Understanding DEI Through a Generational Lens

Understanding Diversity, Equity, and Inclusion through a Generational Lens Why It Matters to Know and Understand Different Generational Values The current workforce hosts four generations. Understanding generational values matters because it shapes how people see and operate at work, how their values were formed, and how they interact with others. Baby Boomers (born circa 1946 to 1964) are the most senior in the workforce today, with the youngest just turning 57. Generation X (1965 to 1980) is known for the major innovations behind most of the technology we use today. Generation Y (1981 to 1996) is often highlighted as tech-savvy, highly educated, and tolerant. Generation Z (1997 to 2012) is the newest member of the workforce, with the oldest at the ripe age of 25. These four generations hold different values and beliefs, all of which show up at work. Each generation is shaped by birth date, the historical events of their childhood, and the social culture of their era. Those factors set the values they carry as adults. Take the Baby Boomers. They were the first generation in which the majority focused on self-interest and a career. They were motivated by position, perks, and prestige. Their lifestyle drove a dramatic increase in the consumption of goods and services. They used more electricity and water than previous generations. The waste they created was four times that of the generation before them. The economy grew and became driven by consumption. At the same time, they cared deeply for relationships and friendships. Many Baby Boomers were raised with a goal-centric approach where “grit” was the most important quality for finding success. They were resourceful as their society’s norms shifted from what is right to what is possible. As Baby Boomers transition to retirement, companies can tap into their institutional knowledge and transfer it to younger workers through mentorship programs. It will also help younger generations learn from the experience of their elders. Generation X grew up versed in emerging technologies from a young age. They were the pioneers who beta-tested startup companies and gave valuable feedback on new software and programming. Gen X is directly responsible for the flexible work culture in many modern companies. They embraced new technologies and organizational structures more for efficiency and effectiveness than any previous generation. Gen Xers have proven themselves as solid performers with vast institutional knowledge, cross-functional experience, and an established job history, unlike the newer generations. Generation Y is the first generation born in the digital age. They are highly educated, tech-savvy, and highly tolerant. They are also perceived as less entrepreneurial and less motivated than their predecessors. Gen Ys were seen as highly disruptive when they entered the job market in the late 90s. That came from their shared values of achievement, sustainability, global citizenship, high tolerance, and low patience. Gen Ys also alienated prior generations with an instant-gratification mentality, often overshadowing Gen Xers when it came to promotions and asking for higher wages. Generation Z grew up with technology, so they are more comfortable with it. It is part of their DNA. They don’t know what it’s like to research using library index cards. This generation values independence and feels more socially responsible, building on Gen Y’s sustainability and high tolerance. Gen Zers will likely be the most educated generation in history, but not with traditional college degrees or trade schools. They will earn endless certifications and technical skills that serve them today. This approach will bring innovative ideas to the table and create new jobs that don’t exist yet. Gen Zers will expect and demand Diversity, Equity, and Inclusion (“DEI”) in every facet of their life. When an employer or corporation does not demonstrate DEI, expect that Gen Zer to stop engaging with that employer (known as ghosting). Generational differences in the workplace can pose challenges for managers trying to build cross-generational teams. It’s essential that managers don’t let bias interfere with performance evaluations. Work hard to overcome unconscious bias and stereotypes when managing employees from different generations.