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This blog sees generation X, Y, Z explained<\/strong> and sets out how organizations can keep all of their multigenerational employees happy<\/strong>.<\/p>\n <\/p>\n Perhaps uniquely in history, companies today have to manage multigenerational workforces with a wider range of different values, generation work ethics and generation workplace characteristics<\/strong>. Each generation has been formed by specific experiences which influence their thinking about work. These experiences and values vary considerably, meaning that HR policies that appeal to one generation might upset employees from another generation and cause them to leave<\/strong>. There may be friction between generations that companies have to deal with if they are to motivate everyone to work effectively.<\/p>\n <\/p>\n At the same time organizations need the skills and experiences that every generation brings<\/strong> \u2013 after all, they have to appeal to consumers that also span different generations and demographics. Organizations must put in place strong, empathetic leadership<\/strong> that understands every member of the team as an individual and as a part of their generation in order to harness their talents effectively.<\/p>\n \u00a0<\/strong><\/p>\n <\/p>\n Baby Boomers<\/strong> (born 1945-1965; c21% of the US population): the post-war generation. They are formal and focused on stability and rules. <\/strong><\/p>\n <\/p>\n Generation X<\/strong> (born 1965-1981; c20% of the US population): unlike their baby boomer parents, Gen X want to be independent and less formal<\/strong>. Read our Gen X Deep Dive.<\/a><\/p>\n <\/p>\n Generation Y\/Millennials<\/strong> (born 1981-1996; c22% of the US population): the Millennial generation. Ambitious, with high expectations, they are self-confident and question everything<\/strong>. Read our Gen Y Deep Dive.<\/a><\/p>\n <\/p>\n Generation Z\/Zoomers<\/strong> (born 1996-2012; c21% of the US population): the newest generation to enter the workplace. They\u2019ve been through a lot in their lives, including financial recessions and COVID at key points in their development and are the most diverse generation yet. <\/strong>Read our Gen Z Deep Dive.<\/a><\/p>\n <\/p>\n Each generation has its own expectations when it comes to work:<\/strong><\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n Each generation responds best to specific working environments<\/strong>. These different elements can be broadly grouped into six areas:<\/p>\n <\/p>\n Baby boomers like to follow rules and operate in a formal, structured hierarchy<\/strong>. They like to be told what to do. Given that many are now very senior leaders this means their default behavior is to manage people in this way. Gen X, Y, Z are all quite different, being much less formal and demanding openness<\/strong> and independence in how they do their jobs. Forcing them to work in set ways will cause resentment and may mean they leave.<\/p>\n <\/p>\n Perhaps in reaction to the workaholic characteristics of baby boomers, subsequent cohorts, particularly Gen X, value generation work\/life balance<\/strong>. They are happy to work hard but want a strong home and social life too. Therefore, expecting them to work excessive overtime is viewed extremely negatively. This desire for balance<\/strong> means Gen X, Y and Z are keen on flexible working<\/strong>, in terms of both where they work and working hours.<\/p>\n <\/p>\n Gen X is the most independent of the generations<\/strong> due to its position as the first cohort which had both parents working. Gen Xers are therefore self-reliant and used to just getting on with their jobs<\/strong>, coming up with solutions as required. In contrast, Millennials and Gen Z are keen to receive constant feedback on their performance<\/strong> to demonstrate that they are doing the right thing and that their work is valued.<\/p>\n <\/p>\n Millennials and Gen Z want to work for purpose-driven organizations that share their values<\/strong>. That means they want to be led by inspirational managers who share a vision that chimes with their own ideas. Like Gen X they want to work for companies with diverse, open, and meritocratic cultures<\/strong> where everyone is able to contribute based on their skills and experiences.<\/p>\n <\/p>\n There\u2019s a tendency to see millennials as digital natives<\/strong>, who grew up with smartphones in their hands. However, they learned about technology as it developed \u2013 unlike Gen Z who were using it from day one of their lives<\/strong>. Gen X can remember a time before technology, so while they are digitally adept, they don\u2019t rely on it in the same way. Many baby boomers are intrinsically suspicious of technology<\/strong>, seeing it all as new and overwhelming.<\/p>\n <\/p>\n Famously, many baby boomers never changed company during their entire working lives.<\/strong> Other generations are much more likely to switch if they don\u2019t feel valued or engaged. Gen X led the Great Resignation of 2022 for example. However, the picture of younger generations swapping jobs on a regular basis is not wholly true. Many in Gen Z who joined the workforce during recessions (and were potentially made redundant) actually crave security<\/strong> \u2013 provided that their employer gives them the opportunities they need to grow and the working environment they are looking for.<\/p>\n <\/p>\n Delivering on these needs requires everyone, from every generation, to practice empathy and understanding around the needs of others<\/strong>. They should value the diverse skills and experiences in the workforce and learn from each other, rather than judging against their own backgrounds and strengths. This culture has to be led from the top<\/strong> and cascaded through empathetic managers at all levels. Read our blog on managing the multigenerational workforce to find out more.<\/strong><\/p>\n <\/p>\n What employees expect from work is changing, driven by the rise of technology and societal change<\/strong>. Today\u2019s younger employees value areas such as diversity, the need for sustainability and having respect for the views and beliefs<\/strong> of others much more highly than baby boomers, and even Gen X.<\/p>\n <\/p>\n This is leading to widespread change in terms of culture, structure, and leadership<\/strong>. Organizations need to embrace diverse, open cultures driven by a sense of shared purpose, where leaders communicate clearly, behave ethically and practice empathy at all times.<\/strong> Leaders must listen to their teams, tap into their skills and experiences and act quickly to support them with the right tools, rewards and working environment<\/strong>. The changes in the world of work mirror what is happening in wider society \u2013 meaning that companies that fail to react will not just alienate their employees, but their customers, stakeholders, and wider society.<\/p>\n <\/p>\n Successfully managing multigenerational workforces relies on three key areas:<\/strong><\/p>\n <\/p>\n Tivian provides the tools and expertise to support your success:<\/p>\n <\/p>\nWhy is it important to understand different generations in the workplace?<\/h2>\n
What are the generations in the workplace?<\/h2>\n
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<\/strong><\/p>\nWhat do generations expect from their employer?<\/h2>\n
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What are the challenges of working with different generations?<\/h2>\n
1. Rules and hierarchies<\/h3>\n
2. Work\/life balance<\/h3>\n
3. Independence<\/h3>\n
4. Purpose and culture<\/h3>\n
5. Technology<\/h3>\n
6. Loyalty<\/h3>\n
Empathy, understanding and a strong corporate culture are more important today than ever before<\/h2>\n
How are Generation Y and Z changing the world of work?<\/h2>\n
How Tivian helps your business<\/h2>\n
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