Motivating and Leading
an Intergenerational Workforce
Content of this eBook is based on the Ceridian Connection webinar held July 30, 2013.
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About the Author
Lisa Bull is a Baby Boomer that has been with Ceridian for more
than a decade. She wears many hats within Ceridian including
designing, building and delivering training for Ceridian employees
and for Ceridian LifeWorks services. Her specialties include
counseling psychology, employee assistance programs, health and
wellness. She also has a master’s degree in Counseling Psychology
from the University of Calgary.
Prior to Ceridian, Lisa held roles at the University of Calgary and
Rogers Broadcasting.
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Introduction
For the first time in modern history, there are four distinct
generations in the workplace. It’s not uncommon for teams to have
a 20-year-old working side by side with a 58-year-old. In my own
organization, I have a mother and daughter who work together
— the daughter is 22 and the mom is just retiring. They’ve been
successfully working together for a number of years now.
Generational differences require a different management approach
in order for the employees within those groups to really work well
together as a productive, innovative and cohesive team. There
is value in trying to understand these differences so that we can
develop the best strategies for working together.
It’s also really important for us to focus on this topic because
conflicts and clashes between the different generations sometimes
present real challenges for us as managers. Research done by
Lee Hecht Harrison in 2005 found that more than 60 percent
of employers were experiencing some kind of intergenerational
conflict within the workplace. It might not be big issues that bring
these conflicts to bear — sometimes they’re small and subtle
amongst the generations — but nonetheless there are differences,
and we want to make sure that we understand them so we can
hopefully avoid some of those conflicts.
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In this eBook you’ll learn
• Rationale for focusing on the impact of different generations on
the workforce
• How to identify the unique values, preferences and behaviors of
each generation
• How to dispel of the biases and myths regarding each generation
• Critical skills for motivating and leading each generation
• Issues which are important to all generations
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The Business Case for
Understanding Generational
Differences in the Workforce
We can’t have an
employee engagement
strategy that’s one
size fits all...
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Focusing and understanding intergenerational issues can really
help us in a number of different ways because it impacts so
many areas. For example, most organizations are concerned with
employee engagement and building cultures where all employees
feel engaged. In order to do that, we need to figure out how
we create workplaces which value, reward and recognize
employees across the generations. In other words, we can’t have
an employee engagement strategy that’s one size fits all — we
need to understand what motivates and inspires each of the
generations.
Creating an enhanced awareness of intergenerational
characteristics also builds understanding and fosters respect.
The more we talk about the similarities and differences between
generations, the more likely we are to create a healthy and
supportive culture.
...we need to
understand what
motivates and inspires
each of the generations.
Businesses that address generational issues also tend to see
improvements in their ability to attract new employees and to keep
those employees. If we’re really addressing the different needs
of each generation, it’s not surprising that we’re going to attract
workers to our workplaces because they know we really are getting
and delivering against their needs. And similarly, we’re much more
likely to retain the skilled employees that we have in place.
Finally, if our employees feel that we’re recognizing the unique
needs of their generation we’re much better able to then provide
that same kind of support and service to our customers. This
understanding and generational adaptation translates to a much
better experience for both internal and external customers.
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Generation Defined
A dictionary would define a generation as a 15-20 year period
in time. But we also know that members of a generation tend to
share a common time in history. Therefore, the age group or age
cohort shares unique formative experiences.
We consider the formative years to be about the first 20-23 years
of a person’s life. As a result of shared experiences and teachings,
people within an age cohort develop a unique set of core values
and attitudes that tend to be different from other generations.
Generational characteristics can influence a lot of the choices that
we make in life. For example, they may impact the careers that we
choose, influence the products we buy, and influence the kinds of
lifestyle we need.
Factors that define a generation
People resemble
their times more
than they resemble
their parents.
Arab proverb
• Parenting styles/guidance
• Peer group interactions
• Media and popular culture
• Historical and cultural events (e.g., moon landing,
falling of the Berlin Wall, Hurricane Katrina)
• Societal values and norms
• Technology (e.g., transistor radio, advent of
personal computers, smart phones)
• Leaders, popular icons or figures
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Four Generations
in the Workplace
While there’s not always exact agreement on the specific timeframes that each of these four
generations fall into, there’s general agreement on the names used to describe each generation.
