Generations X, Y, & Z

Since 2002, I have studied generational trends and I have long predicted the passage of the era when the Baby Boomers reigned supreme. In the course of my work, I've been accused of age discrimination, ignorance, arrogance, and simply being a Boomer-hater who just wants to push her elders out of the way.

But as a former journalist, I've just been reporting the facts all the while and urging associations and businesses and non-profits to prepare for the exodus of our nation's leaders.

It's just that people can get emotional about aging, and protective of tradition -- all which is understandable.

Nevertheless, I've been reading with great interest articles that predict 2008 will mark the final year of reign for the Baby Boomers, and it's hard not to say 'I told you so.'

A CNN commentary by Marian Salzman, chief marketing officer and a partner at Porter Novelli Worldwide, states:

"Rarely has there been a year when so many things went out of style in such a short time: not just investment bankers, gas-guzzling vehicles, corporate jets, conspicuous consumption and political polarization, but also a whole generation. After strutting and tub-thumping and preening their way across the high ground of politics, media, culture and finance for 30 years, baby boomers have gone from top dogs to scapegoats in barely a year."

Salzman says that 'cuspers' -- those who straddle the divide between Boomers and Xers --have long lived in the shadow of the Boomers and will now be recognized as a generation in their own right because Obama's election marks the rise of a new generation.


An article in the Toronto Star points to the rise of the new generation in the White House, referring to it as a "new generational-tilt". Michael Barone, senior writer for US News & World Report and principal co-author of The Almanac of American Politics, wrote:

"This is the third time in a century that we have seen such a generational change in the White House. ... John Kennedy's inauguration marked the departure of the World War II commanders who occupied the White House for 28 years; Bill Clinton's the moving on of the GI generation after 32 years. Obama's will mark the passing of the boomers after only 16."

The Business Spectator reported in August 2008 that some of Australia's biggest blue-chips responded to challenging circumstances by breaking with tradition and installing younger chief executives.

The commentary states:

"Generation X has emerged in a far more volatile, dynamic and global environment than its predecessors. Those born in the mid-1960s and beyond take it for granted that their environment is both global and fluid. As a broad generalization, they appear more comfortable with uncertainty than those who grew up within far more regulated, stable and insular settings. ...

"Maybe that’s a generational thing. Or perhaps it is simply a coincidence that three major organizations, after considerable thought, chose to by-pass a generation and give massive responsibility to men might have been considered too young in other eras. ...

"Other boards developing succession plans will, however, look at the decisions taken by three blue-chip boards after highly structured and disciplined processes and ponder whether they, too, ought to expand their horizons and consider whether their younger talent might be more suited to the times."

Like it or not, in 2009 a new generation will begin its ascent to power; a generation angered and battered by war, a plummeting economy, floundering government, and a polluted environment. A generation that has always lived in another's shadow and is anxious to take the reigns and lead.

And that's not age discrimination -- it's reality.

Labels: 2009, American Politics, Barack Obama, CNN, fall of the Baby Boomers, Generation X, Michael Barone, Porter Novelli Worldwide, The Business Spectator, younger chief executives

As employment markets tighten and employers expect great outcomes from their employees, some would say the economic crisis has spurred a return to a grateful, less demanding, and stabilized workforc --especially where young employees are concerned.

So much for work-life balance, career pathing, and increasing vacation time. Those Xers and Ys should just be thankful they have a job. Right?

Don't bet on it.

Generations X and Y know what they want from a job. True, they may learn to be more patient during a time of transition like this, but they aren't going to neglect the very thing that gets them to work in the first place.

While senior executives held tight to their traditions, young employees made waves in the workforce when they started demanding meaning and fulfillment from their work. A change in their favor had finally begun, and an economic crisis certainly isn't going to force a return into meaningless, reduntant, or thankless work.

Actually, a time of crisis is an ideal time to focus on employee engagement regardless of their ages. If you can give employees meaningful work during a time like this, you are certain to win their favor and retain them longer.

Urging employees to simply rethink their jobs was enough to drop absenteeism by 60 percent and turnover by 75 percent, a new University of Alberta study shows.

A 'Spirit at Work' intervention program, designed to engage employees and give a sense of purpose, significantly boosted morale and job retention for a group of long-term health-care workers at the center of the study.

The study revealed that people who are able to find meaning and purpose in their work, and can see how they make a difference through that work, are healthier, happier, and more productive employees.

Employees in the study attended a Spirit at Work one-day workshop, followed by eight weekly booster sessions offered at shift changes. The workers were led through a variety of exercises designed to help staff create personal action plans to enhance spirit at work. They were asked to consider concepts like the deeper purpose of their work, being of service, appreciation of themselves and others, sense of community and self-care.

The result was a 23 percent increase in teamwork, a 10 percent hike in job satisfaction, and a 17 percent jump in workplace morale.

In addition, employer costs related to absenteeism were almost $12,000 less for the five months following the workshop than for the same period in the previous year. The employees also showed an increased interest in and focus on their patients.

