How do baby boomers think
How Generation Y, X and Baby Boomers think
Recruitment agency Robert Half asked 2,400 human resources and finance experts how the mindset of generations affects the workplace. The study authors differentiate and describe the different age groups as follows:
Generation Y - born between 1979 and 1999: self-centered, technology-savvy, has a lot of possibilities
Generation X - born between 1965 and 1978: ambitious, individualistic, ambitious
Baby boomers - born between 1946 and 1964: successful, liberal, want to slow down
Over half of those surveyed say that cross-generational teams are more productive than those made up mostly of people of similar age groups. Nevertheless, there is often the caveat that working efficiently in cross-generational teams is difficult. If respondents change their attitudes, the study authors believe that it would pay off for employers and employees themselves. Because not only could goals be achieved more quickly, but your own career could also be advanced. Everyone would benefit from having different generations draw on different experiences.
Members of different age groups already differ when looking for a new job. For Generation Y, according to Robert Half, the greatest motivation is money. In an international comparison, an average of 31 percent cite salary and benefits as the most important criteria when looking for a new job. In second place, at 27 percent, are development opportunities. Generation X shows the greatest ambition: 31 percent cite professional advancement as the most important goal. Only 25 percent of baby boomers are interested in the prestige that comes with a new position. 38 percent of Generation Y are considering switching to look.
- Bizarre working world
"What I have got to know about the world of work so far, what is going on there, I find sometimes quite bizarre," writes Philipp Riederle, born in 1994, in his book "Who we are and what we want".
- Often pointless rut
"For many of you older people, work apparently means clenching your teeth, getting up in the morning and at some point being exhausted or even burnt-out," it continues.
- Straitjacket fixed hours
Riederle's wish: employees should determine their working hours themselves.
- New freedom
For employers, this means letting go and giving their employees more freedom.
- Open time-management
Employees divide their time freely, for example to play with their children in the afternoon and then return to work in the evening.
- Free choice of location
And if you prefer to work outside rather than in the office, do so.
- The ideal boss
Riederle envisions a manager who no longer instructs their employees directly, but creates the right framework.
- More from the ideal boss
The digital native wants a boss who does not play out his authority, but motivates, who shows the direction, gives feedback and makes suggestions for optimization to his employees.
- The boss as a trainer
He compares the desired employment relationship with team sport: his colleagues are the team members, the manager takes on a mentoring role as a trainer.
- The future of the world of work
Riederle confidently believes that this will be achieved: "Since companies are currently desperately looking for young talent, there is probably no other option than to meet the needs of my generation."
The issue of work-life balance has a high priority, especially among Generation Y (46 percent) and Generation Z (60 percent). For those born between 1965 and 1978, the topic was of less importance. There, for example, only eleven percent plan to reduce their working hours. All three generations want to develop professionally, according to the survey: Baby boomers want to improve their market value to the same extent as their colleagues from Generation X and Y.
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