Generations in the Workplace

"Generation and Gender in the Workplace."

The National Study of Changing Workforce has been able to collect “hard data” on generational and gender differences in the workforce. This article summarizes some of the key findings of this study. This issue was prepared by the Families and Work Institute for the American Business Collaboration (ABC) to help their employees manage their professional and personal lives. This study broke the generations of the workforce into four groups: generations X (23-37) and Y (18-22) the baby boomers (38-57) and the matures (over 58). The study concluded that the generations X and Y were more likely to be duel centric or family centric rather than work centric like the baby boomers were. This study also found that younger generations are more likely to disagree with the older generations as they have different sets of values. This article goes onto discuss a wide variety of results from this survey; the information is interesting and useful for the workforce.

1.  "Generation and Gender in the Workplace." Families and Work Institute (2002): 1-30.

“The Young and Clueless.”

This article points out the importance of waiting to promote your young and rising talent. The authors claim that promoting an employee to early can be detrimental to their career. This can prevent them from developing key emotional competencies that are vital to do their job successfully. The authors suggest that instead of promoting young rising talent, assign them new tasks that will enhance their skills and force them into new and valuable roles. The article provides five examples of situations when promoting did or did not work and provides guidelines on how to promote effectively.

2.  Bunker, Kerry A, Kathy E Kram and Sharon Ting “The Young and Clueless.”  Harvard Business Review On Point (2002). 1-10.

"Managing Millennials."

This piece shows that young people are abundant in corporate America today. She refers to these young people as millennials, people who where born between the 1980’s to mid 90’s. She points out that this generation was raised to have adults training them and expect the same thing in their careers in order for them to grow to their fullest potential. Therefore, a hands-on approach to managing is essential in leading this generation. The article proceeds to tell the story of a young woman working with a great mentor but for low salary. The woman explains that she would rather have a great mentor who challenges her, and opens new doors, than a higher salary. This is the case with a lot of young talented, highly educated people. The author explains that in order for organizations to attract the brightest young people they must take time to manage hands-on and it will pay off in the end.

3.  Trunk, Penelope. "Managing Millennials." Globe Newspaper Company (2007): 1-2.