Understanding Boomers, Gen X, Gen Y and Gen Z in the workplace

In families you expect different generations with different opinions and experiences. It’s natural, and you might not agree with everything everyone says but it’s family so you get on with it.

In the workplace you have that same blend of different generations. But this time you aren’t related to them, and you can’t just ignore it, you have to work together and be productive.

It’s the one place where multi-generational differences can cause friction. With each generation having different expectations and demands, there’s potentially a HR nightmare waiting to happen.

That’s why when it come to managing multi-generational teams you need to be proactive and recognise the differences, and strengths of each generation, rather than just ignoring them.

But before you can do that you need to understand those differences yourself.

Generation guide

If you’re confusing your Gen X with your Gen Z and don’t have a clue where boomers and millennials fit in then here's a handy breakdown:

• The Silent Generation: Also called also called "Traditionalists," who were born between 1928-1946.
• Boomers: Born between 1946-1964, aged between 56-75 and nearing retirement. 15% of the workforce.
• Gen X: Born between 1965-1980, aged between 40-56. 33% of the workforce.
• Gen Y or Millennials: Born between 1981-1994, aged between 27-40. 40% of the workforce.
• Gen Z: Born between 1995-2009, aged between 14-26. 10% of the workforce.

Source: Find your audience

With around 59 years between the youngest and oldest workers of the generations it’s clear to see why there could be tension when working together.

Why do we need to think about generational differences?

Leaving age to one side. When you think about any disagreements you’ve experienced, or witnessed, at work it’s likely that it comes down to work ethics, communication style, or a clash of values. Managing and understanding those differences is key to a harmonious workforce.

By better understanding how generational differences can impact those areas, you can then start to harness the power of multi-generational teams.

89% of talent professionals believe that a multi-generational workforce is a factor in a successful business. With 87% of US workers saying innovation and problem solving is increased by multi-generational working.

Having a mixture of ages, increases the diversity of an organisation and that’s only ever a good thing.

The thing about generational tags is that they’re stereotypes, and they aren’t always accurate. Yes, they give a good indication of general trends but we need to be careful not to make assumptions about individuals and their way of working just because they’re a certain age.

In an analysis of 20 different studies with nearly 20,000 people it found small and inconsistent differences in job attitudes across age groups. Showing that while individuals might experience a change in their needs these aren’t as commonplace as thought. But what is common place is people’s belief that those differences do exist.

Perhaps challenging our thinking about generational differences to focus on the commonalities that unite us, rather than those factors that divide us.

Boomers

Need to know

Having experienced traditional ways of working most of their careers, their views equate work to self worth and are motivated by traditional perks - think salary, bonuses, along with job titles and prestige.

Pressures outside work will come from worries around retirement, pensions and financial planning. They may end up working later in life than they’d planned to if they haven’t already retired.

What should line managers consider?

With a fairly rigid approach to work, they excel best in traditional, hierarchical environments. For those boomers working in roles that have embraced flexible and remote working, it can cause some confusion around where and how they fit in.

Clear, specific goals, deadlines and expectations are the way to get the best from this group of people. While giving them opportunities to share their knowledge through mentoring opportunities.

Gen X

Need to know

The latch-key kid generation (if you don’t know Google it) are independent workers. Having grown up with both parents working hard, the idea of hard work is instilled into them. They aren’t shy of putting in the hours and to get ahead.

What should line managers consider?

An experienced, independent, self-motivated group of workers? A line manager’s dream surely? With direct feedback and opportunities for them to make decisions, own their tasks or maintain some degree of autonomy over their work they can be.

But micromanage or stifle them and they’ll start to be come disengaged and unhappy in their jobs.

Gen Y / Millennials

Need to know

Gen Y are more likely to change jobs every couple of years, looking for better pay and benefits. But they also love personal development opportunities and flexibility. What don’t they love? Feeling like they’re reached a dead end.

As the original tech generation, it can be easy to think that Gen Y, or Millennials are aligned with Gen Z. But the reality is they have widely different attitudes.

What do line managers need to consider?

The personal touch goes a long way with Gen Y employees. Getting to know them on a personal level, giving them updates around their progress, giving them opportunities to develop or work remotely or flexibly are key ways to engage with this employee.

They have high expectations around work-life balance and many would choose that over a pay increase. Their expectations also extend to tech options to support their on-the-go lifestyle and they look for employers that are as tech savvy as they are.

Gen Z

Need to know

By comparison Gen Z is totally different. They want a sense of fulfilment and a sense of purpose. They want to make a positive difference. That also means that work may not be the most important thing in their lives, unlike previous generations. Instead their health and wellbeing are central to their decisions.

What should line managers consider?

As the most diverse generation yet, it’s only natural that diversity and inclusions matters to these workers. They’re looking for employers that walk the walk and follow through on any D&I claims they make.

Completing their education and training under the shadow of Covid-19 means that they are used to autonomy and self-direction and these things needs to be factored into the way they work. Opportunities to multitask, or choose which task to work on next, along with a work-life balance are key in the management of Gen Z.

Gen Z and beyond, the future of employment

Gen Z is still new to the world of work. But that doesn’t mean they aren’t making waves already. With such polar opposite views to boomers and even Gen X, it’s clear that the situation needs managing. Take for instance, the belief by Gen Z that they are going to work their hours and leave on time. To the hard working Gen Xers that can be seen as a lack of commitment to the job.

How can managers effectively integrate Gen Z into the workforce and keep them?

Instead of looking at them as a generation that’s come to change things unnecessarily, reframe your thoughts into looking at them as a breath of fresh air.

●????? Look at how independent working can be embraced

●????? Leverage their drive and creativity on projects

●????? Use their desire for work-life balance to benefit all workers

●????? Trial flexible working and make the shift in your business

Change can be daunting, and having young forthright candidates come in who know what they want and aren’t afraid to fight for it is even more daunting. But if you can harness their fire, their spark then think of the impact they can have on the business.

Don’t worry, we’re sure the world of work will be an entirely different place by the time Generation Alpha reaches 18.

Words of wisdom for Gen Z candidates

This generation knows what they want and they won’t stop until they get it. On the one hand, that’s amazing - the passion, authenticity and drive is unrivalled. On the other hand, there sometimes needs to be a pinch of realism in their expectations.

While they might not agree with traditional ways of working or previous decisions, there’s a lot they can learn from older generations.

For those starting or early in their career while a fully home based role sounds idyllic, spending time in the office to observe how others work and to learn from them will provide so much value it shouldn’t be ignored.

Those learnings and the time spent engaging with experienced workers will only give them more fuel to succeed later in their careers.