1. Veteran/Silent Generation or Traditionalists (born between 1925-1945)
People in this generation are currently between 68-88-years old. Because of the changes in
retirement, more people are staying in the workplace longer. Currently, about 5 percent of the U.S.
workforce is made up of people who fall within this generation.
2. Baby Boomers (born between 1946-1964)
Historically, this has been the largest generation and continues to
be the largest population in the workplace today. People in this
generation fall between 49-67-years-old. Upwards of 38 percent of
our workplace today is represented by this generation.
3. Generation X (born between 1965-1980)
People in this generation are currently between 33-48-yearsold. About 32 percent of our current workforce is represented by
Generation X.
4. Generation Y or Millennials (born between 1981-2000s)
This generation is currently aged between 15-32-years-old. About
a quarter of the workforce is represented by Millennials. However, it
is estimated that by next year Millennials will account for nearly half
of the employees in the world. And, in some companies in North
America, Gen Y already constitutes a majority of the workforce.
Percentage of each
generation in the
workplace
Veterans/
Traditionalists
5%
25%
Millennials
38%
Baby Boomers
32%
Generation X
Bureau of Labor Statistics, 2010
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Here’s a handy summary of the four generations in the workforce
and some of the high-level values and events that come into play.
Generation
Names
Year of
Birth
Values
Work-related
Values
World Events/
Innovations
Veteran
1925-1945
Conformism
Obedience
Great Depression
Silent
Thrift
Loyalty
World War II
Conservatives
Maturity
Obligation
Mature
Security
Idealism
Workaholism
Kennedy/MLK assassinations
Boom(er)
Creativity
Criticism
Vietnam
Me Generation
Tolerance
Innovation
Moon landing
Baby Boomers
1946-1964
Freedom
Generation X
Individualism
Learning
Oral contraceptives
Xers
Skepticism
Entrepreneurial spirit
The Cold War
13th generation
Flexibility
Materialism
Moralism
Passion
Internet
Millennials
Confidence
Balance
MTV
Generation Next
Positivity
Leisure
9/11 attacks
Environmental
consciousness
Security
Fall of the Eastern Block
Generation Y
1965-1980
1981-2000s
Managing the Multigenerational Workforce
Delcampo, Haggerty, Haney, Knippel.
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Counterculture movement
What generation do you feel you know the least about?
19.7%
Veterans/
Traditionalists
1927-1945
56.5%
Generation Y
1980-1998
5.4%
Baby Boomers
1946-1964
18.4%
Generation X
1965-1980
Source: 325 participants of Ceridian Connection
webinar July 30, 2013
It’s pretty common to feel most comfortable and confident about
the generation that you fall into. As you continue through this
eBook, reflect upon your own team and its intergenerational
makeup. As you gain a bit more information about each generation,
you should start to feel a bit more comfortable.
I also want to remind you that good management practices are
critical for all generations. One size doesn’t necessarily fit all, so
we want to look for the subtle but important differences across
the generations so that we know how to best apply our strong
management practices.
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Generational Myths, Realities
and Best Practices
Let’s start by having a look at some of the myths that exist about the Traditionalist generation.
MYTH
REALITY
MYTH
REALITY
MYTH
REALITY
Older workers can’t learn technology.
Older workers get sick more often
than younger workers.
Older workers are not as productive.
When training is done in a respectful and
low-stress environment, older adults are
willing students.
Mature workers are less likely to have
dependent children/care responsibilities
and use less time for short-term
illnesses.
Research suggests no significant
relationship between age and productivity.
Research dispels each of these three myths about the Traditionalist generation. One of the things that
sometimes gets suggested is that as people age there can be occasional cognitive declines that happen.
However, what we have seen and what the research shows us is that when you combine strong experience
with a mature worker you will often offset any kind of cognitive declines.
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Motivating Strategies
for Veteran/Traditionalist
Generation:
Employees in this generation want to know that what they bring to
the workplace is respected, and that we look at experience as an
asset and not a liability. We respect the fact that they’ve worked
hard for many years and that they’ve persevered in a career.
