There are four generations that are participating in the workforce now: the almost retired World War II generation, the getting ready to retire Baby Boomers, the mainstream Gen-Xers and the emerging Gen-Yers.

These generations are not exactly defined, but there are patterns that emerge around the behaviours and attitudes of people who are within a decade or so of each other. The current ages of these generations are indicated and are rough guides to generational styles; anyone at the end of the age brackets may be a blend of the two.

Baby Boomers (Ages 43-57)

Boomers were born to post WWII parents who raised them to believe that they could be and do anything. This was the first generation expected to get some form of “further” education, to get good jobs, and to “make the difference” in this world. They were also the first generation to have the Pill, and chose to have fewer children than previous generations. In their working lives they have become focused on career path and upward advancement. This is the generation that feverishly wants to become managers, directors, or higher so they can make an impact on their generation.

Career advancement is a key importance for Baby Boomers. Peter Davis, Managing Director, Frontline Recruitment Group says, “Baby Boomers want to be remembered and are enticed by opportunities to do something significant. Offer them security, upward mobility and status”.

Gen X (Ages 24-42)

The baby boomers children – members of this generation were brought up in times of rapid social change. Circumstances have tended to make them much more sceptical and cynical than their parents and believe they ultimately have to fend for themselves. Offer them money, stock options, and the chance to do what they want to do. They are excited by project work and by the chance to earn based on what they do rather than on what a boss says they should do. They are to the point and expect to be treated that way, too.

Gen Y (Ages birth to 23)

Born between 1982 and 2000 (or 1976 and 2000, depending on who you talk to), the oldest of these next generation workers, now aged in their mid to late 20s, are setting the scene for a complete rewrite of the employment rule book as businesses learn how to manage young individuals who are both highly intelligent and highly demanding.

They comprise 30 per cent of the workforce and rising, and represent a larger divide than any gender, racial, income or other divide in society today. The emerging generation of twenty-something’s is very different.

According to the book, “Thriving & Surviving with Generation Y at work”, Peter Sheahan, internationally recognised expert on Generation Y, says it is essential that we look at more than traditional forms of monetary compensation to motivate the new talent force.

"They’re after a sense of purpose, work-life balance, fun, variety, respect, and the opportunity to do ‘real’ work that makes a difference. Arguably everyone wants these things from a job but the difference with Generation Y is they’ll talk with their feet when their needs are not fulfilled."

Obviously meeting Gen-Ys every demand will not be practical or cost-effective for any business. The key is to understand the motivations, needs and aspirations of the Gen-Y staff under your specific employ and not make the mistake of automatically buying into the generational stereotype.

Having grown up in a world where job losses are commonplace and company loyalty is non-existent, Gen-Ys tend to prefer workplaces offering strong management and communication, job flexibility, a quick career path and, above all, a good social environment.

If a workplace can't meet their needs, they quickly move on. So how can you can about capturing and keeping this new breed?

1. Plan their next career move

The Number 1 strategy for managing Gen-Y is about career management - being very proactive and deliberate in terms of progressing their careers through your organisation.

If you're not able to do that, they will just go elsewhere because there is not that same degree of employer loyalty. Employment for life is not a concept they're familiar with.

2. Sell the job

Clearly identify and sell the value proposition of the role from a Gen-Y perspective, including excitement, variety, career opportunities, flexibility of approach, friendly and relaxed culture and individualised support.

Plan and deliver a thorough induction program, with clear expectations for their new role and identified support, to really link the new employee into their colleagues and company. Use technology as a tool - with low patience and reduced frustration threshold, Gen-Y is unlikely to tolerate unnecessary obstacles and redundancies in workflow.

3. Lead by example

They are the most marketed to, technology savvy, informed, pragmatic and often sceptical generation yet. They can also sniff a phoney a mile away, so to win them over, you better really walk your talk.

The key is not customised workplace strategies for different age groups but effective leadership. Leadership is simply about listening, building sound relationships and engaging with people, regardless of their age.

4. Give them social interaction

It’s not about job loyalty or money, they are more interested in social interaction, so you've got to get Gen-Ys in the workforce to foster friendships in your workplace if you've got any hope of retaining them.

To a degree, work is an interruption to their life - arrange social activities to help them build relationships and friendships within the organisation.

Davis says, “Generational differences may not provide the answers to successful recruiting, but we are all influenced by the perspectives of our own generation, when interviewing it is often difficult to relate to the perspectives of another generation, however if you aware of the differences it will help you make better decisions”.

Boomers

- Live to work
- Technology averse

Gen X

- Work to live
- Adaptive to technology

Gen Y

- Live first, work later
- Do not know a world without technology

The secret is not only how to find good people, but how to keep them. People work for more than the money, especially the X and Y Generation. It’s important to help employees enjoy their jobs. You can accomplish this by setting high standards and making sure employees know what you expect. Create a partnership with your team. Give them a chance to grow and learn new skills; reward their efforts, and celebrate their successes.

Please feel free to contact us at Frontline Retail. with any recruitment requirements - we are here to help.