generational differences Generational Differences There are wide gaps in the approach different generations take towards their jobs, and meshing those generational differences in the workplace is no easy task.

By Bill Brennanan

The work placeace “T “Thereh are multi- today is much dif-f- generationsgene in the ferent than the workork ppapera mills that go place of 1945 whenen bback for decades. the members of I see a disparity the “Veteran/Silentnt in ttheh work habits Generation” weree betweenbetween the older employed. The key pieces of equipment in an office in 1945 generations (/SlG(Veterans/Silent Generation and Baby Boomers) were the telephone and the typewriter — computers, copy and the younger generations (Generations X and Y),” machines, and cell phones were not even a consideration. Hitchcock said. Manufacturing facilities were mainly manual operations “All the time I hear complaints from the mills that ‘we where workers’ skills were more a hands-on art than over- have lost our ability and skill to make paper.’ The typical seeing a programmed machine. paper industry union employee has been replaced by a more Things we take for granted today, such as a smoke-free formally educated employee, but the sense of ‘growing up workplace, was not the case back then, and those of us who in the industry’ is gone,” Hitchcock noted. remember carbon paper and mimeograph machines are “The mills should recognize the differences (between most likely over the age of forty. Needless to say, the work generations) and use them to their benefit,” she added. environment has changed substantially in the last 60 years. THE GENERATIONS Are we products of the era in which we were born? The members of Veterans/Silent Generation, totaling Maybe. Are generations defined by the members of the approximately 66 million, are characterized by valuing tra- group? Again, maybe. ditional relationships over time, structure, and loyalty. They In today’s workplace we have the convergence of several tend to respect hierarchy; they comprise the generation that different generations: successfully participated in World War II, also known as the • Veterans/Silent Generation - born before 1945 ‘Greatest Generation.’ At work they tend to be long term • Baby Boomers - born between 1946 and 1964 employees that will give their maximum effort, while infor- • Generation X - born between 1965 and 1980 mation is provided/accepted on a ‘need to know’ basis. This • Generation Y/Millennial’s - born between 1980 and 1994 generation was heavily impacted by the Great Depression Each generation has it own set of unique tendencies and and World War II and they tend to be economically frugal characteristics that have an impact on the workplace in a and saved their money. variety of ways. Baby Boomers, approximately 78 million in the U.S., tend According to Gilly Hitchcock, owner of FPC Bangor to value relationships over time, challenge/accept authority, (www.fpcbangor.com), an executive recruiting firm located and are generally optimistic and idealistic. At work they are in Maine whose area of expertise includes the pulp and results driven, retain what is learned, give maximum effort, paper industry, there are wide gaps in the approach each keep open lines of communication and would like to have generation takes towards their jobs. been long term employees. Often inaccurately identified

26 JANUARY/FEBRUARY 2010 PaperAge generational differences as the ‘Woodstock Generation’ (a very small percentage three generations, they tend to be less mature at compara- of ‘Boomers’ attended the concert at Yazgurs Farm), they tive ages. This generation, approximately the same size adjusted to reality and became business and political leaders as the Boomers, is just entering the workforce and will leaving much of the idealism of youth behind. undoubtedly reinvent the work environment as we know it. Due to the large numbers of Boomers competition was DIFFERING APPROACHS TO WORK/LIFE a major factor in their lives. Many of this generation expe- One major difference in the workplace between the rienced double/split sessions in school and intense competi- Veterans/Silent Generation and Boomers’ compared to Xers tion for entry level jobs. This generation experienced the and Yers, is the concept of work/life balance. A “company “lay off phenomenon,” and saw their aspirations for long first” attitude and long work hours define the work ethic of careers with a single employer dashed by corporate mergers, the Veterans/Boomers, whereas life comes first reigns more consolidations, and efficiencies. important to the Xers and Yers. However, Boomers have proven to be adaptable, rein- Hitchcock concurs and observed that in the paper/pulp venting themselves by going back to school and/or changing industry the quality of life is viewed differently today. careers, and raising smaller families. “Many Gen Yers with college degrees have experienced Generation Xers are characterized by skepticism, infor- downsizing through their parents, and in some cases this has mality and individualism. They value time over relationships, created a lack of trust. There once was a great sense of loy- value work/life balance, embrace diversity, and learn quickly. alty on both sides, from company to employee — this has Cam Marston, author of “Motivating the ‘What’s in it been upset in recent years.” for Me?’ Workforce,” says that members of ‘Gen X’ (inclu- In a somewhat predictable response, Xers and Yers highly sive) are, “The most difficult to work with…even those that value their personal time over company time. According to a are part of the group don’t want to work with them.” He 2006 Employee Review survey by Ranstad, Gen X and Gen added, “Once you figure them out, they don’t leave.” Y take the most number of sick days and Veterans/Silent Many of this generation are products of single parent Generations take the least. The survey results show, when homes and known as “latch key kids.” This may play a fac- compared to Veterans/Silents, Gen Y employees are: almost tor in their lack of trust and skeptical attitude. twice as likely to take Generation Y, known as “Millennial’s” or a sick day to relieve “Adultoscents,” value time over relationships stress, almost three and are characterized by their technologi- times more likely cal savvy and need for instant gratification. to attribute In addition, they like informality, embrace working too many diversity, and are products of hours to absenteeism, their ever-hovering helicopter and almost four times as parents. In comparison likely to use a sick day for with the other personal errands.

