Different socio-economic factors and historical events in the past 80 years have shaped employee work values and perspectives. Therefore, managing a cross-generational team is a challenge.

While each employee has his or her own personality and value system, there are four distinct generations that share common motivators in the workplace. To recruit and retain employees of all ages, managers must understand how each generation differs.

THE VETERANS
Born between 1922 and 1943, the Veterans entered the workforce in the 1950s. The structure of organizations was well defined and hierarchical. Executives did the thinking and sent decisions down the line. Seniority and age were rewarded. Advancement was considered to occur only in one direction: upward. Work and family were separate. Respect for authority was important. Communication and dress were formal. Most workers were men.

The Veterans witnessed the 1929 stock market crash, the Great Depression, the naming of the Star Spangled Banner as the national anthem, Roosevelt's New Deal, World War II and the Korean War.

They value dedication, sacrifice, hard work, structure, rules and conservatism. Veterans place duty before pleasure and hold a high respect for authority and loyalty.

BABY BOOMERS
Children born between 1943 and 1960 grew up in optimistic and positive times. The wars had ended and the economy was ready for expansion. Baby Boomers received lots of attention from their parents. After a hard fought war, parents indulged their children and brought them a quality of living.

Children were treated as stars and entered the workplace with self-serving ideas and motives. Often at a high price that adversely affected themselves and family, Baby Boomers pursued their own careers to achieve great successes.

This is the first generation that was taught and evaluated in schools and the workplace for their ability to interact with others.

Historical events such as the Civil Rights Act; assassinations of John Kennedy, Martin Luther King and Robert Kennedy; the first lunar landing; Woodstock; and Kent State University shootings shaped the value system of this generation. Race and gender inequality became blatantly obvious. Those returning from the Vietnam War were not greeted with cheers as heroes, instead were ridiculed by the anti-war demonstrators.

Important values for this generation include optimism, team playing, personal gratification, health, wellness and work contribution.

Today, the Baby Boomers comprise one-third of all Americans.¹ In 1997, members of the official baby boom began to turn fifty. From 1997 through 2007, the National Council on the Aging in Washington says that one baby boomer will turn fifty every 7.5 seconds.¹

They are trying desperately to stay young. One way is to reexamine their work and life balance. They have put in their thirty some years of long hours and stressful days. They are opting for career changes that are conducive to a better balance in their lives.

GENERATION X
One only needs to look at the historical events to understand what has shaped the pessimism of the generation born between 1960 and 1980. Arab terrorists at Munich Olympics, the Watergate scandal, the beginning of the energy crisis, massive layoffs in U.S. corporations, Operation Desert Storm and the Los Angeles riots over the Rodney King beating.

If you asked this generation for its heroes, the answer would be: "None." This is the first generation to have the term "latchkey children" and use television as a babysitter.

Gen Xers are self-reliant and seeking a sense of family. They saw the sacrifices that their baby boomer parents made to move up the career ladder and seek a better balance of work and lifestyle.

They are skeptical of authority and don't want to be closely managed. In fact, as long as they get the job done, how and when they do it doesn't matter.

Personal computers and cordless phones were introduced during the growing years of this generation. Because Gen Xers have a strong knowledge of technology, they are now managing Baby Boomers and Veterans in many technology-driven businesses.

THE NEXTERS
Some have called Generation X the "lost generation" and have said the Nexters, born from 1980 to the present, are the "found generation." They are born to an age-diverse population that is dedicated to giving its children every possible opportunity.

Events and trends that are shaping their values include: child focus; violence in the nation and schools; the Internet; and complicated, overplanned lives. They are optimistic high-achievers, have social skills and street smarts. They accept and respect age, gender and racial diversity.

History may label this generation as a combination of the most positive attributes of the previous generations: the get-the-job-done attitude of the Veterans, the teamwork ethic of the Baby Boomers and the technological savvy of the Gen Xers. The Nexters will certainly be carefully observed over the next decades.

