By Lise Simard

What impact will the massive layoffs in many economic sectors have on the integration of “Generation Xers” in the workplace? With this question, André Filion, launched his presentation at the conference hosted by the IACMP Montreal Chapter, on December 4th. An industrial psychologist, André Filion is founder and President of André Filion & Associates (www.filion.ca), a prominent consulting group specializing in industrial psychology and career management. His firm a founding member of a pan-Canadian group, Verity Filion Inc. (www.verityfilion.com) and a global partner of Lee Hecht Harrison.

Three generations actually share concerns related to the changing job market: workers from the “silent generation ” (1923-1942) some of whom are still in the pre-retirement phase, “baby-boomers” (1943-1963) who are often the first to be affected by the layoffs and “Generation Xers” (1963-1982) who have chosen for the most part to take control of their own career development rather than counting on employers to provide opportunities for advancement. Generation Y (1983-2000) has just started entering the market.

“Generation Xers”, who are now 21 to 36 years old, grew up with television and advertising, video games and personal computers. Often overeducated and underemployed, at ease with the new technologies, they believe in equality of the sexes, have well-defined tastes, live in double-income families, in a cosmopolitan and increasingly multi-cultural environment. Their relation to work, to power and authority is very different from that of the baby-boomers. They don’t want jobs but challenges. Rather than a boss, they want a coach. They favour entrepreneurship and hope to influence and change things in society. Many of their values are however ambivalent: they want more quality of life yet often choose to work seven days a week. They are promoted at an early age and also want to retire early. They feel the need to continue learning, to maintain and improve their skills. Stability and long-term commitments do not appeal to them: they prefer being on the move. They are also much more interested in the role they can play at work than in the title they have or even the environment they will work in.

Recruiting and retaining “Generation Xers” is quite a challenge for companies since they identify much more with their colleagues than with the company. More and more, they are now competing with baby-boomers for the best jobs. André Filion points out that even in consulting firms, hiring younger career counsellors for selection, development, retention and transition of human resources is a growing trend. These young counsellors, like other “Generation Xers are looking for short-term accomplishments, long-term responsibilities, continued training and recognition. Consulting firms, like other employers, must therefore provide significant challenges and projects, allow young workers to play important roles, provide training opportunities and give adequate support and feedback.

The International Association of Career Management Professionals has more than 2,000 members worldwide. It’s main objectives are to offer an environment that favours professional and personal development, to keep members informed on the profession, to ensure they benefit from a well-structured network and to offer them the possibility of contributing to the development of the profession. For more information on the IACMP, visit the international web site at www.iacmp.org or call the Montreal Chapter at (514) 990-9257.

Lise Simard is a Career Counsellor who currently works with adults in life/work planning and also with students and graduates at the ” Université du Québec à Montréal ” where she has developed several socioprofessional networks.