A summary from a California Chamber of Commerce publication.
With the youngest of the Silent Generation approaching 80 years old, it’s feasible in today’s workforce to have up to five generations all working under the same roof.
The youngest generation in the workforce — Generation Z — has radically different ways of seeing technology, professional life and society as a whole from their older coworkers in the Silent Generation, baby boomers, Generation X and even millennials (aka Generation Y).
In trying to satisfy multiple expectations from multiple generations — which is no easy feat — managers and HR professionals must walk a fine line. But keeping a few key points in mind can help make the most of the multigenerational workplace.
Generation Identifiers are Not Just a Meme
In 2024, potentially five generations are in the workforce, as previously mentioned: the Silent Generation, baby boomers, Generation X, millennials and Generation Z. But note, generational categories are not scientifically defined, and generational labels can lead to stereotypes and oversimplification.
Pew Research contends that generational thinking can help us understand how societies change over time, and it’s wise to think of terms like Gen Z, millennial, Gen X and baby boomer as general reference points instead of scientific facts. And remember, people change over time, so “Gen Zers will no doubt walk differently in the world by 2050, just as today’s baby boomers are different from their younger selves.”
The Silent Generation
Born between 1925 and 1945, members of the Silent Generation — also known as the Traditionalist Generation — are sandwiched between the Greatest Generation and the baby boomers. While members of this generation are, for the most part, retired, many continue to work or are “unretired.” According to data from the Bureau of Labor Statistics (BLS), the percentage of people over age 75 in the workforce is increasing over time, with a labor participation rate of 5.1% in 2002, 8.2% in 2022, and a projected 9.9% in 2032. In short, the Silent Generation remains a significant portion of the workforce.
Born and raised in the turmoil of the Great Depression and World War II, members of the Silent Generation started their careers in the 1960s, when the workforce was far more conservative. Members of this generation are seen as dependable, straightforward, tactful and loyal, according to Purdue Global, and prefer a personal touch and handwritten notes over email.
Employers should focus efforts on eliminating stereotypes and generalities about workers’ ages. The stereotype generally involves older workers being less technologically savvy than younger workers. Employers should always evaluate skills on a case-by-case basis, and where additional training may be required, don’t deny that opportunity because of a perception that the employee “just won’t get it.”
Baby Boomers
Participating in the workforce for more than 50 years, baby boomers — born between 1946 and 1964 — share common traits like loyalty to their employer, self-motivation, effective decision-making, and competitiveness, according to Indeed.com.
While many are of retirement age, most boomers have no interest in leaving the workforce and want to continue working. In fact, during the recent labor shortage, 20% of retirees aged 54+ were asked to return to work to help offset the shortage, according to a recent ResumeBuilder survey.
Baby boomers are also characterized as being optimistic, competitive, and team-oriented, and they may often have workaholic tendencies, according to Purdue Global, which also says their preferred method of communication is whatever is most efficient — including phone calls and face-to-face conversations.
Generation X
Born between 1965 and 1980, many members of Generation X were raised with two working parents, in single-parent households or were products of divorce, and they spent a considerable amount of time unsupervised, according to Britannica. They value independence and maintaining work/life balance.
As Baby Boomers start to retire, Gen Xers are inheriting the role of senior employees and mentors to the younger generations. They tend to be more adaptable and flexible in terms of working in-office or remotely.
Technology-wise, Gen Xers were the first generation to use computers when they were young. They have a foot in both camps when communicating with other generations, being comfortable and relatable with baby boomers and younger generations alike.
Millennials
The millennials — born between 1981 and 1996 — are the first “digital natives.” The Internet and smart phones have been ubiquitous through most of their existence, so they’re quite comfortable with technology.
Many millennials often worry about financial stability, according to a Deloitte survey, 47% report living paycheck-to-paycheck and worry about covering their expenses. Often, millennials want flexibility in their schedules, working outside of traditional eight-hour shifts so they can pursue interests outside of work.
Generation Z
Individuals in Generation Z care deeply about social and climate issues, according to the Deloitte survey, and they care about both higher compensation and a positive work-life balance. They are more likely than their older peers to turn down jobs that don’t align with their values.
There is a smaller percentage of Gen Zers in the workforce with a labor participation rate of 71% (compared with 78% of millennials and 78% of Gen Xers).
Remote work is increasingly a must for individuals in this generation; according to a 2023 survey, 61% of Gen Zers said they would look for other employment if remote flexibility were scaled back. Consequently, industries that cannot offer (or are slow to offer) remote work — such as construction, hospitality/entertainment, and manufacturing — are experiencing talent gaps, finding it difficult to hire and retain qualified employees.
Supporting a Generationally Diverse Workforce
Having five generations in the workplace at the same time brings unprecedented diversity and an exciting array of skills and expertise, perspectives, and life experience that can enhance an organization’s innovation, productivity, and overall performance.
A best practice is to provide opportunities and education for all employees, regardless of age. According to a Harvard Business Review study, fewer than 3-in-10 employers offer training programs that address: Generational Differences/ Age Discrimination/ Mentorships; Internships for workers starting their careers; or Internships for workers re-entering the workforce.
Avoid Discriminatory Practices
Federal and state laws prohibit discrimination in employment.
California’s Fair Employment and Housing Act (FEHA) contains state protections against age discrimination, while the Age Discrimination in Employment Act of 1967 (ADEA) sets forth federal protections against age discrimination and is enforced by the Equal Employment Opportunity Commission.
Under the ADEA, employers may not use an individual’s age as a basis for:
- Failing or refusing to hire an applicant or promoting an existing employee.
- Discharging or disciplining an employee.
- Setting an employee’s compensation or other terms, conditions, or privileges of employment; or
- Forcing them to retire.
Discriminatory acts can happen unintentionally. For example, a supervisor doesn’t usually decide to overlook a person for promotion because of their age. Still, certain acts can constitute unlawful discrimination because they have a disparate impact against a protected class, regardless of the motivation for these acts.
A decision to terminate employees with higher salaries as a cost-cutting measure can increase an employer’s liability for age discrimination, especially if the cuts disproportionately impact employees over 40 years of age. The employer doesn’t necessarily intend to discriminate against the employee(s), but the policy unintentionally created a discriminatory impact on employees over the age of 40.
Apply all rules and standards equally, regardless of an employee’s age. Employers are strongly recommended to consult legal counsel before terminating an employee within a protected class.