Happiness is never overrated. Younger generations introduced that value to the workforce, and there's no turning back, no matter what the state of the economy may be.

Employers of every generation in every industry are finally realizing a return on investment with happier, motivated employees and meaningful work.

Remember: Work is no longer a place to go, it's someting to do. And it feels good to do something great.

Labels: financial crisis, Generations X and Y, happiness at work, meaningful work, Spirit at Work, University of Alberta

The mass exodus of Baby Boomers from the workplace has already begun. According to the US Office of Personnel Management, between 2006 and 2010 Boomer retirement will have robbed American companies of nearly 290,000 full-time experienced employees.

While the financial crisis has forced some to postpone retirement for a couple extra years, we can't count on the majority of them to be fully contributing members of the workforce much longer.

Yet, Boomers hold the majority of major leadership roles in the workplace and their retirement creates a leadership gap that must be filled by the next generation.

As an Xer, I'm often questioned as to whether or not the Xers and Ys can fill the Boomer's shoes. Are we loyal enough? Will we work hard enough? Are we, the Boomer's successors, up to the challenge?

Our predecessors have little faith in us, and an increasingly downtrodden economy and shaky future mandates that we figure out why our future leaders are well-educated, tech-savvy, and brilliant multi-taskers, yet lag in such a critical skill as leadership.

Here's some fascinating research from TalentSmart, a provider of emotional intelligence (EQ) products and services. TalentSmart researchers have been devoted to determining what exactly constitutes a high quality leader and discovered that EQ--the ability to recognize and manage your emotions and those of other people--is the single most important skill of a successful leader.

TalentSmart tested a group of 10,614 people between the ages of 18 and 80, and broke down their score results into the four generations in today's workplace. When they looked at each of the four core EQ skills separately, a huge gap emerged between Boomers and Generation Y in self-management.

When it comes to managing their emotions, Baby Boomers reign supreme. Essentially, they are much less prone to fly off the handle when things don't go their way than are the younger generations.

TalentSmart reportedly debated the possible explanations for this chasm in self-management skill between the experienced and youthful. One possibility seemed that coming of age with too many video games, instantaneous Internet gratification, and adoring parents have created a generation of self-indulgent young workers who can't help but wear their emotions on their sleeves in tense situations.

This result would closely coincide with our reputation for being ego-centric and uncapable.

Then TalentSmart looked at the data from another angle and the picture became clearer. Self management skills appear to increase steadily with age-60-year-olds scoring higher than 50-year- olds, who scored higher than 40-year-olds, and so on.

That means the younger generation's deficient self-management skills have little to do with things we can't change, like the effects of growing up in the age of iPods and MySpace.

Instead, TalentSmart concluded that Generations X and Y just haven't had as much life in which to practice managing their emotions. That's good news because practice is something employers can give us, while a change in our upbringing is not.

TalentSmart also advocated for accelerating the younger generations' development of core leadership skills, stating: "Today's ultra-competitive, fast-paced global marketplace won't afford us the time to sit back and wait for the aging process to run its course. Despite the slumping economy, most boomers will retire sooner rather than later. We need to prepare talented twentysomethings for leadership roles today."

In other words, if we don't teach them how to manage themselves, and don't give them the opportunity to manage themselves, is it reasonable to expect Ys to lead us towards a prosperous future?

Labels: Boomer retirement, careers for Generation Y, emotional intelligence, leadership gap, TalentSmart, US Office of Personnel Management

Recession or not, we are in the age of the young knowledge worker. Generation Y, presently ages 13 to 26, is the most high-performing generation in the history of mankind with more information in their heads and at their fingertips--so they can perform a variety of tasks in many business domains and can live anywhere if the job and company are cool.

In addition to their knowledge, Ys differ from other generations in many respects, from their political views to the careers they choose (or don't choose). Ys are ambitious, and if you can't find a compelling reason to stick around, they won't.

Recent surveys indicate that employers are least likely to hire Generation Y in comparison to other generations. Gen Y workers have been negatively labeled 'demanding' and 'self-serving', rather than 'confident' and 'focused on work-life balance'.

When you look at the fact that over 64 million workers will be eligible to retire by the year 2010, this puts employers in a talent deficit dilemma. Employers will have no choice but to work side-by-side and succession plan with Generation Y.

But recruiting Generation Y isn't the only hurdle that needs to be cleared. The presence of Ys n the workplace is truly making an impact, causing employers to worry, fret, and scratch their heads asking, 'What do I do to attract the 20-something worker, and once I have them, how do I keep them?'

Employers have really struggled to understand this generation that isn't interested in climbing a corporate ladder or motivated by robust benefits packages and increasing salaries.

The year 2010 is nearly a year away. With 40% of our workforce eligible to retire, who will take their place? Will Gen Y be working for your company or for your competition?

