4 in 1: A New Workplace for Boomers, Gen X, Millennials & Gen Z
How Hiring Managers Can Recruit Talent & Bridge Communication Gaps to Replenish Workforce and Office Culture.
The American culture in the workplace is currently going through a complete overhaul. A socio-economic system adjusting to new technologies combined with “The Great Resignation” losing over 4.5 million workers from the job market in 2021, has many leaders struggling to recruit quality talent like never before.
Most leaders are responding to these changes from a competitive perspective offering a salary increase of 50-75%. Some leaders are looking at the long-term perspective (and not flooding the market offering outlandish salaries without clear job descriptions), seeking candidates with the right skills and values aligned with the company brand and office culture.
In 2016, corporate America started experiencing something new. Four completely different generations within one workspace. With this new social dynamic in our culture the truth is, every employee wants something unique in their career experience. In this blog, we will discuss generational identities based on cultural experiences and how these experiences and events have shaped the work ethic, social skills and long-term wants of corporate America for each generation.
The talented candidates that are currently looking for jobs, what exactly are they looking for?
The Problem
The “Great Resignation” is not about money, it's about identity. Employees quitting in droves back in 2020 & 2021 is a direct result of disconnect and diminished trust between corporate culture established by leadership and the American workforce. ”I can’t tolerate how my boss micromanages!.” vs “These employees are so lazy and spoiled.” Both trains of thought are problematic and highlight differences instead of similarities toward the end goal. Now, leaders are looking to replenish their teams with the right people. And hiring managers are having the same issue of not getting the right candidates or enough candidates to interview. Some hiring managers have job openings and receive no candidates for weeks! Our hiring systems are no longer as effective and the candidate pool is at most, a small puddle. The reality is that the career interests of the American workforce have changed. Even more specifically there are different values with each new generation joining the workforce.
It’s the life experiences that make us different but it’s the shared values that keep us together.
Bridging the Gap
The cookie-cutter hiring model of 1980 is on its way out. Salary is a temporary fix that will pad the numbers to fill job requisitions for about 2-3 business quarters. So as leaders and hiring managers, how do we emotionally connect and hire the right talent for our organizations? We learn when they come from, their social footprint in American culture, and how to speak their language using mutual interests.
Baby Boomers
Age, Population & Cultural experiences: Driving force of a nation with a winning mentality
Born 1946-1964, 80 Million.
They are the children of the “Greatest Generation'' that fought in WWII. Their parents instilled a winning mentality, to change the status quo and fight to live the American Dream.
Also called the “Rebellious Generation” spent the 60’s and 70’s protesting for civil rights, peace over war, and promoting equality in the workplace.
Responsible for shaping corporate American and workplace culture. With the rise of accessible education and a growing economy, the Boomers started their careers in an aggressively competitive market, mirroring the fast money of Wall Street in the ’80s.
Workplace Attitude: Their Career is their Identity
For many years, the Boomers were the majority of the US workforce and became the strong “middle class” in America.
They value education, contribution of new ideas, and respect those who “pay their dues” (work hard) to achieve career growth.
3 Million Boomers retired in 2020 and will be completely out of the workforce at retirement age in less than 10 years. Those still working or returning to work are looking for part-time hours, not for money, but are staying on as board members or consultants to keep doing what they loved for so many years.
Social (Soft) Skills: Open-minded and shared ambition
As our current corporate leaders and seasoned experts, they are still very ambitious and competitive holding to the values that brought them career success.
They value having options and are open to change if it benefits the bottom line. They are the generation that changed American culture in the ‘60s, 70's and 80’s to where we now see cultural diversity in people, music, gender roles ultimately redefining the status quo.
What they want from the job: To enjoy the fruits of their labor
Continued work doing what they have established in their careers, but now are choosing to spend less time in the office and more time with family.
Collaborating with younger generations to teach working systems and infusing new ideas.
Looking forward to retirement. Requesting flexible scheduling and working part-time by choice.
