Yesterday I talked about the Multi-Generational Talentforce — Veterans, Boomers, X’ers, and New Mils — that has become a core characteristic of today’s modern workforce. Today I’d like to suggest some developmental and mentoring strategies specifically targeted to each generation that can enhance employee engagement thereby bringing greater retention and productivity to the workforce.
There is no question that one-size-fits-all management strategies are obsolete. With the plurality of the workforce we simply do not have the option to treat everyone the same. Of course we should treat everyone fairly and consistently, but people believe they are different and hence want to feel they are receiving personalized treatment. The mass personalization era we are in (what made Starbucks such a sensation — “everyone can have their coffee exactly as they like it”) means that HR needs to develop strategies and programs that employees can use as they want or need them.

Veterans have a strong view of authority and expect a fairly structured work environment. They have a deep sense of company loyalty and are used to hard work and sacrifice for their job. Many are looking for part-time work so that they can stay involved with their careers and earn some extra cash in retirement. Some important developmental and mentoring strategies for Veterans include:

• targeted learning programs, such as computer/technology training and communication skills
• cross-functional teams where they can mentor other employees, thereby leveraging their expertise
• organized work environment where position and seniority are valued and respected

Boomers function well in environments where they can make the rules and call the shots. They are rebellious, driven and fiercely career-oriented, thus activities and assignments that further their career development are most important to them. While strongly individualistic, they believe in a consensus management approach. Some important developmental and mentoring strategies for Boomers include:

• targeted learning programs, such as communication skills and teamwork
• cross-functional teams where they can lead and mentor other employees
• harmonious work environment where opinions are heard are they feel they are part of the process

Gen X’ers are looking for a casual, friendly work environment where they can learn and further develop their skills. They are skeptical of authority and not easily impressed; they mistrust institutions and reject senseless rules. X’ers are self-reliant, individualistic, and pragmatic wanting to be involved in the business and to feel like they are making a difference. They also expect flexibility and freedom to make their own decisions within their realm of responsibility. Some important developmental and mentoring strategies for X’ers include:

• targeted learning programs, such as technical and functional training to increase competencies
• cross-functional teams and rotational assignments where they can demonstrate their expertise
• collaborative work environment where people contribute based on the competencies they bring

New Mils (of Gen Y) are effective in an unstructured, but supportive and highly social work environment. They will rewrite the rules, if given the chance, and are looking for personalized work and multiple, interactive, simultaneous relationships (”multi-tasking on steroids”). They get bored easily, have high expectations of themselves, and place high demands on others. Some important developmental and mentoring strategies for New Mils include:

• targeted learning programs, such as technical and functional training to increase competencies
• cross-functional teams and rotational assignments to provide variety and simulate engagement
• interactive work environment where they can work on multiple activities simultaneously

Categorizing generations and building strategies targeted to each worker segment is not intended to stereotype people, but rather to point out general tendencies to help HR better target their development and mentoring programs for the greatest effectiveness.

What strategies and approaches have you found helpful and effective in managing the generational differences now a core characteristic of the modern talentforce? Please share your thoughts!

References and Additional Readings

Effron, Marc, Robert Gandossy, and Marshall Goldsmith (Editors). 2003. Human Resources in the 21st Century. John Wiley and Sons.