It's easy to see why the generations often conflict in the workplace. Is the Gen Xer being criticized by the baby boomer or Veteran for giving the impression that he does not have the same work ethic? Is the Veteran intimidated by the technology savvy of the Gen Xer and Nexter? Why can't the female Gen X supervisor motivate the Veteran male employee to change his work process? Why is the Gen X employee turned off by the teambuilding exercises of the baby boomer employees? Do the Gen Xers really feel the Nexters can function independently? 

TARGET MOTIVATORS
Applying different motivators for each generation is the answer to productivity and retention for employees.

Veterans want to work in an environment of human interface. They don't want to interact with their manager or coworkers via email, fax and voice mail. Spend time with your veteran employee to understand their needs and especially their skills, knowledge and past experiences. There was probably a very good reason why: "We have never done it this way." They enjoy plaques and certificates that indicate to others that they are experienced.

Many Veteran employees are now semi-retired and looking for part-time and flex hours. Look at your work schedules to accommodate this untapped workforce. Be prepared to spend some time on training Veterans on technology. Formal classes, documentation and one-on-one training from an older employee will all be helpful. Veteran's aren't technically incompetent, it just will take a little longer. Don't expect a Veteran employee to jump into a new technological enhancement like a Gen Xer would.

Baby Boomer employees need to know that since they have put in their time, they will receive credit and respect. They want to know that they can be change agents by bringing about new improvements and enhancements, and adding value to your department. Give them the opportunity to work in teams and lots of team recognition. Coach by asking questions and not telling them how to do their jobs.

Some Baby Boomers are making career changes to balance work and lifestyles. They will trade soft benefits, such as flexible schedules and hours and more time off, for lower pay.

Gen X employees will be looking for these same soft benefits as the late career Baby Boomers. Try not to tie these employees to an 8 to 5 workday. If the customer or patient is not in need of the employee's service until 9 a.m., then why make the Gen Xer come to work at 8 a.m.?

Evaluate performance on final outcomes and not how and when the Gen Xer performs the work. Create a fun and relaxed work environment with casual dress or different types of recognition celebrations.

Training and development are particularly important for this generation's retention and job satisfaction. Many are not interested in moving into management positions, so flat organizations are not a concern to them. They're motivated by learning opportunities and job changes where they can increase their knowledge.

Show them all the technological systems and equipment that the company has implemented. Don't flaunt the expensive managerial perks that reek of the political game that Gen Xers despise.

Nexters. Regardless of what generation you represent, forget about the notion that the youngest generation, the Nexters, must experience their first job as you did. As a manager, you'll be out of a job if you insist on long work hours, paying dues, insensitivity to work and family balance, weak training programs, and little or no input into decision making and job duties.

We have more to learn about Nexters in the workplace, but some patterns are becoming noticeable. The Nexter Generation wants clear expectations, discussions of personal career goals, gender blindness for occupations, team orientation, training opportunities and mentoring programs with more experienced and seasoned employees.

BLENDING GENERATIONS
The manager's role is to facilitate and leverage the value that each generation brings to the workplace. When generational conflict arises, managers can be instrumental in pointing out the importance of each viewpoint and working towards a collaborative solution. 

Managers can help employees work with customers and patients of different ages. Understanding and valuing employees in a diverse-aged workplace will help ensure recruitment and retention of each generation.

Reference
1. Zemke, R., Raines, C. and Flipczak, B. Generations at Work. AMA Publications, New York, NY, 2000.

Note: The names and many of the attributes of each group are from Generations at Work. The analysis of how these generational differences affect the workplace are the authors.

Sue Romero, owner of Susan Romero Consulting, Englewood, Colo., is a human resources consultant specializing in employee relations issues, manager coaching, management and team training. She has over 20 years experience coaching managers on enhancing their effectiveness. Visit her website at  www.romeroconsulting.com.