Human Capital Advisors

Because the loss in wealth caused by the stock market decline and the housing collapse are keeping older workers on the job longer, we are at a unique point in history where four generations are working together: the Silent Generation born before 1945; Boomers; Gen Xers born between 1965 and 1979; and the under-30 Millennials. 

Much has been written about the different work attitudes among these generations.  Much of it is false.  But there are distinctions that can impact your business.  Because this September will be the first “not back to school day” for another class of graduates, it’s seems a good time to examine these workers’ approach to careers.  You have hired them based on their knowledge, skills and abilities, but what will your experience with them mean for your business?

Human Capital Advisors has been working with clients to help bridge the generational gaps.  We’ve used focus groups to identify specific issues and suggest solutions.  Recently, a client invited us to work with the young members of their firm, assuming “they” were the problem not “us” the senior team.  The attitude of “us” and “them” was the first bridge to repair.  Through group training and coaching sessions with the Millennials and similar sessions with the Boomers we provided real time intervention allowing for greater understanding of the needs of both groups.

First, let’s dispel the exaggerations.  According to a study by the Center for Creative Leadership, “The generations had similar values across the board.  They all want leaders who are credible and trustworthy.  Organizational politics is a problem for everyone.  No one really likes change.  Almost everyone wants a coach.   And loyalty depends on the context, not on the generation.”  Other myths include the idea that post-Boomers lack a strong work ethic, they disrespect elders or “prefer to go it alone.”

But having similar values is not the same as having similar work styles.  That’s where many conflicts arise. 

As with most generalities, there are exceptions, but as a guidepost to the Millennials, researchers conclude they have experiences that define them.  They include:

• They are the first generation to grow up with personal technology and access to information that dwarfs that of previous generations

• Their personal security has been shaken by Columbine and 9/11, and they witnessed first-hand their parents’ lack of job security

• They believe in leadership by achievement more than previous generations, who valued seniority (the Silent Generation), consensus (the Boomers), or leadership by functional competence (Gen Xers).

• They want to be connected 24/7.

• They value work/life flexibility.

What are the implications in the workforce for these experience?:

1.  “Google It.”  The most obscure bit of information is available at the touch of a key at a moment’s notice.  But there is a difference between information and knowledge.  Discerning what’s proven, valuable and viable is a mandatory skill in business.  Here is where mentoring, which Millennials embrace, provides opportunity.  They know how to get information; you can teach them how to use it.  They’ve had experiences with coaches all their lives.  And what Millennials seem to value most of all is feedback. 


2. You can’t offer Millennials a lifetime job capped by a pension and gold watch.  So what buys their commitment to your business?  Perhaps it’s continuous learning opportunities or the chance to be a part of corporate sponsored, socially responsible causes.  Perhaps it’s awards beyond money, i.e., time!  The Millennials want more personal time than the hard-charging, hours-equal-value Boomers.  But combine that additional time with Millennials’ flexibility and you may find all you need to get the job done.


3. Millennials have worked and played in more structured ways than any previous generation.  They grew up with an emphasis on achievement in sports, clubs, community service and advanced courses.  Your challenge is to structure their work environment in a way that emphasizes achievement.  Seniority is your father’s Oldsmobile.


4. Because Millennials expect to be connected 24/7, they’ve learned to rely on and trust the digital link.  This connectedness also reflects a collaborative mentality.  Contrary to conventional wisdom, they don’t necessarily want to work alone, but unlike Boomers, Millennials don’t see the need for meetings.  Face time isn’t important to them unless you are teaching them something.  Otherwise, chatting, texting, emailing are all fine ways to get instructions.


5. Work/life flexibility doesn’t mean more time for their personal lives.  It means they want greater control over their time.  Millennials know that they must compete, and they know how to compete.  They’ve worked hard to get good grades, build resume to get into college and be awarded summa cum laude.  They don’t have a problem responding to your enquiry while they’re on vacation.  But the trade-off is that you may need to trust them to achieve the goals you’ve set for them at a time and place that works for them.  If they close the deal while sitting on the beach, what’s the problem with that?

Structuring the workplace to accommodate Millennials will be crucial to the success of many organizations in the years to come.  They are, after all, the fastest growing segment of the workforce.  They are replacing a huge Boomer generation, meaning they will have some leverage in shaping the environment in which they will work.  But don’t believe the negative press about their lack of commitment to their careers.  They are ambitious.  They want to succeed, and they’ve learned to try again, when at first they don’t succeed. 

They offer promise.  You job will be to help them realize it.