Today four generations of workers coexist: the Z either centennial (those born between 1997 and 2011); the AND either Millennial (1981-1996); the X or GenX (1965-1980); and that of Baby boom or Boomers (1946-1964). And according to the results of several comparative studies, their way of understanding work is completely different. With all precautions, experts distinguish disparate behaviors and attitudes among workers depending on their age.
The 'boomers': loyalty above dreams
Between 60 and 78 years old, it is the generation with the greatest representation in the current population pyramid, and the one with the longest average work history of all generations of workers. Although some of them are already retired, many others are about to do so, and Social Security estimates determine that their pensions will be higher than those they have been receiving. They have been trained not to question authority. “They have received a very disciplined and even fearful education of power,” says Norbert Monfort, academic collaborator in the Department of People and Organization Management at Esade. “With them there has been a kind of sheep herding, where none rebelled against authority,” he adds.
At the time they joined the job market, jobs were more stable, which led many people to spend their entire careers in the same company. “It was not seen well to change companies. What was valued was loyalty, understood as a way of standing even against particular beliefs or dreams. Many workers have retired after spending years working at something they didn't like. But since they had a guaranteed salary, they did not consider any changes,” completes Monfort. The problem, as this expert has detected, is that many companies continue to operate under the mentality babyboomer, when there are no longer so many workers of this generation on the staff. “And that's what makes talent retention so complicated. Joint maturity between company and employee is necessary.”
The 'X' or 'GenX': the fight for status
They have seen the boomers as a reference and seek to acquire a similar employment status. They do not conceive teamwork collaboratively, but rather with the purpose of standing out from the group. Although they entered the labor market in another social context, they are between 44 and 59 years old, their expectations have been to live, at least, the same as their parents. “That conception of centrality that work had in the lives of their predecessors is no longer such, but it continues to be a fundamental part in the structure of their social relations,” says José Manuel Lasierra, professor of Applied Economics at the University of Zaragoza, and author of the study Generational differences at work in Spain, published in 2019. “All the transformations that have been taking place in the mentality of workers are related to the grouping of life experiences, and to the trajectory of deregulation that labor relations have been experiencing,” he details. For this reason, he emphasizes that the economic and labor context, which still allowed for prolonged work careers, does not distinguish workers of this generation too much from those of previous ones.
“The status acquired at work continues to be the element to measure the prestige of the individual,” Monfort elaborates. Hence, just like the boomers, have not yet developed a critical spirit regarding the company's organizational system. “Although they could begin to give more value to their professional development, it is still a generation very focused on seeking results, on obtaining command power within hierarchical structures,” he completes. In his study, Lasierra points out that “the attitudes and preferences of x for leisure and life outside the company” mean that “their economic needs may possibly be greater than in the boomers”.
The 'Y' or 'Millennials': developing critical thinking
They are the first workers who begin to question the way they work. They recognize the values of their companies, but demand that these be met. Earning a good salary remains a primary goal, but they run into mileurism. Due to this stagnation of their income, between 28 and 43 years old, they begin to realize that they will not be able to live the same as their parents and they rebel against this situation. “It is now that more significant generational changes are beginning to be observed,” says Professor Lasierra. “A change in generational thinking is beginning to germinate. A resistance to maintaining previous work dynamics, despite the fact that the economic context does not offer them many opportunities for change,” he adds.
“They begin to realize that values, which should be a framework for companies, are actually inside a frame hanging on the wall. Maybe they are not as adventurous as the centennials, but they are beginning to break with egocentrism,” details Monfort. From this review of the role of work, not only in the personal development of the individual, but also in terms of its impact on the collective, a new order of priorities begins to be conceived. “I consider that they are the first to begin to realize that they are experiencing a generational delay with respect to the traditional model of life,” Lasierra elaborates. “Problems to become emancipated, to buy a home, the delay in the age of motherhood, are examples of this inability to keep up with their parents and grandparents,” concludes the professor.
The 'Z' or 'Centennials': the desire for immediacy
They are the last to join the labor market and those who start with a more aspirational approach. “They can't stand that their jobs don't have a purpose, that what they do doesn't transcend,” says Monfort. But the point that distinguishes them from workers of other generations is the immediacy with which they desire to develop and progress. “Many of these workers are still very young and most live with their parents.” [los Z más mayores tienen 27 años]. So when they go to work in a company that doesn't offer them what they want, or not as quickly as they would like, they say: 'I'm leaving!' And they do it without any remorse,” describes Monfort.
Another nickname that is used to refer to the group of people within this age range is the Crystal Generation.. Different capacities are attributed to them: from greater knowledge of digital tools (due to having been born with them), to greater emotional sensitivity and lower tolerance for frustration. “It's not that they don't assume work hierarchies. It's that they come from an environment in which they are not present. And they place a lot of value on mental health,” Monfort agrees. And he gives an example: “Many of them are video game fans. And in most of them what they have to do is fulfill a mission, not satisfy what a superior demands of them,” details the expert.
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