05 Dec Alley explained how to best tailor the employee experience to employees of different generations.

Alley explained how to best tailor the employee experience to employees of different generations. Interestingly, all three major employee populations have different sets of expectations and place their priorities in different areas. While boomers respond superbly well to engaged supervisors, millennials have more complicated relationships with authority and hierarchy.  Some of them have a more expensive set of professional expectations. Learners will work to understand the generational differences among baby-boomers, generation X’ers, and millennials. 

• What support can HR pros seek from other staff to create an employee experience that will positively influence millennial retention? 

Resources:

Generational Characteristics in the Workplace

• (2019, September 21). DataPath, Inc.: Benefits strategies for baby boomers in the workplace. News Bites – Private Companies.
  • This is an article from the HR industry that describes benefits strategies for Baby Boomers, including benefit preferences and engagement styles. This resource will help you learn about this generation and engagement strategies for them.
• (2019, December 10). Survey: When it comes to recruiting Gen Z, meet them on their terms. Business Wire.
  • This is a very short article that outlines some of the characteristics of Gen Z. This resource will help you learn about this generation and engagement strategies for them.
• Mitchell, K., (2016). We are all gen Z-and Y and X. HRMagazine, 61(10), 18–19.
  • This article answers the question  “Is an employee’s age a reliable factor in determining the most effective HR or management strategies?” and it may contrast to some of the other articles you are reading this week.

Generations Working Together

• Wubbe, E. (2014). From millennial to traditionalist making it work in the workplace: Asset-based financial services industry The Secured Lender, 70(7), 16–21.
  • This article is about all of the generations, “Traditionalists or The Silent Generation (born before 1945), Baby Boomers (born around 1946-1964), Generation X (born around 1965–1976) and Generation Y (born around 1977–1992) all working in the same office. Generation Z (born 1993–2000).” It talks about how managers can work with the interplay between the generations to support mentoring and other programs. 

Implications of Generations on Organizational Culture

• Jones, V. R. (2018). Changing of the guard: Influence on organizational culture of millennials surpassing baby boomers as the largest generational cohort: A systematic review of the evidence. ProQuest Dissertations & Theses Global.
  • Despite the fact that this is a dissertation, this final chapter is very readable and it outlines some of the intrinsic and extrinsic motivators for the different generations that are currently in the workplace. It is important to learn about these motivations because the “work environment may encounter productivity challenges if changes are not made to accommodate employees with very different attitudes and expectations.”
• Meng, J., Reber, B. H., & Rogers, H. (2017). Managing millennial communication professionals: Connecting generation attributes, leadership development, and employer engagement. Acta Prosperitatis, (8), 68–83, 119.
  • This is a qualitative case study that illustrates the key attributes that millennials (born 1982–2004) look for in employers and organizations. This resource gives specific examples of how to engage this generation.