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HR has abundant resources, however to bridge the generational gaps and provide employees with what they want seems to be a similar issue. In years past, HR only had to deal with Baby Boomer and Traditional values, which were similar in nature, however the new generations have different values and have different career paths than their elders. For example, “Why is it that Gen Y has not been more actively recruited? Why is it the Baby Boomers remain in the market place? Why would someone still want to work when their 70?” These are all questions an HR hiring manager has to decipher when determining candidates for a position. The task has become quite difficult due to the broad spectrum and variances of these generations. Employers need to have a solid understanding of what is important and valued by each generation when deciding on their recruiting strategy. It definitely helps understanding each position by itself and the ideal requirements before determining what generation to key in on for a hire. “Managing multigenerational workforces is an art in itself.! Young workers want to make a quick impact, the middle generation needs to believe in the mission, and older employees don’t like ambivalence.! Your move.” (Harvard Business School) Is it an opportunity for career growth, do you need more experience in the position, can you live with a part time employee? Based on the answers to some of these questions plus others can weigh heavily on employee retention and be significant factors on deciding which generation to focus in on for your hire; this can save costs both on the front end with ease of recruitment and backend due to retention. Thus let’s look at the different generations and what they look for in a career and a company.... ... middle of paper ... ...ts, are not the only resources that will attract and retain these type of employees. Works Cited Executive Office, Talent Management Team, comp. "Traditionalists, Baby Boomers, Generation X, Generation Y(and Generation Z) Working Together." UN Joint Pension Fund (n.d.): n. pag. Web Harvard Business School “Working Knowledge” Newsletter - April 17, 2006:! “Can you manage different generations? Lagunas, Kyle. "A Generation Y Perspective on Performance Reviews." The New Talent Times 20 June 2011: n. pag. Print. Szakonyi, Mark. "Different Generations Require Different Feedback, Motivation." Jacksonville Business Journal (2008): n. pag. Web. Scotia, Nova. "Embracing the Diversity of a Multigenerational Workforce." AASCIF (n.d.): n. pag. Print. Stern, Linda. "Genertation Y: Educated, Underemployed and in Debt." Reuters.com. N.p., 19 May 2010. Web.
“Bridging the Gaps” began by defining the three most dominant generations in the workforce: Baby Boomers (those born between 1946 and 1964), Generation X (those born between 1965 and 1981) and Generation Y (those born during or after 1982). Wilson stresses the importance of understanding each generation’s unique characteristics to take advantage of their strengths. This approach also minimizes confrontation when multiple generations work together. Wilson lists characteristics such as being entrepreneurial, ardent about social causes, and independent as similarities between Baby Boomers and Generation Y, while Baby Boomers and Generation X both value loyalty, focus on finances and believe in a hierarchy of order. Lastly, Generations X and Y are flexible and technologically savvy.
... to retire we are experiencing for the first time a vast difference in the attitude, outlook and skill set of workers in the United States. What this is causing is for leaders of companies to be vastly more dialed in and aware of these ethical changes, while preparing and educating younger workers to assure that their business model, products and services they offer, as well as the ethics of these companies, continue to improve.
Education about the generations reduces age discrimination and alleviates potential organizational “brain drain” as older generations leave the workplace.
Today, America is faced with many issues as a society. From environmental concerns, to sexual and racial equality, to common health fears, our issues as a whole appear to be spread across a wide shield of worries. It seems like generational issues would be miniscule compared to these overarching problems, however generational issues in American work settings are actually rapidly becoming a growing concern for many companies and organizations, including this one.
The way a leader communicates is dependent upon their generation “Research indicates that people communicate based on their generational backgrounds”. (Maxon 2005, p. 2). For the first time in history there are four generations of workers working side by side in the workplace. A dynamic leader will acknowledge generational diversity and learn how to effectively communicate with each of the different generations, by doing so this can eliminate many major conflicts and confusion amongst the generations. Generational disputes are becoming common in the workplace; misunderstandings may be enhanced by the use of technology, attitudes and work patterns of the different aged workers. “Different generational groups working closely together can be challenging at times. As both products of our chronological age and the time in which we grew up, people from different generations and age groups have rather different attitudes, values, beliefs and motivations from one another.” (Warner & Sandberg, 2010 p. 1). If a leader does not address the generational differences within their workforce it could have tremendous implica...
Currently there are 3 major generations in the workforce, Baby Boomers, Generation X, and Generation Y. The two biggest clash is seen between the largest generation gap, Boomers and Generation Y. The two generations have contradictory work preferences. “Boomers obsession with work vs Generation Y's flexibility, Baby Boomers preference for autonomy and Generation Y's for collaboration and working in teams, Baby Boomers respect for workplace hierarchy against Generation Y's preparedness to challenge management and so on” (Helyer & Lee, 2013). “Some generational differences can be addressed through effective human resource management. For example, organizations train managers to provide frequent feedback to members of Generation Y, and they show respect for older generations’ hard work and respect for authority by asking them to mentor younger workers” (Raymond, Hollenbeck, Gerhart, & Wright, 2014).