Generation X
Age, Population & Cultural Experiences: Independent thinkers in a failing system
Born 1965-1979, 60 Million
Raised by the “Silent Generation'' in the ’80s and ’90s with both parents working. Most often would manage their after-school activities and were replacement parents for their siblings. (latchkey kids)
Witnessed political incompetence and crime such as the energy crisis, the Watergate scandal, stock market decline, and front line TV news footage of the Gulf War.
With both parents working, most Gen X-ers were heavily influenced by TV, played video games in their off time, and saw the first home computers.
On average lower divorce rate than Baby Boomers. Most married later in life after establishing their careers.
Workplace Attitude: When the job is done, it’s done.
Value respect and follow under those they respect based on work ethic, product quality, and consistency.
Work best with technology primarily for communication.
Work comes 2nd to family.
Very independent when problem-solving.
Overlooked and rarely marketed to in the workforce for training and development compared to more populated generations like Boomers and Millennials. As a result, companies are still looking to fill the skill gaps.
Social (Soft) Skills: Communication without confusion
They invest time in people and relationships, not material things.
Reliable “get it done” or DIY mentality.
Direct communicators. No fluff, no filter.
They reject traditional gender roles in the workplace and embrace equality.
What they want from the job: R-E-S-P-E-C-T
To be acknowledged and valued based on their contributions.
Family and social contribution come first always.
Respected enough to have the job title they worked for, and to work independently or on a flexible schedule. They want leaders to trust their work and time management.
Millennials
Age, Population & Cultural Experiences: Students of the American Dream
Born 1980-1994, 80 Million
Raised by Baby Boomers who passed on the mentality of personal success and values of individual expression. Millennials were taught that they were unique and special and that with a good education the sky was the limit.
Life-changing events of their childhood included 9/11, the tech revolution, multiple school shootings, the Great Recession, Iraq/Afghanistan war, and the Obama election.
With the tech revolution, social media expanded lines of communication, cultural representation, and social comparison from their local high school, to the entire world.
Workplace Attitude: “My team is the best… because I’m in it.”
Very competitive and career-driven (also, competitive new parents.) The results of COVID in 2020 have shown an increase of millennial women leaving the workforce to be full-time moms instead of working to pay for childcare.
All about group work, social activities, and team development. Always scheduling training lunches and happy hour meet-ups for company bonding.
Value open communication and transparent feedback from leadership.
Social (Soft) Skills: Always looking to improve and build social currency
Great with teamwork, a collaboration of ideas, and business networking.
Very socially and economically influential to the job market, as the largest workforce AND consumer population for the next 20 years.
Competitive to share new creative business ideas for tech, retail, service, art, and entertainment.
What they want from the job: Invest time & technology wisely
Flexibility with a healthy work-life balance. As of 2021, only looking for job opportunities working remote or flex schedules.
Transparency from leadership and clear communication on monthly productivity and application of practical everyday uses of technology. (I.e how does this company use social media and other platforms to drive business?)
Continued training for career/leadership development. This includes mentorship, tuition reimbursement, stock options, and a roadmap for a 5-year plan.
Generation Z
Age, Population & Cultural experiences: A lifestyle equally physical and digital
Born 1995-2012, 72 Million
Raised by Generation X who instilled a self-sufficient and independent mentality. That it’s ok to try and fail as long as you keep going. Watched their parents struggle through job loss during the Great Recession and as a result have started working at a young age in retail, the service industry, and online entrepreneurship.
This generation uses technology to write their own rules for customization and simplicity. As new adults over the past 4 years, we have seen Gen Z protesting against police brutality and developing grassroots campaigns in response to events like mass shootings, climate change, and increased production of enhanced technology.
Technology is not a luxury, it’s a lifestyle. The new term “Phygital” is the combination of a physical and digital social life where both are equal contributors to their social, emotional, and financial realities.
Workplace Attitude: Hustle Mentality
Phygital experience: Remote work is already a reality of their everyday. Because of the 2020 Pandemic, 86% of all Gen Z will have experienced remote learning for 2 years or longer of their primary education.
They are realistic about the uncertain economy and have multiple side jobs for backup.
Diversity is expected in school and the workplace. For example, when it comes to representation, this generation will never know a world without an African American President.
