Motivating a Changing Workforce
Nov. 6, 2008
Dr. Ivonne Chirino-Klevans, Program Director, International Programs, Walden University
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In 2011, the first wave of baby boomers will start to retire. And the current economic downturn means that early or on-time retirement is no longer an option for many in this generation. During this same period, approximately 49 million college graduates will begin entering the workforce. These graduates will join the current workforce, which is now composed of many generations, including Generation X (those born between 1965 and 1981) and Generation Y (those born between 1982 and 1996) employees. The challenge of leading a diverse workforce with widely different needs and desires will be a challenge for many companies.
With a workforce of people of varying ages, perceptions, and life experiences, companies need to think about how they can help motivate today's generationally diverse workforce. Human resource experts are using evidence-based research to identify characteristics of various generations in the workforce, providing some insight into how to motivate and retain different generations within organizations.
The following describes some of what has been learned about each generation of workers and how they can be motivated:
Baby Boomers Want To Grow.
When baby boomers were asked about their top priority at work, "trying new things" was at the top of their lists. This means that opportunities for development, training, and promotion should be made available to older workers, because researchers have found that productivity increases with age. This makes the baby boomers valuable employees. When baby boomers retire from the workforce, they take a wealth of knowledge with them.
A successful organization will provide mentoring opportunities, in which an older and more experienced employee is matched with a newer and younger employee. Such mentoring relationships will help keep baby boomers motivated and keep the professional knowledge within the organization.
Generation X Employees Want To Secure A Future.
Workers from Generation X are at a building stage in their lives and want a comfortable work-life balance. Studies report that these employees have a greater need for safety nets such as health insurance--an important variable when designing compensation systems targeted to Generation X. Companies who have been able to successfully retain this talent have created job conditions that are compatible with family life--including on-site child care, tuition reimbursement programs, and telecommuting.
Surveys have found that Generation X employees are more goal-oriented than older workers and feel motivated when specific expectations regarding their future performance are identified, as opposed to receiving feedback on their past performance. The mentality of a Generation X employee is, "I work because of the recognition it brings me." Successful organizations will address this need with employee recognition programs, organizational goals, and awards such as vacation days and special parking spaces.
Generation Y Employees Are Our Future.
Generation Y, also called Millennials, have been identified as open-minded, sociable, optimistic, confident, willing to be part of a group, and well connected. They were born in a society where computers are a staple of their lives and are where most of their social networks reside. Generation Y employees are driven to seek new challenges. A job that does not represent a challenge will soon become dull and uninteresting to this generation of workers. Routine is unattractive to them; variety is the key. Generation Y has experienced well defined schedules since childhood and grew up with strong parental involvement in structured environments that included sports practices and after-school programs. They value role models whom they can trust and model leadership.
Because of Generation Y's involvement in social networks, an organization that wants to attract this category of talent should provide a work environment that makes social interaction possible--things like virtual water coolers, online cafes, and company picnics. Generation Y values work environments that allow them to express themselves, offer their point of view, and learn from others. They also value environments where they can share ideas both virtually and face-to-face.
Over time, generations will change and new work ethics will develop, but the bottom line in understanding motivation resides in understanding the people and what is important to them. If employers can align organizational resources with generational preferences, then they can stay abreast of the ever-changing motivators of a dynamic workforce.
Dr. Ivonne Chirino-Klevans joined Walden University in 2005 as a professor of organizational psychology and currently serves as Program Director for the Center for International Programs. The International Management Certificate is a post-bachelor business certificate designed to give business professionals in Latin America international business acumen and English language skills. Her extensive experience includes years of working with Fortune 500 companies in designing training and development programs and serving as Program Director for Duke Corporate Education.
Dr. Chirino-Klevans received her Ph.D. in Psychology from Universidad Iberoamericana, and also holds an MBA from Universidad de las Americas, and a Masters in Psychology from Georgia College and State University. She's served as the psychologist for the Mexican national rowing team, and was herself a Pan American games medallist in gymnastics.
Source: HispanicBusiness.com (c) 2008. All rights reserved.
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