September, 2009
By Debby Cannon, Ph.D., CHE, Director, Cecil B. Day School of Hospitality, Robinson College of Business, Georgia State University
Today’s manager oversees a workforce of multiple generations, which can present interesting opportunities in adapting one’s management style. Flexibility is certainly a valuable asset in this age-diverse environment as well as an understanding that “one style does not fit all” in today’s business world. This article will briefly describe predominate generational characteristics as well as implications for the workplace. Key people, events or trends are indicated for each generation because these factors contributed to the value system, including work values, for that particular age group.
Now close to their mid-60s and older, the mature generation was born before 1946. This generation grew up with the “golden age of radio,” Tarzan, the Lone Ranger, Joe DiMaggio and World War II. They were close enough to the Great Depression that they felt it – directly or indirectly – through parents and other family members. This generation contains many who have retired but also is comprised of a large percentage emerging from retirement to work again or who are delaying retirement for a variety of reasons, including financial need.
The mature generation tends to respect authority and hard work. Rules are to be adhered to, according to this generation, and they tend to avoid challenging the system. Delayed gratification is not a form of torture for the matures, since many believe patience is its own reward. This generation has played a formative role in the success of many businesses, including those in the restaurant industry. Their technological skills may be more limited than younger generations, but these employees tend to be known for their reliability, dependability, knowledge and awareness of the organization’s history.
The largest employee generation, the baby boomers, now range in age from the mid-40s to early 60s. This generation’s formative influences ranged from Captain Kangaroo to the Vietnam War. If this generation had a slogan it might be “Live to work.” Generally optimistic, baby boomers are team oriented and tend to be focused on health and wellbeing. From a consumer standpoint, as this generation ages, terms such as the “senior menu” and “senior citizen discounts” will not be accepted kindly. The baby boomers perceive themselves to be ageless, and retirement, if it occurs at all, will probably involve career changes and not absence of work.
As employees, this generation will probably be in the workforce longer than they ever imagined because of the recent losses in long-term investments. The baby boomers as well as the matures tend to be characterized by long-term commitment to their employers. Passage through the “paying your dues” phases of their careers is proudly detailed to younger employees and sometimes “worn” as a badge of honor.
Generation X, ranging from mid-40s to late 20s in age, grew up with more technology in their homes and schools than previous generations. Microwaves, VCRs and computers were a way of life along with The Brady Bunch and The Simpsons as regular television choices. Gen X employees tend to think globally, are self-reliant and pragmatic. Preferring informality, they value diversity and expect to find fun in the workplace. Their timeframe tends to vary significantly in terms of expecting faster results, including career advancement. Whereas their predecessors followed the career ladder, Generation X and younger employees prefer the “career escalator,” sometimes to the chagrin of older supervisors and managers.
The Millennial Generation, who grew up with cell phones, the Internet, virtual pets and the Spice Girls, now range in age from 12 to 25. As a demographic group, the millennial generation is the most diverse group of our time. With this diversity often comes the ability to speak at least two languages and, in many cases, multiple languages. It also includes a global perspective of having lived or traveled outside of the United States.
This generation brings to the workplace advanced technological abilities. After all, this is the generation that, on average, learns four to five new software programs each year. Millennials rely on the immediacy of technology because that is all they have known. Through technology, this is the generation that will most probably advance our industry beyond what anyone could even imagine today. The potential of this generation, in adding its creative, global techno-savvy abilities to restaurants and foodservice companies, is immense.
The reality for the restaurant and foodservice industry is that all of the described generations are important for business success. Although work values differ, opportunities exist for bringing out the best in each generation. The millennials and Gen X employees will not have the long-term commitment of the older generations. They are eager to learn, wanting to expand their knowledge and skill base as quickly as possible, so they can move on to the next exciting and challenging opportunity. Encompassing many of our industry’s executives and leaders, the mature and baby boom generations have the opportunity to share their knowledge and skills with the younger generations. These mentoring and coaching roles can be extremely rewarding in “giving back” to the industry.
The desire for learning and growing among the younger work set is combined with their expectation to also contribute right away and to have freedom in making decisions. The typical millennial employee and younger Generation X worker want to have clear and consistent expectations in advance and, once given, want to hit the ground running. Their desire for rapid autonomy can be challenging for employers in thinking of useful ways for them to “spread their wings.” Special projects can often offer opportunities to make good use of the younger workers’ talents (technology, language skills, global experiences) that can benefit the restaurant and energize the employee.
Many of the younger workers in today’s society have never fully experienced the feeling of community – even within their family structure. Bringing together different generations – those focused on developing others and those centered on preparing for their own future career opportunities – can provide beneficial support for all ages and for the restaurant’s operation.
