News from the Illinois Chamber Economic Development Council

MAY - 2007

Business Effects of Generation Communication

by Pat Smith-Pierce, Ph.D., CEO and Founder,
Power Speaking Consultants

Miscommunication across age and generational divides is beginning to cut into companies’ bottom line. This lack of clear communication has the most significant impact on two issues where cost is increasingly a factor: training and retention.

The three primary generations in the workforce – Baby Boomers; Generation X and Generation Y – communicate differently, are motivated by different things, and are looking for different atmospheres in the workplace. Each of those factors influence how a generation is trained and then how long they stay in a particular job.

The “senior” of the three generations, Baby Boomers or those born during the American heyday of 1946 to 1964, tend to be in it for the long haul. Boomers believe that workforce success can take decades and is achieved by “paying your dues” while working their way up the corporate ladder. Working long hours is a natural part of the process for Baby Boomers. They expect others in the workplace, regardless of age or generation, to adhere to this philosophy and do the same if they want to get ahead.

Generation X or those born approximately between 1964 and 1976-77, is very “now” oriented. They want career success now and to see tangible rewards (usually financial) for that success now as well. Generation X is the generation that truly brought work/life balance into the corporate consciousness as they do not want to work long hours to “pay their dues.” They want to learn skills that are portable as they tend to change jobs often, often because they feel they are not being challenged.

Generation Y includes those born approximately between 1976-77 and 2002. This, the most technologically proficient generation in the workplace, often prefers e-mail rather than in-person or voice-mail contact. Gen Yers tend to be more hesitant about taking the old-school Boomer approach to building relationships of visiting their bosses’ offices every now and then. The lack of interpersonal interaction can lead to unclear communication or miscommunication without ability to hear the voice or see the face. Regardless of their experience, Gen Yers want to be treated as colleagues rather than assistants, etc.

The effects of these differences can lead to a number of problems. Some of the more common include executives and managers becoming frustrated as things aren’t done the way they expected or wanted. Newer and younger employees can feel they are not valued and have little to offer the company and so become disillusioned. Conflicts can arise when Boomers feel the younger generations don’t care because they aren’t putting in the time Boomers feel is necessary. Younger generations can resent the lack of time for their personal lives. Gen Xers can abruptly leave while Gen Yers begin not to care and therefore to give less of their talent and abilities.

As those very brief descriptions indicate, understanding what motivates Baby Boomers, Gen Xers and Gen Yers and then effectively communicating based on that understanding can enable companies to hire, inspire, and retain successful, productive employees across the expanse of all generations in the workforce today. Providing training based on effective communication across the generational divide can increase success and improve the bottom line.