Recognizing Generations

Or, they shall be known by their weekend

By David A. Jones

Recognizing generations in your family business is difficult - it's typical to have employees that span an age range from early twenties or even late 'teens into the 60's and older.

Employees often span 3 or more generations

This happens not only because the family often has members from three generations active as employees; but also because the computer and software skills for today's information systems are often possessed by a younger work group.

At the same time, until late 2001 the labor market has generally been tight so that retaining and motivating your people is a real challenge. But what do your people really want? Do they all want the same things?

Aside from the younger workers thinking "...that old dinosaur might think he's T-Rex, but he just doesn't understand that the world's changed..."

And the "more senior" people occasionally lapsing into wistfulness and thinking "I wish I was young again and KNEW EVERYTHING!..."

Is the world changing? Are there really differences between generations?

Let's look at some demographic information and see if there are insights that we can use to help...

Demographics

Depression era generation: Influenced by the Great Depression in the 1930's. Parents in this group lived through it, younger members heard much about it. Food on the table and a roof for shelter dominated. Known for loyalty to employer, sense of duty, team orientation. Expect loyalty from employer.

Boomers question everything. They feel things will always get better; they will always be able to have more. They look for fulfillment, challenge and self-satisfaction in job.

Gen Xers [X stands for unknown since the demographers couldn't identify any really defining characteristic of this group] need freedom to operate on their own terms. They feel life is about more than work; blame Boomers [their parents] for pollution, mass consumption. Will move if the job doesn't fit. Transitory. They know they have no job security.

Gen Y [follows X] [sometimes referred as Gen D - for Digital or Debt!] are just entering full-time work force, although many have worked part-time throughout high school. High speed and instant orientation; more choices than any previous generation [they have grown up with computers and over 100 channels on TV]. They are used to a "virtual" world.

Sidebar

The thumbnail sketch of the demographers is all well and good... if you know their age or year of birth... but who carries around a personnel file? So, I have developed my own observation method.

... they shall be known by their weekend...

For the Depression influenced, the pre-occupation with food and shelter led to a strong work ethic. Long hours, whatever it took to get the job done. Weekends were more work, if not at a job, then looking after food and shelter. Younger members of this group didn't have much technology at work, so it was "all nighters" and long weekends at work to get out the reports and analyses that the job demanded for "better management."

Boomers worked hard, but their increasing affluence and consumption led them to start defining the weekend: A beer on Friday night with the guys from work; Saturday for the kids activities; Saturday night neighborhood / friends socializing; Sunday around the house for fixing and TV sports.

Gen X want a life beyond work so they demand more weekend. Shooters on Thursday night with men and women from work - joined by friends, friends of friends...

Gen Y's, with their digital world orientation of 24/7/365 probably won't know weekend from weekday, or weekday from weeknight.

Sidebar

Some strategies to motivate, incent and reward people with such different attitudes and values

Humor aside, can a family business come up with policies to motivate and incent and reward people with such different attitudes and values? Probably not. But just recognizing the differences is a good start.

And there are some other strategies that might also help.

• Regularly survey employee opinions. Deal with the negative. Celebrate the positive. Show employees that their opinions do matter.
• Celebrating something positive is one good reason to promote opportunities for employees to socialize - use others also.
• Emphasize the business' vision and mission, and its culture. Ensure they know how their job fits into the whole picture and that they know they are important to the business - don't assume they know - tell them!. A regular performance review process that includes these issues is a must. Recognize employees immediately who do things that show awareness and are consistent with those values.
• Look for ways to make life easier for your employees - flexible hours, transportation assistance, child care facilities or subsidies - they are busy as parents and care-givers as well as employees.
• Encourage your employees to share and show your sense of community and respect for the environment.

Recognizing differences in attitudes and values amongst your employees helps you to meet their needs. This helps you attract and retain the best. Your customers, your employees and your family business all win.

PS A really great bonus is that most of the things you can do here cost you little or nothing in financial capital - they come from emotion and intellect, not your bank account!

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