www.mocities.com The Missouri Municipal Review November 2011 / 9

Employees a n d employers alike face

numerous challenges and opportunities in the business world. From heavy workloads to employee engagement issues to exciting and n e w i n n o v a t i o n s , b u s i n e s s l e a d e r s have to navigate the dif ferent terrains in today’s workplace, and perhaps one of the most treacherous is learning t o w o r k w i t h t h e different generations in the workforce.

One of the greatest social shifts in the workplace has to do with lifestyles and work styles shaped by the multi-generational forces at work. “Each of the four generations in the workplace – Traditionalists, Baby Boomers, Generation X and Millenni-als – embrace conflicting definitions of work ethics and productivity, for example, and unless companies ex-plicitly teach their workforces to value a multi-generational communication filter, they will suffer,” said Rita Murry of Performance Consulting, author of Lost in Generation Translation.

“What might be dismissed with the roll of the eyes as a ‘touchy feely’ topic, has become a no-nonsense, bottom-line issue, that impacts recruit-ment, motivation and retention on a daily basis.” Murray said. “People who say ‘Aren’t we more like the other gen-erations than we are different? Let’s fo-cus on the similarities.’ are really miss-ing the fact that major defining events experienced by a generation profoundly affect their views of themselves as an employee or as an employer.”

Generational dynamics in the workplace impacts morale, productiv-ity, recruitment, and retention, to name a few human factors. By considering each generation’s differing values, attri-butes, work styles, ethnic composition and lifetime experiences, employers can optimize productivity, protect profits

and grow their businesses.Leading companies today have

discovered that attention to multi-generational perspectives has tangible payoffs – positive engagement for all employees resulting in a more produc-tive work environment; and benefits which align with the needs of each gen-erational group means more motivated workers and teams.

Employers who are struggling to help employees balance each gen-eration’s differing needs are making progress. However, many organizations leave employees on their own to deal with these issues rather than provide training, guidance and support. Left unchecked, multi-generational hostility and resentment can lead to frustration, conflict, absenteeism and poor morale. Since competencies in the workplace no longer correlate to age or experience, it takes time to reframe and rebuild a multi-generational career path.

This article will examine the expectations, experiences and per-spectives of your multi-generational staff, co-workers, and potential job seekers. Insight into behaviors, values, outlooks, and workplace approaches enhance innovation and productivity where generational differences exist. By addressing some of the issues that arise in multi-generational workplaces, stress can be reduced, productivity

improved, healthy relationships built, and the bottom line increased.

S o h o w a r e the generations de-fined? A generation is defined as a birth period of roughly 20 years shared by a group of people w h o e x p e r i e n c e common life events and cultural mile-stones that form their values, atti-tudes and perspec-tives. These time blocks overlap as one generation ma-tures and another

is born, so those sandwiched between these timeframes may see characteris-tics of themselves in two generations.

There have always been genera-tion gaps between the young and the old throughout history, but, for the first time in the history of America, there are four distinct generations – Traditional-ists, Baby Boomers, Generation Xers and Millennials – working side-by-side, speaking different languages, who need to collaborate and compromise rather than control and revolt.

Here are the generations we will discuss:

Traditionalists, born before 1946; work ethic of command and control where age and seniority highly cor-relate; highly influenced by the results of two world wars and the Great De-pression.

Baby Boomers , born between 1946 and 1964; work ethic of consensus leadership, long hours and lots of face time; grew up in a prosperous and high achievement-oriented “you can do any-thing” America.

Generation Xers, born between 1965 and 1980; lead by competence and value being included in business chal-lenges and decisions often considering themselves “free agents;” formative years saw the most profound economic changes since the Great Depression.

GETTING TO KNOW OuR GENERATIONSby Jim Britton

10 / November 2011 The Missouri Municipal Review www.mocities.com

Millennials, born between 1981 and 2000; value employers who provide structure while encouraging contribu-tion, innovation and collaboration; came of age in instantaneous global communication, media saturation and material excess.

Given these multiple and valuable work styles and approaches, an explicit need exists for discussing, understand-ing and appreciating generational differences in the workplace. And un-derstanding is the first step to learning how to modify behaviors and commu-nication styles to improve relationships with co-workers and employees.

Getting To Know Traditionalists And Baby Boomers

Today, Traditionalists and Baby Boomers are tackling stereotypes about keeping up with and adapting to con-stant changes in technology. But per-haps one of the biggest challenges these generations and their employers face is conflict that arises when Traditionalists and Baby Boomers are managed by younger generations.

According to a study by Peter Cappelli and Bill Novelli, authors of Managing the Older Worker: How to

Prepare for the New Organization Order, 88 percent of employers worry about conflicts between older workers and younger managers. The study also found that both younger managers and their older employees tend to distrust each other. The cause of this distrust may have less to do with age differ-ences and more to do with experience levels and different leadership styles. Understanding the characteristics of Traditionalist and Baby Boomers can help build trust between managers, em-ployees and co-workers to help prevent conflicts from occurring in the office.

