Each one of us has been, is, or will be a potential target of ageism because every one of us will be a part of every age group over our life course. Ageism is bias against a particular age group and can be manifested against the young and old alike. Race, ethnicity, religion and gender are each in some way fixed or selective. We are fitted into a category and in some cases can change that category of our own volition. Not so with age. As long as we live, we will continue to age to the next year, being that much more removed from the youngest workers entering the workforce.
Undoubtedly, we all have been viewed as the young, irrational, impatient upstart by our elders. Our ideas were not readily accepted and were often misunderstood, and we have felt frustrated that our burgeoning and unrealized potential was stymied. A common experience among all of us is that those who came before us were baffled by our generation as a whole: our work ethic, our principles, our pop culture, and our lack of moral turpitude.
After not too many years, we experience the same thoughts and feelings flowing the other direction. I hear my own age cohort express bewilderment at the upcoming younger generation’s habits, interests and obsessions. Those of us who have been around long enough experience the opposite – the younger generations see us as unable to adapt to the changing workplace, closed to new ideas, and the cause of the world’s current, volatile, political and economic environments.
These relationship dynamics are typical in families, and they play a part in creating an independence in us and sense of moving on and, hopefully, moving out. In the workplace, however, the effects of in- and out-group bias cannot be underestimated when it comes to productivity, engagement, and a cohesive, friendly work environment. Leaders strive to create a common set of values, beliefs and behaviors that unite teams and encourage high function. When those teams are divided by the similarity-attraction paradigm – the tendency to gravitate to those who look, act, and think like we do – that unity across groups can be threatened.
Today, the workforce is more diverse than ever, and there are five generations working together: The Silent Generation, Baby Boomers, Generation X, Millennials and Generation Z.
The Silent Generation are 75-91 and make up less than 1% of the workforce*. The preceding age cohort, the Greatest Generation, are those who are 92 and older, so-called because they fought the world wars that contributed to the greatness of our country’s history. The Silent Generation gained their moniker as a silent majority who kept a low profile after the accomplishments of the Greatest Generation. Silents value hard work and loyalty above all other characteristics. In the work environment they are lifelong employees and connect their actions to the overall good of the organization.
Baby Boomers are 56-74 and make up 28% of the workforce. In the workplace, they believe in lifetime employment, company loyalty, and paying one’s dues. They prefer in-person communication, are less technologically savvy, skeptical of new workplace philosophies, and typically favorable of the status quo. They value job security, and their careers are largely defined by their employers.
Gen X-ers are 40-55 and make up 31% of the workforce. In the workplace, they are independent, computer literate, and likely to move from job to job, seeking to improve their skills and marketability. They are distrustful of large corporations and government, and work-life balance is important. They believe professional success and personal fulfillment are linked.
Millennials are 25-39 and make up 36% of the workforce. They are a very diverse generation who have always had computers in the classroom. They operate at high levels of self-assurance with technical literacy, and they search for meaningful, fulfilling careers that allow for flexibility, autonomy and independent task achievement. It is not uncommon for this generation to leave the workforce temporarily to travel or to work a non-career job just for the experience.
Gen Z are 24 and younger and make up 5% of the workforce. Gen Z has never known a time without the Internet and without computer technology readily at their fingertips. They are extremely tech savvy, are awakened to social responsibilities, and are tolerant of diverse cultures and attitudes. They are hands-on, experiential learners and workers who want freedom and independent work. They are non-committal and experimental, not wanting to stay in one place for long, in favor of trying new and different things.
Generational identification occurs when significant social, economic, and political events are experienced by members in similar age groups. The Silent Generation perceives and experiences life differently from Gen Z, and those differences lead to disparate expectations in the family and work environments. All people, regardless of age, value a good workplace and great leadership. We want to be valued and we want opportunities to grow and to contribute to the organization while being appreciated and rewarded for our contribution. Each generation’s take on these things, however, is a little different.
It is not hard to imagine that biases can arise between the older generations and the younger. The most high-performing teams are ones that are diverse in nature, who have common goals and have different ways of thinking to achieve them. Our best strategy then should be to exercise a little understanding, especially initiated by organizational leadership. The more groups understand about the experiences, needs and motivations of one another, the more positive work outcomes can be expected.
Employers cannot tolerate discrimination against workers over 40 according to EEOC, but there is no mention of discrimination against younger employees and applicants, although it is reasonable to expect the bias goes both ways. The rejection phrase young applicants hear on a regular basis is “lack of experience,” but many interpret that as a euphemism for “too young.” Research shows the best performing businesses have boards that are diverse, and employers should acknowledge that diversity is not just race, ethnicity, religion and gender, but also age – all ages. The added dimension of many different life experiences, viewpoints, and skill sets will strengthen any team, any board, and any organization interested in increasing their competitive advantage.
Understanding the generations in the workforce is important to mitigate biases against any age group, young or old, in favor of a more diverse organization that represents multiple perspectives. Being myopic and homogeneous is not a business strategy that leads to sustainably favorable organizational outcomes. Being open-minded and inclusive is.
*This article was first published on LinkedIn.
Sources:
*All statistics are taken from US Department of Labor, retrieved from https://www.bls.gov/
AMA Staff (2019). The Myth of Generational Differences in the Workplace. American Management Association.
Deal, Jennifer and Alec Levenson (2016). What Millennials Want from Work. McGraw-Hill.
Strauss, Karsten (2018). More Evidence that Company Diversity Leads to Better Profits. Forbes.
