CultureCorner

Generational influence on Work and Career Advancement

by Calvin Petersen, Nylatech
Part three in a series on generational diversity by the IAPD Diversity Equity Inclusion and Belonging Task Force.
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here are numerous factors that influence how individuals approach their career. The generational category to which one belongs is a significant factor. As the average retirement age increases, so do the number of generational categories that are present in the work force. While not all who belong to one generational category share the same defining characteristics, understanding how the generational categories are determined, the unique contributing factors that influence these generations, as well as how these factors shape their views of work and careers may prove to be advantageous. The differences between each generation within a workplace can be a source of misunderstandings and potentially lead to conflict. When we work to gain understanding of the different generations, these misunderstandings or conflicts can be avoided resulting in a better work environment. Better yet, embracing the strengths of each generation can unlock huge potential within multigenerational teams.

There is no governing authority that determines when one generation begins and ends, or what it will be called. Studies indicate that societal influence on a person’s development begins at about age 12. Additionally, studies show the identity exploration and experiences of a person between the ages of 18 – 25 are quite impactful for the balance of their adult life. It follows then, that the generational categories span approximately 15 years. When World War II came to an end the annual birth rates increased significantly, and the advancements of medicine improved the chances of survival. This bulge in population became known as the Baby Boomers.

Baby Boomers
Baby Boomers were born between 1946 – 1964. Their parents’ generation are considered The Greatest Generation (sometimes called The Builders) and this resilient group endured two World Wars and the Great Depression. Instilled with the vital importance of hard work, the Baby Boomers enter the work force between 1962 – 1986. In general, Baby Boomers place their work/career above most everything else. They prove to be optimists, competitive, loyal and very hard working. Seemingly contrary to their thoughts on established authority, Baby Boomers are drawn toward structured leadership models. They believe in putting in the time, proving their value in their organizations and slowly and steadily advancing their careers. In reciprocation, the company provides financial security throughout their career and into their retirement. A well-qualified younger person specifically trained or educated who enters an upper-level position without first putting in the time with the company is a departure from this concept. This can lead to misunderstandings and resentment between the two generations. Acknowledging the value of the experienced while offering extra training on collaboration and mentorship could help ease tensions.

When it comes to work schedules, Baby Boomers typically prefer traditional nine-to-five workdays with clearly defined hours, and they often view physical presence in the office as a sign of dedication and productivity.

Grid collage of 30 diverse headshots of men and women smiling.
Many of the Baby Boomers still at work are nearing retirement. For those who have expressed thoughts on retirement, it will be helpful to develop a transitional plan that includes mentorship and a detailed work analysis on the role being vacated. Furthermore, guidance on moving from the workforce into new or expanded hobbies, volunteer opportunities and social groups can help ease the transition for retirees.
Generation X
The generation that follows the Baby Boomers is known as Generation X. Also known as a Gen Xer, they were born between 1965 – 1980. Typically, they were raised by parents who were part of the hard-working Baby Boomer generation and often arrived home from school before their parents left work. Unsurprisingly, Gen Xers are independent and require minimal supervision in the workplace. They dislike the micromanager. In contrast to the previous generation, the Gen Xer strives for work/life balance. They are goal oriented, informal, flexible and adaptable. They seek respect for their work and for their time. In a departure from hierarchal leadership structures, they value empowering teams. On average, they will change careers five times and move through 16 organizations while in the workforce. When an idea or process they develop or propose is readily dismissed, they may react defensively. To address this, provide coaching or training in teamwork, communication and servant leadership.

For career planning, establish training programs for multiple paths of career growth and financial security. These paths include career growth in very detailed and technical job functions, growth in sales and marketing functions, or career growth in management and leadership. Regarding work schedules, Gen Xers prefer flexibility within traditional business hours and appreciate having control over their time, often favoring arrangements that allow them to balance work obligations with family responsibilities.

People in an office attending a video conference call displayed on a screen.
Millennials
The well educated, tech savvy generation that follows are the Millennials (also known as Generation Y). Born between 1981 – 1996, most of this generation were in their teen years at the turn of the century and when the 9/11 attacks occurred. They are heavily impacted by mass shootings such as the Columbine school shooting. With the explosion of the “digital era,” Millennials are much more globally connected than the previous generations and very connected with their peers. They are competitive and seek to advance quickly in their careers. This generation, currently overtaking Baby Boomers as largest in the United States, also totes the highest level of undergraduate or higher degrees. Particularly noteworthy is the spike in college degrees among women. Since many stayed in school longer, this generation lived with their parents much longer than the previous generations. This is a socially conscious generation, and they place a high value on communication and collaboration. Millennials are good listeners and have a strong desire to be heard. They are motivated to put in extra hours to make things better. Millennials change jobs three times more readily than prior generations did. They want to know that what they do brings value — when left to mundane or repetitive tasks, they may feel like their gifts or talents are underutilized and become discouraged. To address this, offer rotating job functions and provide detailed career development plans that illustrate each step of career advancement. Millennials also place a huge importance on positive feedback.