Identifying TraditionalistsTraditionalists, born before 1946,

grew up during the Great Depression and World War II. Their world views and values have been shaped by these significant events. Surviving economic hardships and wars, Traditionalists value group membership and responsi-bility. They trust hierarchy and author-ity, and may be surprised when others go against these social structures.

With nearly half of all Tradi-tionalists as war veterans, they value, appreciate and exhibit command and control leadership styles. Their military

experiences and backgrounds taught them that a top-down approach was most effective and many organizations still model that military style of leader-ship today. Traditionalists, are gener-ally courteous, self-sacrificing, and are characterized by a strong work ethic. Traditionalists respect coworkers who are punctual and arrive ready to work every day. They stay late to get the job done and expect others to do the same.

When working with Traditional-ists, it is important to be honest, open and to speak with integrity. It is also important to communicate clearly, effectively, and with courtesy and respect. With the maturity and under-standing that comes from years of life and work experiences, Traditionalists can be great go-to resources and assets to have on your team. They can also provide insight into workplace politics and may offer some perspective on how to handle them. By taking time to seek out and value the advice, opinions, and input of Traditionalists, employers and employees will help build a more uni-fied and productive team.

Identifying Baby BoomersBaby Boomers born between 1946

chgolaw.net 130 S BemiSton avenue Suite 200 | St. louiS mo 63105-1913 | 314-725-8788

CURTIS, HEINZ, GARRETT & O’KEEFE PcFROM THE LAW OFFICE OF

we congratulate our partner

kevin O’keefeon his selection as 2012 municipal lawyer of the year by

Curtis, Heinz, Garrett and O’Keefe, P.C. – large enough to meet corporate and individual needs, yet small enough to give your legal matters the personal attention they deserve.

www.mocities.com The Missouri Municipal Review November 2011 / 11

and 1964, grew up in a prosperous and competitive “you can do anything” era. This generation currently makes up the largest portion of today’s workforce. In order to advance up the corporate ladder, Baby Boomers became the first “workaholics.” They paid their dues under the old hierarchical rules and are now redefining themselves in light of global initiatives and business re-structuring.

Influenced by the Civil Rights movements including women’s rights, voting acts and marches on Washington, this generation continually questioned the “establishment” and discovered the power of large, committed groups of people working together to positively impact change. Baby Boomers appreci-ate and exhibit consensus leadership styles that ensure everyone has a voice.

Raised as the sons and daughters of hard-working middle class Ameri-cans and immigrants, Baby Boomers are generally competitive and place a strong value on self-sufficiency. For Rita Murray, a first generation Baby Boomer and CEO of Performance Consulting, LLC, it was humbling to watch her im-migrant parents sacrifice in an effort to realize the American dream. “We did not have it easy but my parent’s work

ethic was a daily reminder that any American can succeed. I was the first to receive higher education in my family and had to work full-time through col-lege to pay my tuition,” Murray said.

Like Traditionalists, Baby Boom-ers bring a lot of experience and knowl-edge to the table. Their self-reliant nature values competencies in others like excellent customer service, follow-up and a strong work ethic. Many Baby Boomers are more confortable with a formal and professional business envi-ronment. This generation often prefers face-to-face interaction and communi-cation. Baby Boomers also are redefin-ing the idea of retirement with more than a third planning to work at least part time after reaching retirement age. Their experience, hard work and self-sufficiency are valuable characteristics for businesses.

Better TogetherEach generation brings different

skills, experiences, and insights to the workplace. In terms of absenteeism and turnover, Traditionalists and Baby Boomers score better than their younger peers. Their time-tested experience, knowledge and company loyalty is im-portant to every organization. Under-

standing each of the generations is an important foundation for understand-ing how to manage and adapt to the different generations and their various leadership and communication styles in the workplace. Generational experts suggests that Traditionalists and Baby Boomers can help reduce workplace stress and conflict by getting rid of dysfunctional and outdated practices at work and implementing new ones like mentoring the next generation of leaders and finding ways to make work fun and engaging.

Getting To Know Generation XGeneration X is made up of nearly

46 million people born between 1965 and 1980. Gen Xers are expected to represent more than 32 percent of the workforce by 2015. They have lived through some of the most profound economic changes since the Great De-pression and their experiences directly impact their workplace attitudes and ethics. Coming of age in the late 70s and 80s in a double digit inflation economy with dual income households stands in stark contrast to the Baby Boomers who grew up in the post-war and prosperous 50s, 60s and even early 70s. Nearly 40 percent of Generation X lived in a sin-

12 / November 2011 The Missouri Municipal Review www.mocities.com

gle-parent household by the age of 16.Described as independent, this

generation grew up amidst great so-cial change. Their entrance into the workforce inspired many to interject new ways of thinking into the business world. Unafraid of taking risks, many have become entrepreneurs. They are technology savvy and crave challeng-ing, exciting projects. Their keen use of technology and business acumen have placed them side-by-side in leadership positions with Baby Boomers and Tra-ditionalists.

