differences between generations

The Generational Differences in the Workforce

The generations that can be found in the workforce include the millennials, generation Xers, and baby boomers. They differ from one another, and such distinctions have a big effect on companies. These disparities are related to “narcissism and self-esteem, the need for social approval, the locus of control, anxiety and sadness,” according to the article.

The Millennial Generation: Embracing Individualism

While the previous two generations were less concerned with individualism, the millennial generation has seen an increase in self-esteem and narcissism. The millennial generation wants meaningful, satisfying careers and demands authenticity from their supervisors (Chou, 2012). They want to rise to positions of power rapidly and lack the patience to work their way up the corporate ladder. The social values that held society together in the 20th century are rapidly eroding, and people are embracing individualism. Millennials feel they are superior to others as well as entitled to get anything they want. Compared to the baby boomers and Gen Xers, managers are recognizing that millennials need regular feedback, constant praise, and recognition.

High Expectations and Changing Leadership Styles

The millennials have very high expectations as they enter the workplace. Meister & Willyerd (2010) point out that they need a boss who will give straight feedback and is available to coach and mentor them. They want companies that offer a clear career path and are ready to develop their skills. The implication is that the bureaucratic leadership style prevalent with the baby boomers and Gen Xers is not appropriate in today’s workplace. As a result, managers have to improve their ability to provide honest and timely feedback as well as mentoring programs and opportunities.

Shifting Social Approval and Flexibility

The need for social approval has been declining. The baby boomers and Gen Xers were interested in making a good impression in their jobs and society, but this is the least concern for the millennials. In response, some organizations are relaxing the formal dressing codes and let the millennials wear casual clothes. The millennials desire to express their creativity, take more risks, and “think outside the box” rather than conform to the established ways of doing things. They demand flexibility and organizations have to relax the rigid rules and hierarchies. The baby boomers and Gen Xers were proud of holding one job for their lifetime, but the millennials are perennial job-hoppers. A challenge to organizations is to provide meaningful work to the millennials to keep them interested and committed.

Addressing Mental Health Concerns

The number of people suffering from depression and anxiety has been increasing over the decades. Today’s college and university students are struggling with depression and they enter into the workplace with these psychological issues. On the other hand, the baby boomers and Gen Xers report lower levels of depression and anxiety. With the growth of social media and the demand of today’s workplace, most workers feel overwhelmed and inadequate. The effect is that the current generation is struggling with higher levels of stress and burnout and managers have to get involved in helping such employees. Organizations are now offering mental health services, flexible work schedules to promote work-life balance.

The Shifting Locus of Control

The locus of control is becoming external. The baby boomers and Gen Xers’ locus of control was internal where they showed greater responsibility and accountability for their actions. On the other hand, the locus for the millennials is external and they will blame the environment (others and bad luck) for failure, and they are less responsible and accountable for their mistakes. They desire for more organizational support, motivation, and commitment. Managers have to recognize that the millennials want to feel valued and this necessitates the need for active listening, development and coaching programs, and promoting a friendly work environment. Also, the organizations have to shift from individualized work to utilizing teams where individuals can share responsibility and accountability.

The Future Workforce: Adapting to Millennials’ Needs

In conclusion, the differences in the generations are evidenced by the rise in self-esteem, the decline in the need for social approval, increase in anxiety and depression, and the locus of control is becoming external. These changes have led to the demand for greater organizational flexibility employee autonomy, and more meaningful work. Therefore, managers have to adapt to the needs of the millennials who will make up a significant portion of the future’s workforce.

References

Chou, S. Y. (2012). Millennials in the workplace: A conceptual analysis of millennials’ leadership and followership styles. International Journal of Human Resource Studies, 2(2), 71

Meister, J. C., & Willyerd, K. (2010). Mentoring millennials. Harvard business review, 88(5), 68-72