Generational Demographics in the Workplace

Inclusive Leadership For Dummies

As you develop your organization’s engagement plan, you’ll want to take generational differences into consideration to be an effective leader. First, however, you should get a sense of how many Millennials, Gen Xers, Boomers, and even Traditionalists you have in your firm. Use a form like the one in this figure to write down your numbers.

Track your generational demographics.

Check out these articles for help in working with and leading specific generations within the workplace: How to Work with and Lead Baby Boomers, How to Work with and Lead Generation X, How to Work with and Lead Millennials. For help juggling the various priorities of each generation, see the following table.

Generations at Work

	Baby Boomers (Born 1946–1964)	Generation X (Born 1965–1980)	Generation Y (Born 1981–2002)
Values	Workaholic Competitive Innovative Questions authority Materialism Personal/social expression Skepticism	Work-life balance Global thinking Diversity Unimpressed by authority Fun Self-reliance Cynicism/pessimism	Team player Enthusiasm for change Respect for authority Tempered hopefulness Sociability Optimism
Work is	An exciting adventure	A difficult challenge	A means to an end
Leadership style	Consensual Collegial	Challenges others	To be determined
Communication	In person In meetings	Direct Immediate Email Voicemail	Text message Direct message Twitter Instagram YouTube
Feedback	Doesn’t appreciate it	Asks, “How am I doing?”	At the push of a button
Rewards	Money Title Recognition	Freedom Independence	Meaningful work
Motivation	The need to feel valued and needed	Do it “my way” Work-life balance	Work with bright staff Work-life balance Social interaction through technology
Engagement strategies	Establish non-authoritarian environment Offer fresh assignments Provide developmental experiences Tap into their expertise Ease pressure of complex life	Allow time for questions Provide references Use time-efficient approaches Keep up a quick pace Be specific about growth Allow time to earn their respect	Provide interaction with colleagues Bring up to speed quickly Encourage mentoring Use technology Nonparental approach

Knowing the traits commonly found among members of a particular generation can help you pinpoint what drives the individuals in your firm. One Millennial woman was incredibly driven by recognition. Money was practically irrelevant to her. So, she had plenty of face time with executives whenever the opportunity arose. On the opposite end of the spectrum was a Boomer in his early 60s, who showed signs of becoming disengaged during a period when layoffs were necessary. Because this man’s various financial responsibilities likely made security a key driver, he was frequently reassured that his job was safe.

The generations do have very different views on authority, teamwork, development, and work–life balance, but everyone — regardless of age — wants the following:

Achievement: Taking pride in one’s work.
Camaraderie: Having positive, inclusive, and productive relationships.
Equality: Being treated fairly in matters such as pay, benefits, and developmental opportunities.

Smart bosses know that to boost engagement, they must build cultures with these three values in mind.