Xers and Yers, who grew up in the computer age, thrive on virtual social networking. PaperAge JANUARY/FEBRUARY 2010 27 generational differences

Before reacting too quickly, and want to be part of a team. remember that the younger gen- Gen Xers are now moving into erations have witnessed the fam- management positions and want ily disruption caused by (often to know that their input is val- multiple) lay offs of their par- ued. Gen Yers require constant ents/grandparents. feedback and want to have a Communication in the work- short break-in experience to “hit place is another area of differ- the ground running.” They have ence between the generations. ambitious goals but are clueless Traditionalists/Boomers like about execution. They also seek to establish work relationships an enjoyable work environment through face-to-face interaction and want to be respected. and teams. Xers and Yers, who Today’s diverse workforce has In the paper/pulp industry, grew up in the computer age, representatives from four distinct Hitchcock sees impatience in the thrive on virtual social network- younger generations in terms of ing through cell phones, such as generations, each with its own set putting in the necessary time to Blackberries and IPhones, instant of values and attitudes. learn the business. She cited a messaging, FaceBook, blogs recent situation where a younger and, most recently, “tweeting” employee left his employer (Twitter). because he was not selected for a promotion, when in real- According to the Randstad survey regarding career devel- ity the employee was not ready for the promotion. opment, Gen Y is least likely to be interested in pay increas- “The mills today want the younger generations to adapt es and most likely to value learning new skills and career to the workplace. These younger employees will need help pathways. The survey made generational distinctions on to learn how to work with the older generations, as well happiness whereas Gen X and Y want pathways to personal as learning how to hone their management and leadership growth, while Veterans/Boomers highly regard recognition skills,” Hitchcock said. and appreciation. Generational differences can be viewed as an obstacle or a means to improve the workplace. Employers have to BRIDGING THE GAP decide how to best utilize the work ethic and experience of A survey report by the Society of Human Resource the Boomers to educate the younger employees, while at Management shows that different generations working side the same time working to earn Xers’ trust and allow them by side with contrasting views can sometimes lead to mis- to lead the business into the future. understanding and conflict. Complaints from older workers Finally, employers must develop Gen Yers by providing about their younger colleagues frequently focus on lack of constant guidance and encouraging their participation in non- willingness to work hard. Younger workers who value work/ virtual teams. Successful employers will accept and utilize balance, do not value “face time” and seek flexible work the generational differences to help grow their businesses. options like telecommuting to get their jobs done without Ultimately, Boomers, Xers and Yers must work together being physically at work. and use their respective strengths to learn from one another. To help bridge the gap, the survey says that the most The result will be a more vibrant and effective workplace. ■ successful method is providing information in multiple ways, taking into account that younger workers are less for- Bill Brennan is Principal of The Stratagem Group LLC in Norwell, Mass. He provides human resources and labor relations services to mal and more technologically advanced. Cam Martson rec- improve company performance and efficiency. He is certified from ommends being open and upfront with the younger workers the Human Resources Certification Institute as Senior Professional in Human Resources and has worked in a variety of industries for lead- — let them know that you value their technology expertise ing global, national, and regional companies. Brennan teaches as and let them know it will benefit the workplace. a Visiting Lecturer for the School of Business at Bridgewater State Carol Verrett, president of Carol Verrett Consulting and College and Northeastern University, and has taught as an Adjunct Professor at Bryant University’s Department of Management. He Training, says that many Boomers are not going to retire can be reached by email at: [email protected] soon and are looking for “a good, steady work environment” or www.thestratagemgroupllc.com.

28 JANUARY/FEBRUARY 2010 PaperAge