I spend a lot of time discussing generational differences (which are, by definition, broad characterizations of groups of similarly aged people) and how best to handle them in the workplace.
Over the last couple years, most of the conversation has centered around millennials — the burgeoning, often hard to understand and newest generation of workers. I often receive a great deal of feedback on articles about millennials, particularly from baby boomer readers struggling to find common ground. But the conversation rarely lands on the smaller generation squeezed between boomers and millennials – generation X.
There are 65 million Gen Xers — generally defined as people born between 1965 and 1980 — in the workforce, increasingly poised to inherit key leadership roles from retiring boomers. In fact, Gen Xers already are leading some of the nation’s top Fortune 500 companies, including Google, Dell and Sprint.
Though once regarded as slackers, Gen Xers have demonstrated an impressive entrepreneurial streak, with Pay Pal and Tesla founder Elon Musk and Spanx creator Sara Blakely among its ranks. Much more than in previous generations, Gen Xers were products of dual income or single-parent homes, raised as latch-key kids. Their tendency to “go it alone” has led to greater independence and self-sufficiency; they don’t need a lot of hand-holding. They were the first generation to grow up with computers in their homes or classrooms, making them more tech-savvy than boomers.
Generation X also has been shaped by experiencing the impact of corporate downsizing, which left many distrustful of and less loyal to employers. While they are less tied to corporations, they are more flexible. Generation Xers understand “go with the flow” and the importance of adapting to changing work conditions. In fact, in a survey of 1,200 workers of different generations by Ernst & Young, 49 percent said Generation X was the most adaptable of all generations in the workplace.
These workers – self-sufficient, open-to-change and tech-wise – have a lot to offer, but are often overlooked as employers search for ways to satisfy the more vocal millennials. Yet this small but mighty generation can have a tremendous impact on your organization if used effectively, and should be a major part of your succession plan.
To build positive and productive relationships with these “middle children”, it pays to understand what motivates them. Unlike their hard-driving, often work-obsessed boomer brethren, members of Generation X view work as a means to an end and thrive in flexible environments focused more on results than face time.
For Gen X, work-life balance is a practical concern. More than their boomer or millennial co-workers, Generation X is struggling to balance child-rearing and caring for aging parents.
AARP reported in 2012 that 42 percent of Gen Xers had a financially dependent child as well as a parent older than 65.
Employers who acknowledge this struggle and work with Gen Xers to help them meet their conflicting demands will be rewarded with loyalty. Those who don’t, however, may have trouble retaining Generation X workers. In the Ernst & Young survey, 38 percent of Generation X respondents said they would leave their current job if flexibility wasn’t available. That compared to 33 percent of millennials and 25 percent of baby boomers.
Here are a few other strategies to help engage members of Generation X and maximize their contributions to your organization.
Increase support. Gen Xers aren’t known for asking for help, but that doesn’t mean they can’t use a hand. Corps Team client Galloway, which I featured in my column a few months ago, discovered through surveys that its Gen X managers were burning out trying to juggle their duties while also mentoring younger workers. Fearful of losing those key workers, Galloway is looking at new training programs to help their managers better balance responsibilities. Delegating tasks to millennials who are ready to move up the ladder may also help lighten the load on Gen Xers.
Cultivate leadership skills. Generation X is in the best position to fill the gap left as boomers leave the workforce. The Ernst & Young survey revealed that they make great managers (70 percent of respondents viewed Gen X as the most effective managers), but lack executive presence. Work with your Generation X staff to develop the authority and experience they need to not only manage, but lead the organization. If you’re a small business owner, Generation X can play a crucial role in your succession plan.
Look for outsourcing opportunities. Their self-reliance and ability to operate autonomously make Gen Xers a great source for contract or consulting opportunities. This could be a good way to provide Gen X with flexibility while obtaining reliable, good quality work.
The bottom line? Invest time and money into your Generation X workers. They can make a substantial mark on your business today and are best equipped to lead the organization in the future.