“Your
experience
is respected
here.”
This generation is one that prefers a personal touch. When
possible, a face-to-face meeting will go a long way. They like to
be asked what’s worked well in the past. Draw on their experience
and provide them with opportunities to share that experience.
Many organizations set up mentoring programs where they pair
a more senior member of a team with someone who is newer to
the team. This is a great way to bring the new team member up
to speed while providing the Traditionalist with an opportunity to
share the rich body of learning that they have.
From a communication perspective, this is a generation that in
general would prefer things like memos, letters, and personal
notes. If you’re thinking about rewards and recognition, any kind of
tangible symbol of loyalty and service, like plaques and certificates,
help demonstrate that you appreciate their loyalty and experience.
There are some things you should avoid with this generation –
touchy-feely approaches, trendy or experimental management
styles, profanity or slang. Traditionalists may be uncomfortable with
conflict and can sometimes struggle with adaptability. There may
be some reluctance to “buck” the system or to do things differently
than the way they’ve always been done. This is a generation that
values consistency, organization and structure. So, if you as a
manager or a leader are appearing inconsistent or disorganized
in your approach, that’s something that is probably going to be
demotivating for this group.
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Now let’s review some of the myths surrounding Baby Boomers.
MYTH
REALITY
MYTH
REALITY
MYTH
REALITY
Baby Boomers are workaholics.
Baby Boomers are self-focused.
Baby Boomers have quit learning.
Boomers report being committed to a
slower pace and simplification.
Research suggests that 58% of
Boomers are interested in finding work
that “contributes to the greater good.”
One research study shows that
Boomers are enrolling in learning
programs at record rates.
A primary myth around Baby Boomers is that they are a very self focused generation, when in fact many
Boomers are committed to finding meaningful work in areas such as education or social services. As with the
other two myths, the reality is often very different for this generation.
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Motivating Strategies
for the Baby Boomer
Generation:
“Your opinion
is valued.”
This is the slogan we’d embroider on a t-shirt or put on a bumper
sticker to inspire and engage Boomers. It’s highly important to
this generation to feel that their opinions and their input is valued
and heard.
Since some of this generation may be beginning to retire, flexible
work arrangements and schedules are desirable. Many people
in this generation also find themselves in what has been called
the Sandwich Generation — responsible for children at home/
college as well as older family members. And so this generation
is motivated by a workplace that provides them with the
opportunity to tend to those caregiving needs.
Boomers are looking for challenging work opportunities; ways
to get involved and make a difference. They are looking for
opportunities to take a phased approach to retirement. Being
able to go to a part time work schedule and ease into retirement,
fulfill this generation’s desire to contribute as well as to meet
financial needs.
Your opinion
is valued.
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One of the things that can be very motivating for Baby Boomers
is when we’re able to offer incentives that include things like
health and wellness programs that allow them to focus on their
overall well-being. Staying healthy can be particularly important
for those who have caregiving responsibilities at both ends of the
age spectrum.
From a communication perspective, picking up the phone works
well with Baby Boomers as does any other personal interaction.
Rewards and recognition for strong work ethic and long hours are
typically well received.
Potential liabilities to watch for with Boomers include lack of
budget focus, reluctance to go against their peers, and putting
process ahead of results.
As a manager or a leader of this generation, it’s really important to
be open and listen to input and opinions. Any kind of bureaucratic
red tape — anything that’s going to slow down process — is
something to avoid. An attitude of disinterest is something that can
be off-putting for employees within this generation.
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What motivates you the most?
46.2%
15.4%
Flexible work schedule
An opportunity to share your experience with others
20.8%
17.5%
Autonomy
Regular/on-going feedback
Source: 325 participants of Ceridian Connection
webinar July 30, 2013
Often when we’re thinking about working with our employees, we
tend to fall back on the things that motivate us and assume that it’s
the same for all groups. Keep in mind the “titanium rule” (a little bit
different than the golden rule) which is to “do unto others keeping
their personal preferences in mind.” Again, we need to recognize
that what is motivating to us might not always be motivating for
employees from a different generation.
