Differences between the Generations

The Access HR Team | 1 Sep 2007 12:39 AM

Business leaders need to be doing more than just observing the changing times- they must understand the changing times. Therefore it is important to understand the human traits, attitude shifts, social trends, and the mindset of the ever-changing customer and employee in order to be successful. The different generations have been labeled and defined historically as “the average interval of time between the birth of parents and the birth of their offspring.” Today a generation refers to a cohort of people, born within a span of time in which trends, technologies, and events have significantly shaped them. These occurrences in one’s formative years are referred to as social marker indicators.

Description Born Age Pop’n (mil) (% of Pop’n)

Boomers 1946 – 1964 42 – 60 5.3 mil 26%

Generation X 1965 – 1979 27 – 41 4.4 mil 21.5%

Generation Y 1980 – 1994 12 – 26 4.2 mil 20.5%

Generation Z 1995 – 2009 Under 12 3.1 mil 15%

Reference: ABS Population Pyramid 2006 & McCrindle Research Study 2006

Baby Boomers:

The key event that formed the social marker in the Baby Boomer generation in the western world was the ending of the Second World War; depression and the war period were replaced with economic growth and full employment. Technological advancement and increasing freedom took hold; there was the unparallel baby boom and immigration program. This 19 year population boom literally birthed a generation.

Baby Boomers have lived through incredible change and have adapted to it, in many cases creating the change. They are a very adaptive and flexible generation as shown in their embracement of technology to changing their collaborative management style. Boomers are most likely to remain in leadership positions for longer than any previous generation and their experience combined with their adaptability will keep them relevant.

Generation X:

Generation X have bought with them a different perspective on employment which is dramatically different to the Baby Boomer generation. Generation X demand to enjoy their work and to have time beyond a workplace, this is often misinterpreted by the Boomers who see them as unmotivated and apathetic. Quite simply, Generation X “work to live,” while their predecessors “live to work”.

Almost half of the Generation X cohort grew up in divorced homes, many were raised by single parents and others were raised by two parents who both worked outside of the home. Generation X employees value a sense of belonging and teamwork, and this value has been shaped by the way Xers were raised.

Generation Y:

Those individuals born between 1980 and 2000 will have grown up in a multicultural globalised world. The dramatic growth of the internet and television has had a part to play in this development. They will remain in education longer, travel further, have access to more information than any other generation, and be more aware of technology and more likely to 'think outside the box'. Graduates want to constantly learn new skills, be challenged intellectually, professionally and continually achieve.

While derided as fickle, self-focused, and transient the reality is that they just reflect their times. Economic cycles come and go, jobs aren’t guaranteed and profits are seemingly pre-eminent. So it’s not an inherent selfishness but a response to corporate realities. Managers that step away from the corporate image and build staff rapport and relate to the individuals, loyalty and commitment from the Generation Y can be acquired.

Snapshot of Generations:

	Baby Boomers Born 1946 – 1964 Aged 40s and 50s Population: 5.3mil	Generation X Born 1965 - 1979 Aged 20s and 30s Population: 4.4mil	Generation Y Born 1980 – 1994 Aged Teens & 20s Population: 4.2mil
Values at Work	Work ethic; industry focus	Achievement; company-centric	Ownership; individuality
Motivations for Work	Financial security; responsibility	Career progression; opportunity	Job variety; creativity
Influences over career choice	Parents; authorities	Careers advisors; experts	Internet; peer groups
Shapers of perception and views	Tradition; reputation	Observation; recommendation	Perception; experience
Key management tools	Recruiting; supervising	Training; promoting	Innovating; empowering
Key communication tools	Technical data; evidence	Visual examples; demonstration	Hands-on training; participation
Typical training style	Formal monologue	Programmed dialogue	Interactive multi-modal
Typical leadership style	Control; thinkers	Coordination; doers	Consensus; feelers
Influencers and values	Local; long-term needs	Regional; medium – term needs	Global; short – term wants
Management approach	Telling; “Yes Boss”	Selling; “What’s in it for me?”	Involving: “Here’s what I think”

Reference: McCrindle Reseach