I spend a great deal of time researching and tracking the efforts of the companies listed below, and I recently discovered that Bea Fields, a fellow generational consultant, compiled them into a great top 10 list.

Here's her list of companies who are successful attracting Gen Y, the young knowledge worker. As you read through this list, consider how your company can expand its knowledge and its workforce.

1. Google: Focus on Perks
   Google is raising the bar for each company in the world in the war for young talent. According to a study done by the Great Place to Work Institute, Google is at the top of Gen Y's list of companies they most want to work for --and why not? Google employees gain access to perks including on-site dental and medical facilities; free breakfast, lunch and dinner on a daily basis at 11 gourmet restaurants; unlimited sick leave;and a global education leave program which enables employees to take a leave of absence to pursue further education for up to 5 years and $150,000 in reimbursement.
   
   
2. Intuit: Focus on a Rotational Development Program
   Gen Y was born multi-tasking, so boredom on the job can set in quickly. Intuit has addressed this by offering a cracker-jack Rotational Development Program, allowing new recruits rotation programs in finance, marketing and product development every 6-12 months. This program not only keeps young workers engaged but prepares them for future leadership positions in the company.
   
   
3. Walt Disney: Focus on Internships and a Collaborative Culture
   The Walt Disney Company has a rock solid internship program for college students, which includes college credits for the colleges they partner with, which gets young leaders committed to the company before they graduate. Disney is also built on a foundation of a diverse and collaborative culture, and Generation Y was born playing on teams made up of members from all cultures and walks of life. The sense of camaraderie makes Disney attractive for Gen Y, because it breeds a familiar sense of teamwork.
   
   
4. Deloitte: Focus on Leadership Development
   Generation Y is very attracted to all aspects of learning and development. They have been raised on a diet which includes a combination of personal, leadership and team development. Deloitte has therefore designed a state of the art leadership program called the Future Leaders Apprentice Program (FLAP), and new recruits are immediately eligible for the program. Deloitte is also offering a top flight coaching and mentoring program. Because Gen Y has been coached since age 5, they are saying that the coaching and development programs offered by Deloitte are two of the main attraction points that has them stick around or return later in their career.
   
   
5. The Peace Corps: Focus on Saving the World
   The pay in The Peace Corps not so great (as a matter of fact, most Gen Y leaders say it's lousy), but they are willing to sacrifice pay in order to do meaningful work on a global scale, to work and live in another country where they can become fluent in a new language and to toughen up mentally and emotionally by doing hard work with long hours. Generation Y sees companies who are making a significant contribution back to their communities as tops on their lists for future employment. Teach for America is another hot and growing company that allows emerging leaders the opportunity to teach in failing school districts--another approach to 'making a difference' in the world.
   
   
6. Lockheed Martin:Focus on Continuing Education
   Gen Y is all about knowledge acquisition and Lockheed Martin aeronautics and space company has hit the nail on the head with 20-something recruits by offering a maximum of $7500.00 annual for education reimbursement and full graduate school sponsorship for junior level employees.
   
   
7. L'Oreal USA: Focus on College Competitions and World Travel
   If you have not noticed this lately, Gen Y loves a competition, and they are certainly keen on world travel. L'Oreal has latched onto this idea with its L'Oreal Brandstorm Competition, providing college students the opportunity to compete by putting themselves in the shoes of a L'Oreal Brand Manager. The competition allows emerging leaders the opportunity to analyze consumer trends while developing a top of the line marketing and advertising campaign for L'Oreal. The winner receives a trip to Paris and the opportunity to interact with top L'Oreal managers, giving young recruits a leg up during the recruiting and hiring process. The competition alone creates buzz and a 'cool factor' for L'Oreal, which is appealing to 20-somethings.
   
   
8. Southwest Airlines: Focus on Fun
   Generation Y's mantra is "Live First, Work Second and Have Fun!", and Southwest's quirky but fun-loving culture makes it a great first stomping grounds for the young knowledge worker.
   
   
9. Nike: Focus on Fitness
   Nike's campus is a prime location for Gen Y, who hits the gym at least 3-4 times each week. Nike is situated on over 170 acres, which includes a fabulous exercise center, playing fields and running trails. And of course, their "Just Do It" tagline inspires young workers to actually use these facilities rather than sitting at home in front of their computer or the tube.
   
   
10. Apple: Focus on Simplicity
    If you have visited an Apple store lately, you will notice that you will be greeted by a young man or woman under age 30 at the Genius Bar. In a report by Outlaw Consulting, Apple won the number 1 loyalty spot for Gen Y because their products are as "stripped-down and unadorned as possible". To be simple means convenience and speed to the multi-tasking Gen Y crowd. This audience is also highly dedicated to saving the environment. Gen Y is therefore choosing to work for companies like Apple whose positioning is dedicated to the greening of our world.

Labels: Apple, Bea Fields, Deloitte, Disney, Generation Y, Google, Intuit, knowledge workers, L'Oreal, Lockheed Martin, Nike, Peace Corps, Southwest Airlines