During Generation Xers formative years, “investigations called into question many major organizations including the U.S. presidency, military, organized religion, and corporations” (Fore, 2013). As a result, this generation generally had little confidence in institutions and instead placed more faith in themselves. At home, Generation Xers became “‘latchkey children’”, who came home from school without a parent or adult supervision, and their mothers now worked outside the home. They were responsible for themselves, and often became dependent on video games and television sets, which resulted in them being characterized as “independent and resourceful” (Fore, 2013). At work, Generation Xers relied on themselves and their peers to accomplish goals, and did not put much hope in companies or organizations. Unlike Veterans, Generation Xers disliked traditional hierarchy, challenged authority, and expected their leaders to demonstrate competence and fairness, as well as embrace a participative and diverse workplace (Fore, 2013). Similar to the Millennial generation, Generation Xers placed a stronger focus on their personal lives much more than the generations before them. “They were likely to stay with one company throughout their career as long as it did not interfere with their private lives” (Gilley & Waddell, 2015). This lack of organizational loyalty is often attributed to
The Z generation is currently making its way into the modern day labor force. Similar to their generational predecessors these individuals bring new perspectives into public management that have yet to fully crystalize into the field. Nonetheless, in order for public management to capitalize on the characteristics the Z generation bring to the labor force it is necessary to correct the shortcomings of the field in regards to the topic of generational characteristics. This paramount task begins with acknowledging that generational characteristics are not stagnant. In addition to acknowledging that their impact is not limited to the scope of management in private organizations. This document hallmarks the term “Generational Competency”, as
The current state of the workforce is that millennials are now entering the workplace in record numbers. This creates a dilemma because the Baby Boomers are not necessarily retiring at the given time. The baby Boomers is not concerned with retirement at age 65. In fact, age 85 is the new 65. The result is that 60-year-olds are working alongside 20-yearolds and because the difference in their formative experiences, this have led to generational misconceptions and have help to create tension and hostility within the workforce.
As a matter of fact, the manner in which they handle their children at home, managing their expectations should be the actual case in the work places. The generation Y employee is a constrained bomb of ideas, innovations, and expectations which only then transforms to expectations. The point is, these young employees have abilities that lack capacities. So now they look unto the generation X, the management to feed these capacities, as much as they may do this in a shrewd manner definitive of their expectations (Vaiman & Vance, 2008) Ideally, the generation X should be ready to embrace change in whose case the models of change should be very instrumental to help them manage the generation Y and their ideas and suggestions of change. The synthesis of the two conflicts now becomes the fusion of cultures to end up with a stable understanding of procedures for the young employees and a modern inception and injection of modern ideas into the long held organization cultures,
These three generations: Baby Boomers, Gen X and Gen Y all bring their own share of values, beliefs, thoughts and opinions, perspective and experiences to the workplace. The dynamics of the workplace is directly affected by the differences among these three generations. Today’s current managers need to understand how to efficiently manage and lead a multigenerational workforce in order to increase productivity and meet organization goals and objectives. Recently, there has been changes in the general management. From 2008 to 2013, there was some serious shift in Gen X and Gen Y moving into managerial roles. According to Matthew Golden from Biz Journals, the most prominent change was 87% of Gen Y moved into more managerial roles compared to
Holt, S., Marques, J., & Way, D. (2012). Bracing for the Millennial Workforce: Looking for Ways to Inspire Generation Y. Journal Of Leadership, Accountability & Ethics, 9(6), 81-93.
Smola, Karen Wey, and Charlotte D. Sutton. "Generational Difference: Revisiting Generational Work Values for the New Millennium." Journal of Organizational Behavior 23 (2002): 363-82. JSTOR. Web. 28 Mar. 2012. .
There are many generations in society such as Traditionalist, Baby Boomer, Generation X, Y, and Z. Generation Z is the youngest generation in the list. However, in any work place, Generation Y, which is known as an Echo Boomers or Millenniums, is the youngest. No one knows how it emerged, but it began in 1998 and ended in 2006. The people in this era were born between 1977 and 1994, which is my generation. In the United States, there are seventy one million Generation Y-ers, which takes up the largest part of population. Unlike other generations, Generation Y has very outstanding abilities and environments to success. Those abilities and characteristics are efficient in business and companies. Also, Generation Y’s remarkable characteristics affect their social lives a lot. The Generation Y is very family centric, and able to catch up the trends. Their general cultures are pop-music, iPods, social websites, like Facebook and Twitter, and anything that relates to technology. In principle, Generation Y-ers are optimistic, social, and have high self-esteem. Those characteristics bring many pros and cons to hire them. Pros are general mostly, but cons are not true mostly because of misconceptions.
Each generation leaves an impression on our future, despite whether it is a positive impression or a negative one. This lasting impression is often referred to as generational potency. By obtaining new tools and opportunities from the mistakes and triumphs of those who came before them, every generation tries to make themselves heard. Therefore, the concept of generational potency is something that largely exists in our great nation. As Tamara Erickson said, “The truth is, without even trying, you will bring fresh perspectives to work because many of the ways you approach problems are different from the way it has always been done” (Erickson, 7). Everyone has a different outlook obtained from the knowledge you gain from past experiences and influences. For, we would be foolish to discard the wisdom and experience of those who came before us. Just as the Great War generation in the twenties impacted the decisions made in the “Greatest Generation,” all generations preceding 1977 h...