Starting their careers, they are looking for as much exposure as possible to get experience in multiple areas of business early. Seeking a unique job description that involves wearing multiple hats.
Social (Soft) Skills: Specific efforts
Fresh out of high school and/or college, they are ready and eager to work (to pay for their expensive phones and gadgets) and plan for the future.
Despite what other generations may say, Gen Z is very social both online and offline. The key is to tap into their interests, and in conversation are fully engaged when discussing shared interests.
They are very clear on their social values. A planned peaceful protest is posted on social media, they all show up in droves to be one voice for the cause.
Technologically sophisticated and already prepped for online learning, online businesses, and gaming community culture. Experience with video conferencing equipment, streaming services, even attending virtual concerts by the millions, they are the forerunners for having the most virtual social equity.
What they want at the job: To be seen and heard.
Not to be called Millenials. There are distinct differences in life experience that sets them apart, like having a multifaceted work ethic.
They are looking for an opportunity to contribute AND be trusted to work independently.
To work with a team that is adaptable and applies practical use of technology in the corporate environment.
To have a seat at the table, and be represented when it comes to company decisions. They want to be part of conversations, contribute to processes, and celebrate the end results.
So, how do we as leaders recruit for each generation, and establish a real connection with our teams? We identify our values, interests, and corporate vision, and then share ALL 3 with every candidate during every interview.
For each generation, some values, interests, and career goals they wish to have in common with their next employer include:
Boomers
Opportunity for self-fulfillment and staying loyal to their professional identity.
Planning time for family.
Sharing ideas for whatever is next in retirement or career consulting.
Gen X
Family is more important than money.
Effective use of their time starting with a clear job description.
Respect and acknowledgment from leadership for every job level.
Millennial
A role providing meaningful contributions towards company wins (and losses) within a team commitment.
Time to openly evaluate, discuss and debate trending business and social topics.
A mapped out long-term career path based on company goals.
Gen Z
Efficient use of time by way of technology. Be open to multiple video interviews, even video resumes!
Being asked, “ What are you interested in?’, so they can share more about who they are and what excites them. (Make sure to highlight shared interests in home life, hobbies, etc.)
Time is money and they are ready to work. Get them up to speed with proper training and set expectations for 3-12 months.
Before concluding, please remember to invest time to learn where your candidate is coming from and WHY they want this job. It's not about age or a spot on a timeline, it’s about values and common experiences that determine generational identity.
To bridge the gap:
-Communicate company identity and your personal values.
-Be open to receiving new ideas and be transparent with expectations, saving everyone time.
-Highlight the values in your company’s brand/identity and how it is applied at the office every day.
-Train as an investment, not a risk. It is the first mutual commitment that sets the tone of expectations for both employee and manager for the duration of employment.
Some candidates look great on paper, and so do some job descriptions. After the candidate comes in for a meeting, keep them engaged with a quality conversation around mutual interests, increasing social relatability. The market has changed and the demand is clear. Good candidates have more options than ever before, so the competition to land an offer is super high. Thinking from a long-term perspective, it’s not about changing your business model to be attractive for a new workforce or even caving in to demands like having a ball pit in the office. It’s about you as a leader offering social and business values that mirror your target candidate. It’s human nature to stick to what you know. Use your company’s current brand and your values to attract and recruit more talent. We are all social creatures, we can be intrigued by what’s different, but will always feel satisfaction when sharing what’s the same.
Sources
Gen Z @ Work: How the Next Generation Is Transforming the Workplace: David Stillman & Jonah Stillman (P)2017 Blackstone Audio, Inc.
Management is a Journey: 15 influential Events that Shaped Baby Boomers, Robert Tanner, MBA Aug 30, 2021
WWL.COM News: Scoot: The rebellion of the Boomers of the ’60s, May 20, 2019
Dayton Daily News: Rising number of Baby Boomers retiring may create ‘eye-opening’ changes. Nick Blizzard July 20, 2021
Management is a Journey: 15 Influential events that Shaped Generation X, Robert Tanner, MBA November 24, 2020
Visual Capitalist: Timeline: Key Events in U.S. History That Defined Generations, Iman Ghosh May 7, 2021