Generational Generalizations

Below is an e-mail received from a good friend in the education department. Ross sent this to me in response to my many "Rants" over human behavior and "labeling in the workforce" and psychometric testing at work.

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Gen Y
Teacher: the National Education Magazine <http://www.acer.edu.au/teacher/> 
May 2008; Pages 60–61
Andrew Williamson
People born between 1976 and 1991, known as Generation Y, number around four and a half million across Australia. They are the second-largest generation currently in the workforce, and account at present for around a third of the staff in Australia’s schools. Generation Y staff tend to function differently to preceding generations, and being aware of how they differ can be a great asset for current school leaders. Typically, Generation Y workers dislike the traditional management style that elevates managers above other employees. They tend to be confident, optimistic, sociable and to have a strong social conscience. Opportunities for learning and skill building are important to them, as are clear goals and a supportive environment that encourages innovation and values new ideas. Preferred avenues of communication are usually informal, such as email, text or casual conversation. Generation Y members are technologically adept and eager to integrate new technology into their work. To attract and engage workers in this group, aim to provide a flexible workplace that allows for healthy work–life balance. Be sure to offer variety and opportunities for project leadership. Strive for transparency of processes and show respect for all staff, and openly appreciate and value the contributions these workers make. Give staff freedom to manage their own workload while also aiming to provide frequent constructive feedback. The confidence shown by this generation of workers is often surprising to those in older generations, but school leaders should not automatically assume they are antagonistic. Generation Y staff appreciate a working environment that respects skills and creativity, values workers as equals, and infuses work with purpose and a sense of fun.

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Points for discussion:

1. "Generation Y workers dislike traditional management style that elevates managers above other employees." ... so do many 'baby-boomers' and Gen X that I work with.
2. "They tend to be confident, optimistic, sociable and to have a strong social conscience." ... as do many other generations.
3. "Preferred avenues of communication are usually informal, such as email, text or casual conversation." ... This is where I do agree there is a distinct difference; and is at the root of many of the dysfunctions between people at work and in society.
4. "Generation Y members are technologically adept and eager to integrate new technology into their work." ... No doubting this comment, as new technologies are developed, those people who grow up as children using it, will always be more enamored to it. No shock there!

I will stop now ... as you get the idea.
Are Gen Y different to 'Baby-Boomers'?
Perhaps.
Are Gen X different to Gen Y?
Maybe.
Are women different to men?
Sometimes.
Can two women from the same city, with similar economic backgrounds and education, be different?
Definitely!

People being people, will be different as much as they are the same. My point is, we need to treat each other with respect, to be considerate and care for other's self-esteem and dignity, to engage and develop them in our workplace whether they are male or female, Caucasian or not, rich or poor, educated or not.

Forget the labels of Gen Y and baby-boomers, eschew the dopey fads and treat each other with respect. Value each other for our own unique traits and differences. It is in our differences that we gain value.

© Ric Willmot 2008 All rights reserved.