Essential Skills Mismatches
October 26, 2015
When “Time Off” Is Actually a Step Forward
October 26, 2015
By Madeleine Fortier
Understanding the life backgrounds of three different generations of workers can help us advise them better
The people you guide in an employment search or in career management come from all walks of life. Their work expectations and perspectives are not the same.
These differences can stem from a range of influences, including their family, cultural background and generation.
It is this last factor that we will focus on in this article. Following a brief overview of the socio-economic environment and general characteristics of the three generations comprising the workplace, we will discuss the principal ways in which these contexts and characteristics shape each generation’s expectations in terms of career, work/life balance and recognition.
The three generations and their contexts
No two authors agree on the dividing dates of the generations. We therefore used David Stillman’s chronology, taken from his work entitled When Generations Collide (Collins Business, 2005). It’s also important to specify that the generational characteristics described here are not labels. Rather, they are generalizations associated with common backgrounds.
Baby boomers: born between 1946 and 1964; they are currently aged 51 to 69 years. Keyword: optimism. The flourishing economy of the post-war era instilled the impression that anything was possible. Idealists, they had the power of numbers and faith in their capacity to improve society. However, they had to work hard to change their lot in life and gain recognition. They are widely known as workaholics. They respect authority but want to be treated as equals.
Gen Xers: born between 1965 and 1980; they are currently 35 to 50 years old. Keyword: skepticism. They witnessed the symbols of stability crumble and learned to trust in themselves rather than in the institutions. They are independent and resourceful. Carving a place for themselves in the job market has not been easy. They are sometimes referred to as the lost generation.
Gen Ys: born between 1981 and 1999; they are currently 34 years and under. Keyword: realism. They are people of the network, so it’s a small world to them. Pragmatic, they live for change and in change, they seek challenges and stimulation. Often they are described as overindulged or spoiled. Nonetheless, this generation embodies a unique combination of common sense and social conscience, which promises to shake up the labour landscape. They want to contribute to society and are determined to live full and satisfying lives.
The three generations and their relationships with work
The differences among the three generations in work perspectives and expectations manifest in their relationships with hierarchy, their sense of commitment and loyalty, their career vision, work/life balance and their expectations for feedback and rewards.
To illustrate this, what follows is a summary of how each generation views three of these work dimensions.
Career vision
Baby boomers: job security. They want to shine and excel in their careers. Many are currently heeding the call not of their biological clocks but of their career clocks: they realize they don’t have much time left to achieve career distinction and want to maximize their remaining years.
Gen Xers: career security. They believe job security is a thing of the past. They want to build their portfolio of skills and experience in order to secure their ability to land on their feet in face of whatever catastrophe might befall them. From this standpoint, changing jobs becomes a necessity, a survival strategy.
Gen Ys: parallel careers. Their highly programmed lives have trained them to be multi‑taskers, to be able to successfully juggle several jobs at once. It is predicted that they may dabble in up to 10 different careers over their lifetimes!
The importance of work/life balance
Baby boomers: for this generation, the quest for meaning and value in their work will increasingly be moderated as they approach retirement. Having often sacrificed a great deal for work, they are now seeking a more balanced lifestyle.
Gen Xers: These individuals are in search of a work/life balance now, not in retirement!
Gen Ys: They need the flexibility to be able to manage all their activities. Work isn’t everything!
Forms of feedback and rewards
Baby boomers: money, titles, recognition, the corner office. Everything that proves to themselves and, most importantly, to others just how good they are at what they do. They are motivated by what they can achieve at work. They want to go far and fast, but they also want to accomplish great things.
Gen Xers: freedom is the ultimate reward. As they grew up in a world of uncertainty, yet one in which feedback was readily available, they desire the same in their work environment. They monitor results closely to know how to adapt their approach and achieve greater success.
Gen Ys: meaningful work. There must be both tangible and intangible rewards, such as the opportunity to learn, to tackle new challenges. It’s important to them that their work make a difference, and they demand immediate feedback.
Comparative table of the three generations
The following table presents a comparison of other work-related factors that influence employment searches or career management (e.g. type of work environment sought and ideal boss), as a function of each generation’s general characteristics.
| Baby boomers | Generation X | Generation Y | |
| Dates | 1946-1964 | 1965-1980 | 1981-1999 |
| Keyword | Optimism | Skepticism | Realism |
| Characteristics | -Strength of numbers but need to stand out (competitive) | ·Results-oriented -Self-reliant (less trusting) |
-Change, versatility -Challenge, stimulation -Network-oriented |
| Work | -A way to excel | -Difficult to assert their place -Highly educated but stuck between the baby boomers and Gen Ys |
-One activity among others |
| Hierarchy | -Respect authority but want to be treated as equals | -Anti micro‑management -“Tell me your expectations and give me the resources” |
-Loyalty to the team before the company -Respect a boss who’s competent |
| Work environment sought | ·Opportunities for advancement ·Supportive team environment ·Opportunity to prove yourself ·Good cause ·Vision, mission |
·Opportunities for professional development ·Flexible ·Pleasant atmosphere ·Quality products and services·Efficient·Results-oriented |
-Company that’s open to change ·Technology ·No discrimination or favouritism ·Involves them in decision‑making ·Talents and skills recognized |
| Ideal boss | ·Consensus-seeking·Democratic ·Works with the team to define the vision and mission ·Appreciates your contribution |
·Competent, honest, results‑oriented ·Supports skills development ·Walks the talk |
·Positive mentoring approach ·Encourages work/life balance |
Conclusion
While our belonging to a generation alone is not enough to define us, the social, political and economic context in which we grew up has a formative impact on our outlook on the world and on work.
Having a global appreciation of these generational differences – because each person is first and foremost an individual – can only improve the support you give your clients in their endeavours, whether they are looking for a new job or reflecting more profoundly on their careers. This understanding will help you counsel and guide your clients, as well as recognize their apprehensions, so you can help them tackle their challenges successfully.
Madeleine Fortier, CHRP has been a career counsellor and coach at Accent Carrière for 25 years. She has helped hundreds of people of all ages and in all professions reposition themselves in the labour market and find work that’s right for them. A certified trainer, she is also the author of the book Trouvez un emploi qui vous ressemble, published in 2012.
