Understanding generational differences improves company culture

 By Danielle Kane

We’ve all heard the stereotypes:

millennials are entitled. Gen Xers are slackers. Baby Boomers can’t adapt. And

Gen Z? So far, the youngest generation to enter the work force has been

pigeon-holded as “too obsessed with themselves to produce quality work.”

But, when we dig deeper, we find that

the labels that define each generation really have no basis in fact. Better

Business Bureau Northwest and Pacific believes capitalizing on this diversity

helps business owners work toward an improved company culture.

Understanding generational differences

is critical to maximizing individual strengths. To do so, it’s important to

look at each demographic through the lens of the era they came of age.

First, take Baby Boomers — born between

1946 and 1964 — they lived through the Vietnam War and the Civil Rights

movement. Today, we perceive them as the generation that’s out of touch. But

what are they really known for? Baby Boomers are extremely hardworking. They

value employee and employer loyalty because to them this signals security.

Then came Gen Xers — born between 1965

and 1980. This cohort became the skeptic bunch, having come of age during the

dot-com bust. This generation is stereotyped as the middle child — sandwiched

between Baby Boomers and Millennials, often forgotten. In the work force

though, Gen X employees are known for being very efficient to avoid working

harder than needed.

Millennials now make up the largest

demographic in the U.S. work force. Those born between 1980-95, Millennials

grew up during an era defined by two very distinct moments: the dawn of the

internet and the rise of global terrorism. This group is picked on for being

spoiled, having been catered to by their Baby Boomer parents. In reality,

Millennials tend to have an innate ability to multitask and adapt to changing

times and technology.

Finally, Gen Z, also known as iGen, is

the current generation growing up and entering the work force. This demographic

was born between 1996 and 2015. Gen Z is unique because those born during this

time have never known a world without internet. As such, they are extremely

digitally savvy and quick thinkers. But, they’ve been labeled the “me

generation,” perceived as being self-absorbed.

When we think about the times in which

each of these demographics grew up, we’re able to see why certain aspects of a

job are more important to some than others. For example, Gen Xers place a high

value on work-life balance, as well as flexibility. Millennials want a company

culture that is diverse and inclusive, with team-building incorporated into it.

Baby Boomers, many of whom are still in the work force, value commitment and a

strong work ethic. And finally, Gen Z employees want to work at a job that

serves a purpose and has a clear mission.

All of these factors need to be

considered by business owners as they hire and grow their teams to work toward

a larger business development strategy. It’s why BBB advocates business owners

to first define their company culture, and then be intentional in who they hire

to their team.

What’s interesting is that when it comes

down to it, employees of all ages want the same things: a basic paycheck, to

feel safe at work, to be part of a team, to be recognized, and, finally, to

feel fulfilled in what they do. The difference is what each demographic values

or emphasizes beyond these basic needs.

Recently, BBB sponsored a seminar with

local business networking group LINK Up2Us on this very topic. Featured speaker

Donna Davis, founder of Kennewick-based Engaged Consulting, discussed how

business owners can bridge the generational gap. Her main piece of advice: open

communication.

Davis emphasized the importance of

owners and managers taking time to talk to their employees, getting feedback

and listening to what they need or what they would like to see changed. For

business owners to capitalize on generational differences, it’s critical there

is an immediate feedback loop in place where everyone’s voices are frequently

heard, not just year-end reviews.

As another method, Davis suggested

mentoring programs between older and younger employees. This ensures older

generations get to share their experience and career wisdom, while younger

generations get to help their older co-workers adapt to rapidly changing

technology and workplace expectations. Not only is this a win-win for each

employee, it’s a major victory for the business owner.

Danielle Kane is the Tri-City marketplace

manager for the Better Business Bureau Northwest and Pacific.