Generation X typically doesn’t be-lieve in job security or trust employers because they watched as their Tradi-tionalist and Baby Boomer parents were laid off by the companies they sacrificed family time to serve and build. They believe in constantly developing and refreshing the skills that make them at-tractive to the next company or enable them to start their own business. They exchanged their parents’ live-to-work mentality with work-life balance.

Smaller than the generations before and after them, Gen Xers can sometimes feel lost in the midst of the great workplace shift taking place as Boomers exit and Millennials enter the

workforce. But, many see it as an excit-ing time to be a part of an important organizational change and welcome the opportunity to have a role in tran-sitioning the workplace in a new way of operating.

They want to get in, get the work done, and get out. Gen Xers’ core needs are to have the freedom to act without hindrance, and their energies are focused on competence, skillful performance, variety and stimulation in the workplace. They value speed and ease of access. As pioneers of personal computers, they often use systems fear-lessly and welcome “outside the box” thinking. Gen Xers are holding their superiors to a far higher standard than in the past.

“They have a strong anti-author-itarian streak, so don’t expect the old business rules of ‘Do what I say because I’m the boss’ to work with Gen X,” said Rita Murry, multi-generational expert. “As for workplace leadership, they pre-fer to be lead by competence. So, when they start working for or with you, you must work at earning their respect. And, in case you may not notice, what appears to be your next appointment to interview a Gen X applicant can often

turn out to be them interviewing you to see if you’re competent enough to work for.”

The best advice for working with or for Generation X is to remember that this generation prizes individuality and wants to be treated and managed as individuals. They don’t want to be forced into a “one size fits all” manage-ment mold. They appreciate open lines of communication with top manage-ment. And, like Millennials, Gen Xers disdain formal meetings “just to meet.” They value those who, when they do schedule meetings, have a tight agenda, stick to it, and respect everyone’s time. Targeting the leadership development of the Gen X leader – one who can bridge an ever-widening leadership gap between Baby Boomers and Millenni-als – is a critical development need for many companies.

After all, where would we be without Generation X in the work-place? This generation has taught us the importance of work life balance, how comfortable it is to dress down a bit, and how to “lighten up” on the job.

And, just when you thought you were getting a handle on ways to work together with three generations, who

www.mocities.com The Missouri Municipal Review November 2011 / 13

would have predicted that young ex-perts would arrive in the workplace holding keys to transformational change for the 21st century.

Getting To Know MillennialsBorn between 1981 and 2000, Mil-

lennials are the youngest generation in today’s workforce. The Millennial generation has grown up in the era of instantaneous global communication and media saturation. They believe quick answers are usually just a Google search away.

Millennials value cutting-edge technology as evident by their ev-eryday use of the latest gadgets from smartphones to the newest computer software. Labeled the “Internet” gen-eration, they are the most tech-savvy generation to date.

Millennials are determined to succeed and are highly ambitious. But because of the high cost of today’s higher education, many Millennials have moved back home after college to save money or to explore the workplace for their dream job. Millennials are very close to their families, which have helped develop their value of teamwork and collaboration. But coupled with tur-bulent youth experiences facing school violence like the Columbine tragedy in 1999 and global terrorism after 9-11, Millennials are wary about the world they live in and in some ways have grown up with overly cautious “heli-copter” parents.

They are optimistic about their future though and have high expecta-tions for what the workplace should offer them in terms of benefits, projects and satisfaction. They crave work/life balance, flexible work schedules, and challenging projects. They tend to job hop more than any preceding genera-tion in order to find meaningful work that will take advantage of their educa-tion and fulfill their expectations.

With Millennials, the goal is to work with them to turn their “always on” attitude into a business advantage.

Millennials In Your WorkplaceSmart managers focus on devel-

oping and utilizing Millennial’s social networking and technology savvy. They evaluate the effectiveness of workplace technology to help Millennials work most efficiently. Try working with this generation and not against them in order to become a magnet for the

extraordinary talents of Millennials.What do employers need to be

aware of when recruiting, hiring and motivating Millennials? Most impor-tantly, realize that the majority of Mil-lennials do not define “work” the same way other generations define work. For Millennials it is about having flex-ible schedules. They consider that we live in a connected world that allows “work” to occur any place where there is a signal, not just within the confines of your company’s building.

