The Generations

Each generation is a product of

historical events that shape
their values and views of the
world
Emotional memories shape
feelings about institutions,
authority, materialism, family
and careers

Why be Aware of Generational

Characteristics?

Considerations for Recruitment and Retention

Need to understand key generational differences in

order to both attract and keep good employees

What employees want from a job and their boss
What they will do if their organization or their boss
does not deliver

The Silent Generation (1922-1945)

The depression, WWII, Holocaust

The most traditional working fathers, at home

mothers, traditional work ethic

Highly disciplined, hard working, much sacrifice, loyal
to their employer (employer loyal to them).
A source of much tacit information

Baby Boomers (1946-1964)

Product of the end of war baby boom

and a consistent

increase in birth rates until 1964

A time of affluence, opportunity
Self-absorbed, free love, social issues, civil rights
Educated, competitive, focused on personal
accomplishment
lots of jobs, able to drop out and come back;
less jobs;
disadvantaged, high competition, going no-where fast
(boiled frogs)
Want pensions, health care and to be left alone

Generation X (1965-1976)

Both parents working (latchkey kids), saw parents laid

off, high divorce rate

Not loyal to a company, pessimistic
Independent and resilient
Want immediate feedback and work to be fun
Want transferable skills, most stressed out group

The Echo Generation/Generation Y

(1977-2000)

Babies of the Boomers who gave their children

everything and rewarded them for anything

Sense of entitlement, mostly interested in what will be
given to them
Self confident, multitaskers, want to be guided (have
goals set for them), hard workers, technologically savvy
Want money, challenging work that matters, learning
opportunities, harder to please, require more direction

Observations About Generation Y

Offer choices: expect state-of-the-art, cooperative

scheduling , many choices with freedom to pursue

them
Want work-life balance
Offer training opportunities (all generations): expect
coaching and rewarding
Offer an evolving workplace: expect new motivational
techniques; relationship-intensive environment; to be
part of the decision making process

Concerns About Generation Y

Every performance is excellent.

Input (effort) is
confused with output (achievement)
Passion is replaced by standard of living (pay)
Short-term time management is the priority. Getting
to the next event has replaced getting the most out of
the experience
Short-term career outlooks

Generation Y at Work
Values

Immediate feedback and payoff

Hard work pays off
Technology; creativity

Preferences

High expectations of personal and financial

success
Seek challenging, meaningful work that
impacts their world
Do not like being treated as the new kid on
the block

Relationship to
Employer

Most high-maintenance generation to ever

enter the work force
Little loyalty to an employer; not intimidated
by Authority

Understanding Generation Y at
Work

Being technically literate and connected 24/7, the lines

between work and private lives are beginning to be

obscured with this generation
As they are always connected, learn quickly and engage
with their social network, Gen Y read and process
information somewhat differently, which ultimately
will also translate into a different perception towards
work, different work ethic and different working
relationships with the other generations

Understanding Generation Y at
Work

Perception Towards Work

Generation Y want flexibility and meaning in work
Work Ethic
Generation Y are hardworking but only work when the
work is meaningful.
Work Environment and Working Relationships
The work place is not strictly for work, but also a place
for Generation Y to build meaningful relationships.

What Does This Mean to

Employers?

Employees have become more sophisticated consumers

of employment opportunities
A new employer/employee dynamic has emerged
Things that attract people to a company (pay and
benefits) are not the same things that keep them or
engage them
They are now less tangible -work-life balance, career
development, performance management, respect

You can rent their presence but you cannot

buy their passion

Recruiting Generation Y

Train hiring members in your organization who

interview candidates
Nominate role models in your Organization
Increase the number of Gen Y touch points with your
organization
Create a performance based culture
Promote the branding of your organization
Implement an effective employee referral program

Creating a Sense of Belonging for

Generation Y

Design a comprehensive orientation or on-boarding

program
Offer more responsibilities
Give more ownership
Provide flexibility at work
Communicate regularly and find out what they want

Creating a Sense of Belonging for

Generation Y

Have lesser performance review cycles and regular

feedback sessions
Build relationships around people
Give instant recognition
Provide opportunities for self and professional
development
Create fun work environments