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Now here are a couple of common myths about Generation X.
MYTH
REALITY
MYTH
REALITY
Gen Xers aren’t willing to work hard.
Gen Xers are cynical and
disconnected.
This generation will work hard – devoting
more hours at work than average.*
This generation prefers “pragmatic” as
a description saying that they bring a
realistic perspective to the workplace.
*The Generation X Report University of Michigan’s Longitudinal Study of American Youth. (2011)
Movies have been made around GenX (remember Reality Bites?) that highlighted a couple of these myths.
This generation is often considered to be “slackers” that aren’t willing to work hard. Research dispels this
myth finding that Gen Xers often devote more hours at work than the average. The survey found that 86
percent of Gen Xers were employed and about 70 percent of them were devoting 40 or more hours of work
each week. One of the things that Gen Xers say about themselves is that they are willing to work hard;
they’re just not willing to work a 60 hour week for 40 hours worth of pay.
Instead of thinking of Gen Xers as negative cynics, this generation would prefer to be considered pragmatic.
They argue that they bring a more realistic perspective to the workplace. And Gen Xers are far from
disconnected — 95 percent of those surveyed report talking with friends or family on the phone at least
once per week. In fact, one in three Gen Xers reported they were an active member of a church or a religious
order. This generation does believe in positive, hopeful things in a practical way.
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Motivating Strategies
for Generation X:
“Do it your
way.”
What this generation is looking for is a workplace that provides
them with a lot of different options for their workplace schedule
and approach. While it may seem unconventional, letting this
group come up with what works for them to get the job done
can be very effective.
This is also a generation that is comfortable with and likes to work
on their own. It’s a group that likes crisp, fast feedback. (FAST
being the acronym for Frequent, Accurate, Specific and Timely
feedback.) So, provide your Gen Xer with data on what they’re
doing right and make sure you’re following the FAST model.
It’s important to note that while pay is more important to this
generation than any other, it’s still not one of the top drivers of
employee engagement. About 16 percent of Gen X indicated pay
was their number one motivator in the workplace compared to
about 10 percent for the other three generations.
Preferred communication for Gen X includes quick, easy
channels such as voicemail or email. Effective rewards and
recognition include additional free time, upgrades to resources/
technology, and any career opportunities or certifications.
Potential liabilities to watch for with Gen X include enhanced
skepticism and distrust of authority. As a manager or leader, avoid
micromanaging this group. They really like to focus on outcomes,
so don’t become too hung up on process. Being genuine is highly
valued by this generation, so anything that appears disingenuous
or looks like “schmoozing” should be avoided.
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To complete our analysis of generational myths, realities and best practices, we’ll focus on the Millennials.
MYTH
REALITY
MYTH
REALITY
MYTH
REALITY
Millennials have a sense of entitlement.
Millennials are self-focused – just in it
for themselves.
Millennials have a lot in common with
Gen Xers.
One study of U.S. employees found that
Millennials have an “entrepreneurial spirit.”
Research indicates that this generation
has the highest levels of social concern/
responsibility since the 1960s.
This generation actually has more in
common with Baby Boomers and
Traditionalists.
2013 Millennial Impact Report http://www.themillennialimpact.com/2013research
Lots of myths abound for this generation of our newest workers. The primary rap against Millennials is
that they have a sense of entitlement. However, recent research dispels this myth with the finding that this
group self-identifies as entrepreneurial. They are prepared to work hard, but not at the expense of balance.
Millennials want to be able to do what matters to them outside of work, and this may be misread as
entitlement.
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As the Millennial Impact Report uncovered, this generation
has high levels of social concern and responsibility. In fact,
83 percent of Millennial survey respondents made a financial
donation in 2012 and 63 percent reported volunteering for a
nonprofit. Millennials express a real commitment to making a
difference in the world, and that’s not just about work but about
giving back to the community.
Millennials also share some common values, such as security,
contribution and collaboration, which align them more closely
with the Baby Boomer and Traditionalist generations than they
do with Generation X.