Millennials also do not often view authority on the job the same way. While they respond positively to personal attention, they can resent constructive feedback. The technology expertise they possess can create a role reversal that may negatively affect their respect for authority.

Rita Murray, multi-generational expert, and author of Lost in Generation Translation, recommends that when dealing with Millennials, “Think of yourself as a foreigner in a foreign land. Get to know the language, customs and the reasons why Millennials are the way they are. It isn’t about tolerating your differences; it is about truly appreciat-ing the differences.”

What are you waiting for? Starting today, get everyone involved in learn-ing about the different generations and staying connected to and curious about the benefit that each generation brings to the workplace. Encourage multi-generational communications. Work

together to build a respectful, enthusi-astic, technology savvy and emotionally intelligent business culture for all ages and you’ll be a company highly valued among the generations.

Managing The Generation GapAccording to the Society of Hu-

man Resources, the different needs among today’s workplace generations are causing companies to offer a wider range of incentives with more flexibility than ever before. As you look for ways to rebuild employee engagement after the effects of the recession, experts sug-gest offering – or for some companies, reinstating – a diverse sample of benefit options that fit your workplace to help boost employee morale. Here are some important areas to keep in mind.

CompensationCompensation is a hot issue across

all generations in the workplace. The recession has forced many Traditional-ists and Baby Boomers to remain in the workforce instead of retiring. Whether they select a new field or position, or stay at their current company, workers in these groups tend to feel that com-pensation should favor those with more years of experience in the workforce. On the other hand, Gen Xers and Millenni-als argue that knowledge, training and capability should get top dollar, regard-less of years of experience. That is why offering top compensation is important for attracting and retaining the best candidates across the generational span.

WaterWastewaterStormwaterHighwaysStreetsRoadsBridgesBridgesStructuralHealth CareMechanicalElectricalPlumbingFire Protection

14 / November 2011 The Missouri Municipal Review www.mocities.com

RetirementThe needs for retirement savings

will differ vastly from Traditionalists, Baby Boomer, and the younger genera-tions just entering the workforce. Gen Xers and Millennials realize the impor-tance of saving for the future, but many do not know much about their options. They want retirement savings plans that are easy to manage. To meet needs across the generations, it is important to offer a variety of options for savings and retirement. Consider offering ac-cess to professional financial advice on what plans fit each worker best for their stage in life.

Health & WellnessHealth benefits are a top priority

for workers across the generations. The availability of paid health benefits can be a deciding factor in whether or not members from any generation will join or remain at your company. That’s why, despite the rising cost of healthcare, more companies are adding a variety of health and wellness programs each year to appeal to the needs of each gen-eration. Some also offer prenatal care, extended maternity leave, smoking cessation programs, health screening programs, and fitness incentives. Other popular options include health savings

accounts and optional insurance such as vision or dental.

Work/life ProgramsThough Traditionalists and Boom-

ers typically gravitate toward tradi-tional work schedules, many are opting to use flexible work schedules as they approach retirement age. Flexibility is also top priority for both Gen Xers and Millennials, who value work/life balance and family time. Flexible work programs may need to be flexible them-selves to offer options that will appeal widely across your workforce. Many workplaces offer a range of schedule options, from telecommuting to flexible workweeks to job sharing to flextime.

RewardsEvery generation values being

rewarded for their efforts. Exactly what incentives will appeal to each genera-tion may vary by personal preference though. Traditionalists and Boomers have demonstrated preference for traditional monetary rewards and promotions. Gen Xers and Millennials typically prefer rewards such as time off, volunteering opportunities, and parenting incentives. But, they also are eager to prove their capabilities, and many are motivated by training and

Phone 800.728.7805 HRGreen.com

16020 Swingley Ridge RoadSuite 120

St. Louis, MO 63017

design + construct + own + operate

At HR Green, we tackle every

technical challenge from a

business perspective, delivering

viability, sustainability and success

to our clients.

development opportunities, as well as traditional promotions. Because what motivates people varies from person to person, offer a range of options.

Experts say that offering the most comprehensive pay, benefits and rewards programs possible is one of your best tools for recruiting and retaining employees in a multigenera-tional workforce. It can be costly and time-intensive, but keep in mind that your workers are your most valuable resources, and you will quickly receive your return on investment.

We hope you’ve enjoyed learning about the characteristics of each gen-eration, from their different values and motivations to their skill sets, expecta-tions and work ethics. Integrating that knowledge into your company culture – from the way you communicate to the different programs and benefits you offer – will help you build a more en-gaged, team-oriented environment for a productive and happy workforce.

Jim Britton is the owner of Express Employment Professionals in the Springfield and Bloomington area, Illinois. Express helps to meet the staffing, HR and employment needs for an array of indus-tries. This article was a five part article printed in the March through July issues of The Illinois Municipal Review. All five parts are reprinted to-gether here.