With a tendency toward decentralized command structures, this generation maintains a greater flexibility in work schedules and is very adaptable to remote work. They strongly prefer flexible working hours and the ability to work remotely, often choosing positions that offer hybrid arrangements or fully remote options, prioritizing results over rigid scheduling.

Generation Z
Building on the digital era of the Millennials, the following generation, Generation Z (Gen Z or iGen), have begun to enter the workforce. Individuals of this generation are born between 1997 – 2012. They have been digitally connected their entire lives and have never known a time without the internet. Being so connected has shown impacts on mental health. Arguably considered the most resilient since the Greatest Generation, this generation experienced the COVID-19 pandemic during their emerging adult years or their formative school years. They are flexible in their work duties as well in the work hours. They strive for work/life balance and are more likely to have a “gap year” after high school. They look for organizations whose values and culture aligns with their own and may be viewed as disengaged if that alignment is not present. This well-educated, racially and ethnically diverse generation emerges as more collaborative, flexible and people oriented. They are increasingly entrepreneurial and value empathy. Offering well rounded benefits that include a focus on mental health and wellbeing are desirable for this generation and is seen as a sign of an organization with a positive work culture that values inclusion.

In terms of work schedules, Gen Z shows a strong preference for non-traditional hours with maximum flexibility, often seeking roles that allow them to work when they feel most productive, whether early morning or late night, and they expect the ability to seamlessly blend their work and personal lives through technology.

Understanding the other generations
Recruiting and retaining talented individuals is complex. There are increasingly more factors to consider, including the growing number of generations in the workplace. Emerging generations are viewed unfavorably by existing ones, yet each generation is influenced by their predecessors. A common perception is that the more junior generation lacks a strong work ethic. The current emerging generations are experiencing social, economic and historical events at crucially formative times in their lives in a way that no other generation will. Alternatively, no emerging generation can live those years and experience the events, firsthand, that the previous generations have experienced. Lori Michele-Leavitt, business excellence coach and author of the book, The Pivot Catalyst, says that commonly across all the generations, people in the workplace want to be heard. Perhaps, then, listening to each other is a key component for business, career and personal success. Further still, listening with the goal of understanding and building empathy is foundational for success.
References
  1. Arnett, Jeffrey Jensen. “Emerging Adulthood.” NOBA Project, 2024, nobaproject.com/modules/emerging-adulthood.
  2. Colet, Daniela Siqueira, et al. “Different generations and the management of their careers: Importance and potentiality.” Revista GESTO: Revista de Gestão Estratégica de Organizações, vol. 9, no. 1, 28 Nov. 2020, pp. 93–107, https://doi.org/10.31512/gesto.v9i1.283.
  3. Cox, Daniel A. “Generation Z and the Transformation of American Adolescence: How Gen Z’s Formative Experiences Shape Its Politics, Priorities, and Future – the Survey Center on American Life.” The Survey Center on American Life – A Nonprofit Organization Dedicated to Understanding the Way Cultural, Political, and Technological Changes Are Shaping the Lives of Ordinary Americans., 28 May 2024, www.americansurveycenter.org/research/generation-z-and-the-transformation-of-american-adolescence-how-gen-zs-formative-experiences-shape-its-politics-priorities-and-future/#:~:text=Many%20of%20the%20acute%20feelings,and%20where%20they%20fit%20in.
  4. Liotta, Anna Carla. Unlocking Generational Codes: Understanding What Makes the Generations Tick and What Ticks Them Off. Aviva Pub., 2012.
  5. Ross, Maria. The Empathy Edge: Harnessing the Value of Compassion as an Engine for Success. Smashwords Edition, 2019.
  6. Worthman, Carol M, et al. “When Can Parents Most Influence Their Child’s Development? Expert Knowledge and Perceived Local Realities.” PubMed Central, U.S. National Library of Medicine, Apr. 2016, pmc.ncbi.nlm.nih.gov/articles/PMC4826572/#:~:text=Formal%20cultural%20consensus%20analysis%20of,median%20age%20of%2012%20years.
Calvin Petersen is a General Manager at Nylatech, Inc. For more information, contact Nylatech, Inc. at P.O. Box 455, Everson WA 98247-0455, USA; by phone at (360) 966-2838; or online at www.nylatech.com