While there are obvious differences between Baby Boomers, Generation X and Generation Y, the differences at a collective level are minimal.
Without going into the various definitions of these groups, let's look at what anyone may want from work and how we might provide it.
- Worthwhile work
Who doesn't want this? Who enjoys working when the job is not clear and they can't see the relationship between what they are doing and what the business is trying to achieve? While Baby Boomers may have put up with boring or meaningless jobs longer than the other groups, they didn't enjoy them any more and it probably affected productivity.
- A sense of direction
People want to know where they are going and where their employer is going. Younger people are probably more vocal about this, but we all like to know what we are working towards.
- Useful information
We all want to be kept informed. The methods of doing this may have changed, but don't underestimate the Baby Boomers' ability to read email, get information on the Internet or listen to a presentation. They may be older but they haven't lost all their marbles!
- Values
People want to know the values of the organisation they are working for and if they align with their own. No generational group will want to work for a business that deliberately wants to drive their employees as hard as they can with no regard for their personal health or well being. While some people choose to work long hours, belonging to a business that expects it, or demands it, is an added pressure that is rarely attractive at any age.
- Rewards and recognition
Who doesn't want appropriate rewards for their efforts? Yes, younger people may be more vocal about this and be more prepared to move on, but all employees want to be paid what they are worth and recognised for doing the right things.
- Feedback
Feedback on performance is something we all want - especially if it is positive. If it isn't, then we all need it and some advice on how to improve performance to meet the needs of the business. Again, younger people are more likely to ask directly for this and older people may be resigned to the fact that poor managers are lax in this area. It doesn't make it any less important.
- Development and growth
Here there may be differences in what development and growth are wanted and how fast. However, it is a manager's responsibility to understand the needs of all individuals, regardless of their age.
A senior person may want to hone their coaching skills to help others; a younger one may want to build their technical expertise. There may be some who are happy to stay on a plateau - but this can happen at any age, and as long at it fits with the business needs, this can be allowed. The point here is, we should have a process to assess these issues and act accordingly.
Succession planning is the process that will incorporate many of these needs and take account of the age of employees. If it is carried out properly, it will also include factors such as availability of various skills in the market and your business needs in the future.
- Working conditions
Who wouldn't want flexible hours? While a 25 year old may want time off if the surf is up, older people may want to tend to family matters. A difference may be that older people have learned to work around these issues, sometimes at the expense of the family, while Generation Y will ask for it straight-out.
So much for the collective similarities. It is at an individual level that most differences become apparent - for members of any generation - and this is where the skill of the manager is critical.
Identifying and weighing the needs of the business and the individuals, planning and managing using this information, rather than treating all people the same, will foster engagement and commitment of all ages.
The business benefits of being able to attract people and keep them through understanding their needs and having appropriate conditions and processes are significant. Having someone leave or perform poorly at any age is expensive. The message is clear, regardless of age, find out what the individual wants and make every reasonable attempt to meet their expectations.