In the U.S., about 20 percent of people between the
ages of 25-34 currently live in multigenerational homes.]
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Motivating Strategies
for Millennials:
“You’ll be
working with
other bright
and creative
people.”
Millennials have a strong desire to be in a vibrant work
environment. This is a generation that craves constant and
ongoing feedback. I see this illustrated in my current work team.
One of my Millennial employees said to me the other day, “My
mom tells me not to keep asking for feedback, but I really want it.
So, how am I doing?”
Millennials are engaged when they receive guidance and
coaching around career opportunities. So it’s really important to
help them understand what the future holds and what’s in store
for them in terms of their career.
As managers and leaders, anything we can do to help Millennials
connect to work that’s personally fulfilling and meaningful is
impactful. Any kind of training, particularly training around how to
advance their career, is also valued.
This generation wants to work for an organization that values
some sort of personal and work-life balance. In PWC’s 2012
NextGen Study, they found that the number one engager for this
group was work-life balance.
This is a group that grew up with technology — many of them
were using computers when they were five years old. So, it’s
no big surprise that this generation prefers communications
such as instant messaging, texts, emails, and blogs. In terms of
reward and recognition, certificates or other tangible rewards are
motivating as evidence of credibility.
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Because Millennials may not have much depth of experience,
they do tend to need supervision and structure. This lack of
experience can really come into play as Millennials deal with
difficult people issues, so they may need extra coaching and
mentoring to help them address some of these situations.
As leaders and managers, you need to treat this group with
respect. Just like the Traditionalist generation, Millennials value
politeness and good manners — it just may sound and look
a little different. It’s important not to come across as cynical,
sarcastic or condescending. This is devaluing their skills and
experiences which can be highly demotivating for this group.
Avoid being threatened by the tech savvy that this group brings
to our teams. Instead, take advantage of this technical expertise
and comfort and learn from it. As a Baby Boomer leader, I reach
out to my Millennials on a regular basis and ask them to show
me, help me and teach me.
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Managing Across the Generations
In this eBook we’ve covered the specific and unique characteristics of each of the generations. But what do
these generations have in common? We know that good management practices cross all generations, so
what are some things that are important to all groups?
Personal fulfillment and
satisfaction at work
Employees of all ages and generations see work as more than
just a paycheck. They see their job as a way of getting personal
fulfillment and satisfaction.
• Pay/money is not the top indicator of job satisfaction; it falls in
the top five indicators.
Feeling valued at work
The highest indicator of job satisfaction is when an employee can say,
“I feel like what I do matters. I think the work that I do is valued here.”
Supportive environment
Employees want to work in an environment that is supportive and
where they are recognized and rewarded for their efforts. While the
way we reward and recognize may vary across the generations,
everyone wants to feel appreciated.
• More than 70 percenti rate a supportive environment as
important.
i
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Leading a Multigenerational Workforce, AARP 2007
Flexibility
The theme of flexible work environments cuts across all
generations.
• More than 70 percentii of workers would like to set their
own hours.
Career development
To feel engaged, the majority of employees want some level of
career development and growth. Managers can support this priority
by having discussions with employees about their goals and by
providing opportunities to strengthen their skills and experiences.
• Nearly 75 percentiii of all employees rate career development as
a high priority.
ii
Leading a Multigenerational Workforce, AARP 2007
iii
Leading a Multigenerational Workforce, AARP 2007
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Conclusion and Next Steps
While understanding what makes each generation “tick” can be useful context in the workplace, it shouldn’t
replace best practice communication and management principles.
Taking the tools provided in this eBook, think about the generational makeup of your team and your current
management/motivational approach:
What is one thing you can start doing
differently right away?
What is one thing that you can stop doing
or change right away?
What are you currently doing well that you
will continue to do?
Remember, we each approach our work environments with different perspectives that may be influenced
by our own generational group. Avoid stereotyping your team members based on their generation. Instead,
embrace the unique values and experiences each employee brings to the team.
The value of having this generational information and data is using it to enhance your empathy and
understanding of others. When we become better listeners and improve our communications on our
multigenerational teams, our teams will ultimately become more effective.
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