Are Generational Categories Meaningful Distinctions for Workforce Management?
Abstract
Headlines frequently appear that purport to highlight the differences among workers of different generations and explain how employers can manage the wants and needs of each generation. But is each new generation really that different from previous ones? Are there fundamental differences among generations that impact how they act and interact in the workplace? Or are the perceived differences among generations simply an indicator of age-related differences between older and younger workers or a reflection of all people adapting to a changing workplace? This report reviews the state and rigor of the empirical work related to generations and assesses whether generational categories are meaningful in tackling workforce management problems. While the concept of generations or generational differences can be useful in some instances, the report says it can also lead to prejudice, bias, and stereotyping in the workplace. Managers should avoid labeling a group of workers by attributes that may not apply to all, or that could change as workers age or as the nature of their work changes. An employers best management options are those consistent with its mission, employees, customer base, and job requirements, and should be flexible enough to adjust to changing worker needs. The report recommends employers use a thorough assessment of their own work environments, job requirements, and human capital to guide how their practices and policies should shift, and have processes in place to regularly re-evaluate employment practices such as recruiting, training, diversity and inclusion, and retention.
Document Details
- Document Type
- Technical Report
- Publication Date
- Jan 01, 2020
- Accession Number
- AD1163732