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Generation: similarities & Differences

Attraction and retention impact your bottom line. By increasing organizational engagement across all generations in the workplace, recruitment can become a strategic tool for organizational and economic growth. By developing programs that anticipate a generation's values and desires, an employer has a better chance of attracting the right person to the optimal position.

March 7, 2010
Root CausesTraditionalistsBaby BoomersGen XGen Y
Loyalty & Trust
  •  Loyal and supportive of traditional establishments (government, military, big business)
  •  Trust in formal structures, believe that they will serve the best interests of the people/employee
  •  Loyal to one’s own needs through ongoing growth, development and self-gratification
  • Anti-establishment demonstrated through activism
  •  Loyal to self through independence and self- reliance
  •  Lack of trust in formal establishment (government, media) skeptical of motivations
  •  Loyal to individual and team goals through dedication and hard work
  •  Trust in centralized authority
Relationship with Authority
  •  Respect for authorities and hierarchical system
  •  Seniority and job titles are respected
  •  Challenge authority
  •  Desire flat organizations that are democratic
  •  Unimpressed by authority
  •  Competence and skills are respected over seniority
  •  Respect for authority who demonstrate competence and advanced skills
  •  Flip traditional roles on their head by teaching superiors how to use technology
Relationship with Organizations
  •  Loyal to the organization
  •  ’Pay your dues’ mentality
  •  Climb the corporate ladder
  •  Career = opportunity
  •  Understand the volatile nature of employment
  •  Formal relationships with superiors
  •  Loyal to the team
  •  ’Live to work’ mentality
  •  Career = self-worth
  •  Wants job security
  •  Personal relationships with superiors
  •  Loyal to the manager
  •  ’Work to live’ mentality
  •  Career = one part of me
  •  Expects to be downsized
  •  Informal relationship with superiors
  • “Tell me what you can do for me”
  •  Loyal to colleagues
  • ‘Work to contribute’ mentality
  •  Career = opportunity to add value
  •  Very casual relationship with superiors
  • “Show me what you can do for me right now”
Relationship with Colleagues
  •  Formal relationships
  •  When in conflict, defer to seniority
  •  Personal relationships
  •  Avoid conflict
  •  Colleagues as friends
  •  Open dialogue to resolve conflict
  •  Casual and social relationships
  •  Debate and challenge each other to achieve compromise
Work Style
  •  Work hard – ‘Get it done’
  •  Focus on process and rules
  •  Don’t rock the boat
  •  Follow the leader
  •  Linear work style
  •  Learn from elders/more experienced
  •  Dislike change
  •  Bend the rules
  •  Work in teams
  •  Focus on people, not numbers
  •  Structured work style
  •  Cautious of change
  •  Focus on results
  •  Change the rules
  •  Work independently with little supervision and informal team structure
  •  Multi-task
  •  Flexible
  •  At ease with change
  •  Focus on quickest solution using technology
  •  Challenge the rules
  •  Work independently with supervision and direction
  •  Fluid work style
  •  Desires change
Print Directory
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