differences are equally important
What the generations want
 To trust our superiors
 To have balanced autonomy and support
 To avoid threatening changes
 To receive feedback
 To feel valued
 To have an opportunity to learn
Three Rs and Three Cs: We all want to be
Respected
Recognized
Remembered
Coached
Consulted
Connected
Managing the generations: FOCUS ON THE WORK
Focus on meaning and purpose
Define group mission, tasks, deadlines
Define individual missions
Acknowledge individual uniqueness
Support workplace teaching and learning
Managing the generations: COMMUNICATE
Make opportunities to communicate
Specify, don’t imply -- tell each person what you need from him or her
Choose channel thoughtfully
Acknowledge individuality; draw on others’ expertise and creativity
Provide feedback and ask for feedback
Tracy Russo, Ph.D.
Associate Professor, Communication Studies
University of Kansas
trusso@ku.edu