This document discusses different generations in the workforce and their attitudes. It covers Traditionalists born before 1945, Baby Boomers born 1946-1965, Generation X born 1966-1985, and Generation Y/Millennials born 1986-2006. Each generation has different views and values regarding work, education, family, and authority. Younger generations question authority more, seek leadership over management, and expect work-life balance. Companies must adapt to changing workforce demographics and attitudes to attract and retain talent from all generations.

1. Videos to watch before –
http://www.youtube.come/watch?v=uH8tW1lihtA&feature=re
Videos to watch before –
http://www.youtube.come/watch?v=uH8tW1lihtA&feature=relmfu-
http://www.youtube.com/watch?v=dV5c5s3bwioThe World of WorkCompanies and
organizations face many challenges as they enter the next millennium.Arguably the largest
issue is succession planning as baby boomers gear up to retire.We face loyalty issues, work
ethic issues and technology issues. It really is a ParadigmShift and if we want to reap the
benefits of low turnover, and engaged workers, we haveto make some changes as to how we
do business.Companies today have to look for replacement workers for their retiring
employees andhave to start understanding not only how to attract these young workers, but
how toretain the talent. The fact is one of the biggest challenges is the attitudes of
older,experienced workers who are not only predominantly older, but hold onto
moretraditional views of the workplace. The new generation believes it has something
ofvalue to offer and will not allow for the seen and not heard philosophy that exists in
theolder mentality. And the fact is this: the companies that refuse to give credit to the
ideasof this new generation will begin to fail to exist. It is not hard to motivate young
talent,they require leadership, not management. It is far easier to view the new generation
asunmotivated and lazy, then it is to face the fact that we need to change how we
dobusiness to move into the future. The key to any business is to motivate and retain
theirtalent. If you don’t, another business will.This module will provide you with the
foundation of the differences in the attitudes of thedifferent generations, and why in
particular they exist.Demographers differ on what age groupings exist for each of the
generations. For ourpurposes we will use a variety of demographers work to break down
the years:Traditionalists Pre- 1945Baby Boomers 1946- 1965Generation X 1966-
1985Generation Y 1986- 2006Please note, Gen Y is often divided into 2 groupings as the
later half is growing up withthe “i” explosion. Ever increasing technologies, and the
explosion of iphones, ipad,ipods etc., is changing the last half of this next generation.Data
has been collected over various sources. In this section we will break down thevarious
philosophies and give the reasons for why these attitudes and values
cameabout.Traditionalists:The attitudes towards work and education are very different for
thisgeneration. Higher education was for the wealthy and those of privilege. Many in
thisgeneration never even made it to high school. Those who were not a part of the

2. farmingindustry became a part of apprenticeship programs. Society was less dynamic and
rulesand regulations were the norm. Discipline was high priority, at home and in schools.
Youdid not ever question authority and more importantly, parents did not question
teachersand workers did not question their boss. Management emerged directly
underownership and with thousands looking for jobs, you could easily be replaced.Divorce
ratios did not begin to emerge as a pattern until they were grandparents. Theyhad low debt
ratios, one car, often one income families, and lived in the same housethey married in until
they retired. They believed in fixing anything broken, not replacingit.The baby boomers
were born of this generation. They were to be seen and not heard.But the world began to
change rapidly during their youth. High school pregnanciesmeant high dropout rates, and
young marriages. They were the free love generation,with higher drug use than the
previous generation. There were huge societal changesafter WW2. Women became part of
the workforce, baby boomers entered into postsecondary education as they began their
careers, and we saw the beginning ofmaterialism emerge. As stated, the traditionalists often
lived out their lives in the samehouse they were married in, and operated the family with
one car. Baby boomers weremore materialistic: bigger homes, higher debt ratios and 2 car
families. Baby boomersplayed hard, but also worked hard. Their children rapidly became
part of the two-incomefamily and were named the latchkey kids (for the house key they
carried on a stringaround their necks). Divorce ratios began after their children graduated
from highschool.Their management careers grew rapidly with opportunity and they ruled
their workplacemuch the same way as they ruled their home. In the 1990’s during a
manufacturingsector recession triggered by NAFTA, there was an abundance of workers.
This gavemanagement control, everyone was replaceable. Workers, like their children, were
to beseen and not heard. However workers, that often gave their undying loyalty to
onecompany, were also experiencing lay-offs. In the 1990’s, there were high interest
rates(22%) and high unemployment (15%). Management was under extreme pressure
notonly to perform but to produce. Companies were downsized and restructured andloyalty
went largely unrewarded.Their work hard attitudes began the concept of giving their
children materialpossessions for the fact the parents were not around. Nintendos and boom
boxesemerged, TV’s and personal stereos replaced the concept of family time.Generation X
was disillusioned by the 1990’s labour crisis. They were also disillusionedby not having a
say in either the home or the workplace. High dropout rates for highschool as well as high
school pregnancies were at an all time high. But now, the choiceto raise the children as a
single parent emerges in massive proportions. Many struggleto get their post secondary
education and build a life for their children. We enter a newfamily phenomenon. Divorces
happen at an earlier age, and at higher rates than inprevious generations. Divorce Rates in
Canada have been on a decline, but rest at 66%for the last 20 years1. The slight decline is
largely due to the fact that many in thisgeneration chose to live common law instead of
entering into the institution of marriage.Due to single parent households and children living
between 2 different residences,materialism grows. GenX did not agree with the methods
their parents used to raisethem. They have had their children in every sport to keep them
out of trouble. Theyattend every recital, every practice and are involved in every aspect of
their children’slives. The parents side with their children against the teachers and the

