Battle of the Generations

New academic research finds that Generation Y workers, or millennials, have some very different values than previous generations when it comes to the working world. So how can an HR leader best juggle different generations' expectations in the workplace?

By Michael O'Brien

While there are anecdotes aplenty regarding the many differences in work attitudes between Generation Yers and baby boomers, new research mined from high-school seniors' attitudes since 1976 has finally isolated some generational differences from age differences.

That's according to data from the University of Michigan's ongoing Monitoring the Future research, which was analyzed by Stacy M. Campbell, a professor of management at the Coles College of Business at Kennesaw State University; psychologists Jean M. Twenge, from San Diego State University, and University of Georgia's Brian J. Hoffman and Charles E. Lance.

Their findings, "Generational Difference in Work Values: Leisure and Extrinsic Values Increasing, Social and Intrinsic Values Decreasing," were recently published in the 2010 Journal of Management.

"With data collected across time, these analyses isolate generational differences from age differences, unlike one-time studies, which cannot separate the two," according to an abstract of the paper.

"With at least three generations working together, they're not all going to want the same thing, and this study proves it," Campbell says.

A Generation Xer, herself, Campbell says the paper presents a "time-lag" look at how each generation views five key work values when turning 18.

"Each generation, when each was at the same age, was asked the same questions," she says. "Generations, and how they've been shaped by events, from the Great Depression to Obama being elected president, are going to make a difference in how each views its place in the workforce."

The authors looked at these differences: extrinsic values, such as pay, benefits and status; intrinsic values, such as meaningful work; social values; altruistic values; and leisure values. The study respondents were nationally representative samples of 16,507 U.S. high-school seniors in 1976, 1991 and 2006, representing baby boomers, Generation X and Generation Y.

Campbell says the value placed on leisure has increased steadily over the generations, while the centrality of work declined. She also says, contrary to popular press reports, Generation Y does not favor altruistic work values, such as volunteering, any more than previous generations.

"When it comes to altruistic values, Generation Y is often portrayed as very 'green' and focused on helping the community, but they're not any more focused on that than boomers were at their age," she says.

Among the paper's other interesting findings: Extrinsic values, such as the value placed on status or money, peaked with Generation X, but it is still higher among Generation Y than it was among boomers.

There was also a generational decrease in the value placed on the social aspect of work, as well as intrinsic values (e.g., interesting, results-oriented jobs), which were rated lower by Generation Y than by boomers.

"The younger generation doesn't look at work as a way to make friends," she says. "That makes sense when you think about it. My parents, when they went to work at an organization, they stayed forever and interacted with those same people.

"For Generation X, we spend a lot of time at work, so it's important to like who we work with. But for Generation Y, they're connected to their friends via the Internet and tweeting and texting, so the workplace as a place to find friends is not so important to them."

Maryanne Billington, a Durango, Colo.-based senior partner with Korn/Ferry Leadership and Talent Consulting practice, says HR leaders need to get past the idea that Generation Y workers are simply an anomaly that has to be dealt with.

"I know many leaders -- HR and otherwise -- who secretly admire the younger generation's perspective on life and work, adaptability and creativity," she says. "We have swung the pendulum back to what can Generation Y do to help our HR leadership create a different and progressive workplace that taps their talent."

Cheryl Cran, author of the book 101 Ways to Make Generations X, Y and Zoomers Happy at Work says that one generation's perk is another generation's necessity.

"Generation Y wants a technologically efficient work place -- they see technology as a necessity, whereas many organizations still treat technology as a perk," she says.

As for the increased value placed on leisure time, that was no surprise.

Campbell says the researchers "did expect to find leisure time to go up for Generation Y, and now it's even up more than Generation X, in terms of valuing leisure time," she says, adding that Generation Yers are similarly placing more value on work/life benefits such as flexible scheduling.

"In the past, the flex time was for working mothers and upper-level executives," she says. "But now this younger generation, what they're saying in this is that they're still saying they want the time off, but they don't want to give a reason like they're going to watch their kid at a Little League game."

Campbell says there may be valid reasons for wanting -- and getting -- that flex time, too.

"If they still can get their work done and be efficient, are there ways companies can come up with more vacation days or flexible scheduling?" Campbell asks, adding that the new lifecycle of a career may demand a new look at work schedules.

"People are now retiring and starting on their second careers," she says. "If we're going to work for the rest of their lives, maybe taking off time from the beginning wouldn't be such a bad thing."

Campbell and her co-authors say the difference between Generation Y and others stems from the way they were raised.

"We look at family and how people are raised, their peers and friends, the entertainment industry, and the economy," she says. "Generation Y has grown up being told they're special and can do whatever they want. They're always doing something, and they've had this technology since Day One and they're used to always doing something with it."

Mary Ann Gontin, managing partner of OI Partners, based in Stamford, Conn., suggests that HR start paving a two-way street in order to make work traffic flow better between the generations.

"An older, more experienced manager can mentor a younger person in how to be politically correct within their company, how to navigate the organization and, in return, the younger person can return the mentoring favor by sharing new technology approaches.

"Many members of Gen Y lack the more formal skills needed in business communication and can benefit from the one-on-one feedback that an experienced colleague can provide on how to be more a more effective business communicator," she says.

"On the other hand, members of the baby boomer and traditionalist groups are often behind in the importance of using the new social media sites.

"In a two-way mentoring relationship, they can both learn and teach," Gontin concludes. "A mistake in handling Generation Yers would be to expect them to sit quietly and listen. They need to be active participants."

Campbell says HR leaders can help to make Generation Yers more comfortable simply by soliciting their opinion more often.

"I'm not saying [you should] cater to their every need, but ask your Generation Y workers what would make them want to work here or continue to work here. Organizations don't do enough of that, to make sure what they put into place are actually working. It's not just seeing if works, but also is it cost-effective?"