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GENERATIONAL DIFFERENCESVETERANS                Generation Profile                             Potential Assets           ...
BABY                    Generational Profile                           Potential Assets                               Pote...
GEN Xers              Generation Profile                         Potential Assets                               Potential ...
Gen Y                 Core Values                                Potential Assets                               Potential ...
Excerpted from Zemke, R., Raines, C., Filipczak, B. (2000). Generations at Work: Managing the Clash of Veterans, Boomers, ...
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Generational differences matrix

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Generational differences matrix

  1. 1. GENERATIONAL DIFFERENCESVETERANS Generation Profile Potential Assets Potential LiabilitiesAlso known as Values were defined by the Great Stable Sometimes inept in dealing withTraditionalists Depression and WW II, where people ambiguity and change or covertly resist killed and died for important principles Detail oriented itBorn between 1922and 1943 Have a practical outlook Thorough Reluctant to buck the systemMake up less than Like consistency and uniformity Loyal Uncomfortable with conflict10% of the U.S.workforce Appreciate things on a grand scale Hard Working Reticent when they disagree Are conformers Believe in logic, not magic Are dedicated and disciplined Believe in law and order Have conservative spending styles How to Lead How to Motivate How to Coach/Develop They are respectful of authority Realize that the workplace they first joined was different from today—not very diverse and stereotypical gender roles Work to gain their trust and realize that it will take time. Dont expect that they will share everything quickly. Excerpted from Zemke, R., Raines, C., Filipczak, B. (2000). Generations at Work: Managing the Clash of Veterans, Boomers, Xers, and Nexters in Your Workplace. New York: AMACOM (American Management Association).
  2. 2. BABY Generational Profile Potential Assets Potential LiabilitiesBOOMERSBorn between 1943 Reactions to the cold war and Vietnam Service oriented Not naturally budget mindedand 1960 greatly defined their values and caused a generation gap with Veterans Driven (Type A personalities) Uncomfortable with conflictActually comprised oftwo distinct cohort They have an optimistic outlook and Willing to "go the extra mile" Reluctant to go against peersgroups: First-half believe in growth and expansion.Boomers (born in the Good team players; skilled at building and May put process ahead of result40s) and Second-half Many grew up in nuclear families with maintaining relationshipsBoomers (born stay-at-home moms. Expectations of Overly sensitive to feedbackbetween the 50s and them were high as they represented a Want to please60s). future that Veterans hoped to preserve. Judgmental of those who see things differentlyCurrently make up They are driven, like personalbetween 40-45% of gratification, and have paid a high price Self centeredthe U.S. workforce for it Workaholic tendencies that may prevent Interested in health and wellness, the them from appreciating others needs meaning of life, spirituality How to Lead How to Motivate How to Coach/Develop They have a love/hate view of authority and often resist it. Their trust and respect have to be earned. They like consensus so be sure to involve them in problem solving and decision making They do not respond well to exploitation, injustice, or perceived inequities. Think of yourself as a friendly equal to them. Ask them; dont tell them. Excerpted from Zemke, R., Raines, C., Filipczak, B. (2000). Generations at Work: Managing the Clash of Veterans, Boomers, Xers, and Nexters in Your Workplace. New York: AMACOM (American Management Association).