3. school system.Gen X has raised their children to question authority and to believe what they
have tosay is worth something.Generation X saw the beginning of many huge and rapid
changes in society andtechnology. They were the last generation to use encyclopedias to
study, play outsideuntil the street lamps came on, unreachable once they left the house and
spentSaturday morning watching cartoons. Electronic advancements gave way
tochallenging, better paying jobs; unemployment dropped to all time lows, and interestrates
were so low, you could afford “more house”. Determined to mine their skills, theybegan the
trend of hiring out to the highest bid. They would not make their parentsmistake and give
undying loyalty to a company. They would begin the trend of if they outgrew the job, they
would find a different job.1 Zamon, Rebecca (April 1, 2014). Divorce Rates In Canada on
Decline. Huffpost Living Canada.Retrieved from
http://www.huffingtonpost.ca/2012/03/29/divorce-rates-in-canada-
decline_n_1387979.htmlGeneration Y. They have grown up with technology as a baby sitter.
As the babyboomers retire, their job opportunities are more diverse than ever before. They
searchfor better ways to do things. Their parents remain strong advisors and they have
grownup without the art of failure. Their parents have not allowed the school system to
holdtheir children back, they gave trophies and ribbons to everyone and have intervened
tothe point of lying to the teachers and employers for their children. Generation X asparents
have helicopered over their children and been involved in every decision theirchildren have
been faced with. Gen X insisted on high school daycares to encourageeducation. Gen Y is the
Brand Name Generation, with high expectations of what theycan afford. For this we call
them privileged. If they are privileged, then why are theyimmersed in such high suicide
rates? Maclean’s states “Ryerson University’s centre forstudent development and
counseling in Toronto saw a 200 per cent increase in demandfrom students in crisis
situations.”2Another interesting factor for Gen Y is that they continue to live at home (with
theirparents blessing) into their late 20’s. Too be fair, post-secondary education is up
inCanada, thanks to Gen X putting away for RESP’s for their children to have betteraccess to
opportunity. And certainly with the rise in post secondary education, they areentering the
work force better equipped than any generation before them have. Nowonder they want to
collaborate, connect, co-create and control! But they also do notwish to leave mom and/or
dad’s home to do things on their own, or start in a smallhome, when they often have an
entire basement to themselves! In fact, a U.S. 2010policy brief sponsored by Brown
University showed that 43% of those under 25 live withtheir parents, up from 32% in
19803. The stats in Canada are resting at 49% under theage of 29, are not only living at
home but have no long-term plans to move out.PERCEPTIONS ABOUT GEN Y2 Lunau, Kate
(September 5, 2012). Campus Crisis: The Broken Generation. Maclean’s retrieved
fromhttp://www2.macleans.ca/2012/09/05/the-broken-generation3 Qian, Zhenchao; Ohio
State University (August 2010). During The Great Recession, More YoungAdults Lived With
Parents. US 2010 Policy Brief retrieved from http://www2.macleans.ca/2012/09/05/the-
broken-generation/When senior employees, in particular baby boomers, are asked for their
anecdotalthoughts with regards to Gen Y, their reactions are similar. Whether the work
place ismanufacturing based, office, retail or government the comments heard usually

