Managing Generation X and Y
Gregory P. Smith
Today’s
workforce consists of four distinct generations. Each brings its own set
of behaviors, demands, expectations and values. Additionally, each
generation brings its own set of stereotypes and myths. In today's
age-diverse workplace, one management style does not work for all.
|
Generation |
Traditionalists |
Baby Boomers |
Gen X |
Millennials |
|
Birth Years |
1922-1945 |
1946-1964 |
1965-1980 |
1981-2000 |
|
Age |
63 - 68 |
44 – 62 |
28 – 43 |
8 – 27 |
In
general, Gen X employees are those born during the latter part of
the 60s, during the 70’s and the very early 80s. This group brings challenges as well as new ideas into the labor market. Generation X
employees want (and demand) benefits (such as stock option plans, health
care insurance, etc.) and time off (paid vacation, sick days, personal
leave days). They tend to be less motivated by promises of overtime
pay and more motivated by personal satisfaction with their jobs. The
number one benefit for Generation X employees is development and training.
They want to grow in their jobs and learn new skills.
Unlike their parents and
grandparents, Generation X employees do not anticipate staying with one
job or company throughout their entire career. They have seen their
parents laid off. Many of them have grown up in divorced family
situations. They expect to change jobs as they seek employment that
offers them both better benefits and more opportunity for professional
growth as well as personal fulfillment.
Gen X employees
want, and expect, their employers to hear what they have to say.
They have an interest in understanding the “big picture” for the company
and how this influences their employment and growth. They are less
likely to accept a “because I said so” attitude from a supervisor.
What are some of the things
that an employer/manager can do to motivate these employees for maximum
productivity? Five general areas come to mind.
Take time to be personal.
Thank an employee for doing a good job (in person, in writing, or both).
Listen to what employees have to say, both in a one-on-one situation and
in a group meeting.
Encourage employee
growth. Provide feedback
on the employee’s performance. Be specific; mention a particular
situation or activity. Make sure the employee understands company
expectations. Involve the employee in the decision-making process
whenever possible. Let the employee know what happened to the idea
or suggestion he or she submitted. Give an employee room to do the job
without unnecessary restrictions. Pay for employees to attend
workshops and seminars; offer on-site classes where employees can learn
new skills or improve upon old ones. Most jobs contain a certain
amount of routine, day-to-day work; offer employees a chance to work on
something in which they have a special interest, something that will
challenge them.
Reward and promote
people. Recognize an
employee who has done an outstanding job by giving an unexpected reward,
such as a day off or a free dinner for the employee and his family at a
nice restaurant. Do not penalize an employee who is doing such
a great job in the present situation that you do not want him or her to
move to a new position. The employee who deserves a promotion
and does not get it will very likely start to look elsewhere for the
opportunity to move upward.
Help employees
understand how the business operates.
Employees need to experience a sense of ownership. Encourage this by
providing them with information about new products, advertising campaigns,
strategies for competing, etc. Let each employee see how he or she
fits into the plan. Help employees see how meeting their goals
contribute to meeting the organization’s goals.
Build morale.
Have an open work environment; encourage initiative and welcome new ideas.
Don’t be afraid to spend a few dollars for such things as free coffee for
employees, M&M’s or ordering a meal for employees who have to work
overtime. Take time to speak with an employee’s spouse or family
when you meet them and let them know you appreciate the employee.
Remember, Generation X
employees look for more than just fair pay: they need and want personal
acknowledgment and job satisfaction.
See
what Gen X and Baby Boomers think of each other.
Click here.
|
 |
The Millennials Are Coming
The babies of the baby-boomers are now in the workforce, and they're
not playing by the old rules. They are tech savvy; they multitask
with ease; and they don't plan to stay long on a job that doesn't
quickly recognize their unique talents. They want a job that
deserves them, and not vice versa. It's an attitude that's turning
corporate America inside out to figure out how to keep their young
workers happy and on the job. Morley Safer reports.
$17.95
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