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Dealing with a Changing Workforce: Supervision in the 21st Century

Walk into almost any business today and one thing will become immediately apparent … the great diversity of today’s workforce. One aspect of this diversity is the generational differences among today’s workers. According to most experts, for the first time in history, we are seeing members of four distinct “generations” working together, and often experiencing clashes in both attitudes and values. Referred to by many different names, the four generations represented in today’s workforce have been identified as “Traditionalists” – born between 1925 and 1946 – make up approximately 5-10% of today’s workforce, “Baby Boomers” – born between 1946 and 1963 – make up approximately 40-45% of the workforce, “Generation X” – born between 1963 and 1981 – also make up approximately 40-45% of the workforce, and “Generation Why” – born between 1981 and 2000 – make up the final 5-10% of the workforce.

Unfortunately, many of today’s managers and supervisors are unaware of, or simply choose to ignore these important generational differences. However, research over the past 20 years on employee engagement has clearly shown that in order to reduce conflict and get the most out of your staff, you have to treat your employees the way they want to be treated. This appreciation of diversity allows each generation to contribute to, as well as become part of the long-term growth of the organization.

While research suggests that most workers want many of the same things from their supervisors (i.e., respect, honesty, integrity, fairness, confidentiality, professionalism, etc.), each of the four generations place a difference emphasis on what they find most important and most rewarding:

Approaching the end of their careers/work life, the Traditionalists are looking primarily for a sense of security. They have worked hard and want to know that what they have worked for (their retirement) will be there for them when the time comes. They want to know that their time has meant something and that their years of experience are both valued and respected. They want to know that, although changing, the older, more “traditional” ways have not been forgotten.

Currently in the second half of their work life, the Baby Boomers are primarily focused on earning a sense of respect and independence for the level of experience and competence they can now demonstrate on the job. They are looking for opportunities to grow and to expand their influence and, of course, to earn more money, respect and autonomy. For many, they are looking for a new, more collegial relationship with their supervisors and often welcome the opportunity to coach and mentor others.

Being a highly mobile generation facing the challenges of a growing family, the Generation X’ers are looking for the biggest return on their investment (their time and energy). They are willing to work hard, but they want to see tangible outcomes for their efforts. For the most part, they value their privacy and prefer to keep a clear separation between work and home life. They value their time off and expect their employers to offer both benefits and opportunities for a successful work-life balance. They are willing to give, but typically only as much as they are given.

Perhaps the most challenging generation for most supervisors to deal with, the Generation Why employees bring to the workplace the same complexities and dichotomies which they face on a daily basis. They expect unconditional acceptance from their supervisors and have a high need for respect of their personal space. They seek immediate, ongoing, positive feedback and want regular recognition and appreciation from those they work with. They have been taught to continuously challenge and ask the question why and appreciate the opportunity to have significant input into the way things are done. The most important thing to remember, however, when dealing with the Generation why employee is the need for both autonomy and immediacy in feedback and reward.

While obviously challenging, today’s business leaders need find ways to support and respect each of the four generations. This will naturally require a great deal of flexibility. However, learning what they need and how best to communicate with each of the four distinct generations can eliminate many confrontations and misunderstandings between employees, as well as between employees and management.