DDI’s Talent Management Intelligence

The Multi-Generational Workforce: Getting in Touch with Our Social Selves

This is the third in a series of blogs done on how the generations differ in the worklace based on a survey conducted by the author. Read more about the survey.

By Verity Bissett-Powell

Along with the generation debate, the other hot topic around the boardroom table is about the role of web 2.0 in communication and personal development. So how much are the younger generations crying out for inter-office networking and facebook-for-work?

As a preferred interaction approach, email remains the favourite with 100% of all surveyed responding that they consider it appropriate for professional communication. Telephone contact is similarly approved although only 29% from across the generations thought that voice-over-IP (VOIP) is a valuable tool. When it comes to networking though, there is a clear distinction between professional networking with sites such as LinkedIn considered acceptable by 38% of those surveyed and very little generational variance among the responses. A surprise perhaps as the younger generation is evaluated to be “a global community."

Social networking also received a lower evaluation as an appropriate method of professional communication. There were generational variances, with the younger generations being more in favour than Traditionals or Boomers, but certainly not enough to hurry to invest in “workbook”.

The increase in acceptance of professional and social networkers among the younger generations may become more prevalent when the Z generations enter the workforce. One impact of this networking may be that controlling information is not as easy as once before, but it does also mean that with the comfort with new technology comes a generation of workers comfortable with change, a benefit that can be used to shape future strategies.

Verity Bissett-Powell is a Business Development Executive with DDI UK.

The Multigenerational Workforce: Why work?

This is the second in a series of blogs done on how the generations differ in the worklace based on a survey conducted by the author. Read more about the survey.

By Verity Bissett-Powell

In 1992, Tang and Tzeng found that as age increased, reported work ethic decreased, suggesting that younger workers projected higher work ethics than older workers. Younger workers’ passion for work does not come from a practical need but a personal desire for fulfilment: “If I never had to earn money ever again, I'd still work. It's important to me to engage with others, explore the world, and develop myself… which I do through work.” Across the X and Y generations a startling 86% disagreed with the statement that - Work is required to pay bills, nothing more. Ironic considering that these generations have also been labelled the “slacker” generation. These high percentages contrast with the slightly lower 65% of boomers and 50% of Traditionals who also disagreed with the statement.

Now you cannot automatically link the attitude towards employment with the work ethics, but these statistics hint at some of the generational differences of opinion towards work / life balance.

The comments from the question, what does work / life balance mean to you in theory, and in reality?, are interesting in light of the above data. The Traditionals and Baby Boomers seem to have a greater grasp on the 9-5 concept: “I am not a surgeon, nor do I save people's lives.  I need to leave work and have a life outside.  If I didn't want that, I would've been a doctor.” There is a more regimented approach to work which involves arriving, working hard during your assigned hours, and then leaving for time at home.

The younger employees however seek “an environment with fluid boundaries” where they can remove the conflict between work and life in a more organic working approach: “Being able to go to office when I want to. I will always deliver, regardless of whether I am in office or not.” When looking at the fervour for satisfying work and high working ethic, it is fair to evaluate that younger workers will get the job done, it’s just that they might prefer to do a 10-7 working day or  complete some tasks using a PDA while on the move. Some organisations are adapting their job requirements to appeal to the younger generation as part of recruiting campaigns. For example, instead of simply stressing higher salaries, the international company Procter and Gamble is highlighting the opportunity for flexible hours, the chance to work from home, the offer of up to a year of 'family leave' to look after children or elderly parents, and the promise of regular three-month sabbaticals. With global corporations needing 24/7 responses, this flexible approach to work can actually help meet the needs of colleagues and customers – with younger generations working as and when is needed.

Follow the entire series throughout May and June, and read more about the research that was conducted.

Verity Bissett-Powell is a Business Development Executive with DDI UK.

The Multigenerational Workforce: Career direction - step or stabilise?

This is the first of a series of blogs done on how the generations differ in the worklace based on a survey conducted by the author. Read more about the survey.

By Verity Bissett-Powell

My friend, a fellow Y-Gen was recently critiqued for being “aggressively ambitious” by a senior leader within his organisation. He retold the events leading up to this bold statement and genuinely could not understand what he had said that was wrong. He had simply asked the leader what he needed to do to take the next step up the career ladder, and received what was clearly meant as a rebuttal.

This is a common story and one that is affecting leaders of X and Y generations. The research clearly backs up such anecdotes, as when asked the question “I know/knew the direction I want/ed my career to go” there was a distinctive variety among the results. The leader in question was from the baby boomer generation, 42% of whom agreed with this survey statement. One individual commented: “I didn't set specific goals about what level I want to reach by what age unlike many young people today.” Meanwhile, 59% of the millennials or Y generation said that yes, they know where they want their career to go. “I've always had a clear image in my mind of what I wanted to be in the next 5-10 years” as one respondent summarises.

So you can see why the career progression enquiry would evoke such a response and cause frustration on the part of both conversationalists. Does this mean that all X and Y generation employees will be constantly banging on their manager’s doors asking for promotions? No. What it means is that the younger generations want to feel like they are progressing in their careers: through formal or informal development, feedback on their performance, and some sort of mapping for the next steps.

It means that analysing the talent pipeline could become a more transparent process than previously, as the players involved are given permission to confidently and comfortably voice their motivations and goals.

Follow the entire series throughout May and June, and read more about the research that was conducted.

Verity Bissett-Powell is a Business Development Executive with DDI UK.