hiring strategy – which generation?

The other day I was discussing hiring strategies with some of my peers and the conversation evolved to the work styles of different generations. Trying not to sound too retro-grouchy, we informally concluded that our generation (Generation X) has a stronger work ethic, more dedicated ‘just do it’ mentality, than today’s generation (Millennial) coming into the workplace. This is not a fair statement. It is not whose work ethic is better but which style is more appropriate and when. We concluded that we could learn a lot from other generations and that understanding what each generation brought to the table could help a great deal in the evolution of corporate hiring and overall productivity.

Although our work experiences supported our general claims, I wanted something more concrete to harness our human resource strategies. Shortly after the above conversation, Harvard Business Review (HBR) published an article The Next 20 Years: How Customer and Workforce Attitudes Will Evolve (July-August 2007) which very succinctly articulated our general experience with various generations.

Generations encompass a series of years spanning roughly the length of time to become an adult. Because those born within the same generation have shared history there are general beliefs and behavior patterns that are common. The biggest influences of a generation are events which occur while coming of age: during or after a period of national crisis, cultural renewal or awakening. The Boom Generation (roughly born 1943-1960) is categorized as the indulged products of postwar optimism, Generation X (1961-1981) grew up in an era of failing schools and marriages and the adult world being rocked by the sexual revolution, and the Millennial Generation (1982-2005) a product of the ‘consciousness revolution’ increasingly protecting children (think ‘baby on board’ sign in the back of a mini-van). So, how do these generations translate into the workplace today?

Boomers are currently reaching retirement – something that has negative connotations of stagnation and mindless consumption for this group that attended Woodstock. As such, Boomer’s won’t retire quietly into the mist but instead will become consultants and independent contractors bringing an ethical perfectionism, vision and values to the workplace. These traits will play well in the Sarbanes-Oxley world of corporate governance but to a rising generation they may not seem ‘dialed in’ to day-to-day operations.

Early on Gen-X’ers learned to distrust institutions and pushed through efficiency and innovation which produced remarkable productivity gains. This entrepreneurial generation of free agents has no loyalty to employers but to the work itself and how it is done. As managers, this generation will excel at making quick decisions, streamlining operations, cutting out that which does not add essential value and downsizing to maximum efficiency. They will take creative risks and exploit opportunities on their own and will scour the marketplace in search of unrealized gain. Great traits to have for promoting the ‘bottom line’ but the rising generation cannot relate and will not tolerate or conform to such individual zealousness.

Millennials grew up in a nurturing, sheltered environment which artificially built their confidence and enforced teamwork and sharing. As such, this group needs constant feedback in a trusting and teachable workplace with clear lines of authority and supervision and a greater number of team projects. This group strongly seeks work-life balance and if achieved will be extremely loyal to their employer. If not, they may revitalize the union movement. This generation will not ‘revolt and bolt’ but will stay put and wait until someone in charge solves the problem. When given clear direction they work superbly as a team.

So, given the above traits, what is the best corporate makeup? Boomers should be on your advisor committee to provide a check and balance to Gen-X initiatives. At the same time, Gen-X management need to slow down and teach others while introducing clear goals and efficiencies so that Millennials feel stability in the workplace and comfort in their nonstop interaction with their peers.

If Boomer- and Xer-led businesses adjust to the Millennial work style, economic productivity could surge even as job turnover declines. (page 51)

Check out the HBR forum for the article at: http://hbswk.hbs.edu/item/5736.html#original