4. easier to assume theposition that there is something wrong with them, then to take a closer
look at our ownpractices within a rapidly changing world. within a rapidly changing
world.The Generations quick overview –The Generations and Micro-Generations• Baby
Boomers: born 1946 to 1964o in their late 50s to early 70s, many about to be or already
retiredo Micro-generation Generation Jones: born 1955 to 1965o Younger boomers — to
reflect “keeping up with the Joneses” culture• Generation X: born 1965 to 1980o With a
decline in birth rates in 1965 came Generation X, which demographersgenerally say lasted
until 1980.o Gen X is also called the “baby bust” because of its smaller post-boom numberso
Micro-generation Xennials: born 1977 to 1983o born in the late ’70s and early ’80so had an
analog childhood and a digital adulthood• Millennials: born 1981 to 1996o The older
segment of the demographic are well into adulthood – digital pioneerso Also called
Generation Y for following Generation X, and as the children of boomers,sometimes called
“echo boomers”• Generation Z: born 1997 to 2015o born into a world of peak technological
innovation — information immediatelyaccessible and social media increasingly the norm•
Generation Alpha: born 2010 or aftero Some researchers are using the name – weo will see
if that catches on in the coming yearsA note on what motivates younger employees•
Younger employees tend to wanto good compensation soonero fair benefitso friends in the
officeo the chance to grow and developo a few corporate perks thrown in to sweeten the
deal• Alsoo view the traditional, 9-5, cubicle-dwelling work arrangement as outdatedo view
work/life balance differently – outside work given a higher priorityMotivation- How do we
motivate and captivate Gen Y?If we look at Maslow, we can view the needs hierarchy of
previous generations.– http://en.wikipedia.org/wiki/Maslow’s_hierarchy_of_needsIf one
looks to the bottom of the pyramid, it is important to note that when we go out intothe work
force we stay in the job we chose to provide food, shelter and clothing for ourfamilies.
Safety is the next need to provide for. So to meet these needs, one stays in ajob until one has
experience to move to a better job, regardless of how you are treated.1 Maslow, A.H. (1943).
A Theory of Human Motivation. Psychological Review. Retrievedfrom
http://psychclassics.yorku.ca/Maslow/motivation.htm by
Wikipedia;http://en.wikipedia.org/wiki/Maslow’s_hierarchy_of_needsSo, what if the two
sections of the bottom of the pyramid are provided for? Forty-ninepercent of Gen Y is living
at home into their 30’s so their physiological needs and safetyneeds are being provided for
by their parents. Their needs hierarchy looks like this:Gen Y, especially young Gen Y are not
motivated primarily by money. Their parents willoften provide for them. What are they
motivated by?If their motivation begins at the belongingness level, we need to review what
thatmeans. First, they have grown up more connected than any previous generation.(Watch:
It’s a Social Media World: http://www.youtube.com/watch?v=jdfv-usTsF4 )Facebook,
Twitter, Instagram and texting have provided them with an opportunity tonever have to be
alone. They are constantly involved in one another’s lives. Privacydoes not exist, they share
too much. Second, their parents have guided, supported,cheered for them through most of
motivated primarily by money. Their parents willoften provide for them. What are they
motivated by?If their motivation begins at the belongingness level, we need to review what

5. thatmeans. First, they have grown up more connected than any previous generation.(Watch:
It’s a Social Media World: http://www.youtube.com/watch?v=jdfv-usTsF4 )Facebook,
Twitter, Instagram and texting have provided them with an opportunity tonever have to be
alone. They are constantly involved in one another’s lives. Privacydoes not exist, they share
too much. Second, their parents have guided, supported,cheered for them through most of
their li
do they need? Gen Y describes an environmentthat is flexible, more training opportunities,
casual, friendly, up-to-date technology,functional and a high level of freedom. Their choices
are not unreasonable and whenGen X gives it more thought if coming to work was
enjoyable, maybe more peoplewould want to be there. Think it through, if people like where
they work, would it bereasonable to assume that absenteeism would drop?This is what Gen
Create a team: Think about it: we have played on every sports team available sincewe were
Involve us: We might have great ideas to help the company do better! Give usa say to allow
o: If you look like your miserable,
- you
want ethical behaviour, modelit!Why is any of this unreasonable? As we enter the
Workplace Paradigm Shift it is time tomake changes. In the next module we will discuss
how.Today’s younger generation expects more, and with the Internet, they can get it. Be
thecompany that gives it. If you want to be profitable, you have to give great
service.Employees are largely responsible for great service as the face of your
company.Whether caring about production or the customers directly, what do you think
happens ifa company shows its employees a lack of respect? A great company, cares for
theemployee. Employees that are well cared for, care for the product produced and
theservice or the customer. Great products, great service and happy customers translateinto
profitability through a great reputation.Motivation and maslow at giance quick overiview -
What are employees thinking and asking themselves
development?Intrinsic/internal – Intrinsic (Internal) Motivati
of the actual results of the work activitiesExternal/Extrinsic- Motivation that is dependent
employees to work overtime – free lunch and paidparking on weekendsMotivation,
Recognition and EngagementIntrinsic motivation — related to performance Extrinsic
motivation– drives behaviourGaps can exist that can impact employee engagement and
commitment to theirorganization – this is especially true of yo
career objectives is one of the most critical drivers ofemployee engagement, yet only 54% of

6. of employees state they are missing the
structured.Each of these areas can be improved if organizations put the right programs and
processesin placeSMART goals -The purpose of the SMART goals approach or system is to
make goals as specific as possible. It isabout determining what is to be achieved – and then
ensuring that the path to the goal is tangible andclearly defined.• Instead of saying ‘being
faster at x’, it is saying improving completion time by 10% and having adocumented starting
time and target to work towards. It is naming the exact improvement that isbeing looked
for, as opposed to being vague.SMART goals provide focus on specific results, allowing
individuals to see exactly what is needed tobe achieved by using action verbs and specific
milestonescheck out this link for the breif explanations
https://corporatefinanceinstitute.com/resources/management/smart-goal/