  3. 3. GEN Xers Generation Profile Potential Assets Potential LiabilitiesAlso known as the Grew up in the shadow of Boomers Self reliant Impatient"Net Generation" and passively resisted Boomerand the "13th values, growing up by negatively Intelligent (from early exposure to media Poor people skillsGeneration" since defining themselves. Bring a and technology)they are the 13th skeptical outlook. Have a non-traditional work ethic; oftengeneration since Multi-tasking ability viewed as a poor work ethicthe founding of our Growing up in the wake of Vietnam,country fallen heroes, and corporate Independent Viewed by other generations as cynical downsizing, many were latchkey kids slackersSome Gen Xers and are viewed as exhibiting a fierce Possess plain old "chutzpa"are from the "MTV self-reliance and survivor mentality Clueless about formalities (how to dress,Generation," an (with a lack of loyalty to anyone/ Bring a team orientation (with peers) treating others with respect, etc.)overlap between anything but themselves)Gen X and Gen Y. Are technoliterate/technologically savvy They like a balanced work ethic (workMost Gen Xers to live, not live to work). Can be adaptablewere bornbetween 1960 and They think globally and embrace and Not intimidated by authority1980 value diversity, but also value self reliance and are skeptical CreativeThey make upabout 30% of the They like informality, having fun, andU.S. workforce engaging in high-risk sports How to Lead How to Motivate How to Coach/Develop Know that their approach to authority is casual. They dont resist authority; theyre simply not impressed by it Realize they are reluctant to trust people in authority and commit to team goals. They are impressed (or unimpressed) by leadership competence. Give them a lot of work and the freedom to do it in their own way (and possibly remotely).Excerpted from Zemke, R., Raines, C., Filipczak, B. (2000). Generations at Work: Managing the Clash of Veterans, Boomers, Xers, and Nexters in YourWorkplace. New York: AMACOM (American Management Association).
  4. 4. Gen Y Core Values Potential Assets Potential LiabilitiesJumped from 14% Largest demographic grouping since Technologically savvy Skeptical about concepts such as employeeto 21% of the U.S. the Baby Boomers. Theyre the loyaltyworkforce in the offspring of Baby Boomers, but unlike Impressive multitasking capabilitypast 4 years. their parents, Gen Yers want work-life Demonstrate a "speak-your-mind" balance Independent and street smart philosophyGen Y is alsoknown as Having witnessed 9/11, the Iraq War Skilled in virtual problem solving Need constant feedback and recognition"Generation Y," and natural disasters like Hurricane and resent it if communication from theirthe "Echo Katrina and the Indian Ocean Like to develop solutions and bring about bosses isnt frequent and ongoingBoomers," Tsunami, they are focused on the change"Nexters," here and now but still have a hopeful Expect to be told how theyre doing"Nintendo outlook on life. Appreciate diversity. Known as "gender-Generation," benders" since they have no stereotypical Some have an "every-man-and-woman-for-"Digital Having also witnessed Enron, Arthur roles. One of the most diverse himself" attitude in common with Gen XersGeneration," Andersen, and other scandals, theyre demographic groups in U.S. history (1 of"Generation 2001," also skeptical of employee loyalty. 3 is a minority) They say they resonate with older"N-Gen" (as in the employers (because of their wisdom), but"Internet Regarded as the most nurtured Have traveled extensively and have had often clash with older employees if theyreGeneration," "Y generation, they are confident and many enriching life experiences at a viewed as incompetent or unskilledGen," and "Gen Y" have high expectations of themselves young age and others. May not treat some older employees with Demonstrate resilience respect They have strong beliefs in their own self worth and value Are heroic spirits Dont want to be workaholics like their parents and sometimes bring a 9-to-5 Theyre goal-oriented and determined Demonstrate tenacity, optimism attitude about work to work faster/better than other generations. Like teamwork and collective action How to Lead How to Motivate How to Coach/Develop They are polite to people in authority and enjoy teamwork. Leverage their independence and technological savvy and allow them to take ownership for accomplishments. Dont expect them to stay long in a job —or a career. Treat them as "customers."Excerpted from Zemke, R., Raines, C., Filipczak, B. (2000). Generations at Work: Managing the Clash of Veterans, Boomers, Xers, and Nexters in YourWorkplace. New York: AMACOM (American Management Association).
  5. 5. Excerpted from Zemke, R., Raines, C., Filipczak, B. (2000). Generations at Work: Managing the Clash of Veterans, Boomers, Xers, and Nexters in YourWorkplace. New York: AMACOM (American Management Association).

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