The ever-changing American workforce is now shifting from predominantly Baby Boomers and Gen X-ers to predominantly Millennials. This change is stirring the human resources pot like nothing since the arrival of the Internet, compelling employers to manage their people more carefully—and more creatively. We’re here to dispel some of the media-fueled panic and offer guidance in helping your marketing firm merge multiple generations into a strong, vibrant and creative culture.
First, Some Background…
Our relatively young nation has seen enormous workforce changes just in the past 100 years. The Great Depression, bracketed by two world wars, caused a social upheaval that brought women into the workforce and moved the USA from predominantly agricultural to heavily industrial. Baby Boomers entered the workforce in the 1960s, amid battles for Civil Rights, women’s rights and an end to the Vietnam War. The workforce began to shift from blue collar to white collar as manufacturing slowly declined, while opportunities for minorities in the professions increased.
Gen X workers faced the tech boom, with its influx of employees from outside the U.S., then 9/11 and two recessions. Today, Millennials are entering the workforce in hordes—their generation is an estimated 83.1 million strong, larger even than the Boomer generation—bringing huge changes in diversity, job expectations and economic realities. Factor in the impact of the digital age on how we work, and employers have their hands full trying to keep up.
Banishing Stereotypes
Much has been made of the Millennial workforce as a problematic generation that will cause enormous headaches for employers. They’re too needy, they lack essential business skills, they expect rewards for every little thing, blah, blah, blah. But much of this bleating is based on stereotypes built from anecdotal reports and very little science. The truth is, most of the supposedly inherent “problems” with the Millennial workforce are simply a factor of their relative youth. Millennials currently of working age span from 34 to just 18 years of age. How skilled were you when you first got out of college? How much mentoring did you need? At what age did you begin to feel you could manage others in your field or specialty? Did you “make waves” in your first job out of college?
Let’s discuss some new realities that we should be worrying about.
Management Skills – Yes, there is a “management gap.” Boomer managers are set to retire; there aren’t sufficient Gen X managers to replace them. That means at least some Millennials will need to be trained in management skills and developed into future leaders. Start mentoring NOW.
Experience/Knowledge – Senior employees know your business, culture and brand. They understand how business relationships work. They know what is acceptable or required in business communications. Younger employees typically need to strengthen skills in these areas. Again, mentoring, shadow programs and communications training are good ideas.
Age-Specific Priorities - An employee’s age influences their priorities on the job and in their personal lives and outside interests. Boomers may be juggling child care (their grandchildren) and senior care (their parents); Gen X employees are parenting or on the verge of being empty nesters; Millennials may be in their first of several jobs, behind on their career goals due to the Great Recession and slowest ever recovery, and delaying marriage, children and home ownership. An agency culture accommodating all employees’ needs translates to a happier, more diverse and more loyal workforce.
Career Path – Older employees often followed a linear path, earning their way to management; younger employees are more likely to pursue career goals unconventionally, moving laterally or exploring options as they come along. And while a management position may not be on their bucket list, they do want to achieve financial stability and earn flexibility as they advance. Figuring out how to align the hierarchical thinking of older employees with the more egalitarian style of younger workers may be the trickiest part of managing a multi-generational workforce.
How We Work – Technology has freed ALL workers to work from anywhere, anytime. Employers need to embrace mobility and flexibility, and become leaders more than managers, giving employees objectives and the autonomy and authority to reach them.
Relationship Skills – Older workers are better at face-to-face communications; younger workers excel at digital communications. Employers who succeed at merging the talents and skills of both, so younger workers gain personal interaction skills, and older workers embrace digital communications, will gain competitive advantage.
Will They Stay? – Retention has become critical for both knowledge workers and career-minded newbies. All value financial security and work/life flexibility; all enjoy opportunities to learn new things. Pay good wages, adopt flexible work strategies and offer ways for employees to learn and grow.
Purpose – More than preceding generations, Millennials are civic-minded and want their work to make a difference in the world. Offer employees opportunities to “do good works,” through pro bono work, community projects or time off to pursue charitable or community work on their own. Also, strive to align new hires’ values with those of the agency. This ensures that, personality quirks aside, the employee will “fit” your culture, and be more engaged in its success.
