The Alienation of the Younger Workforce

They are the future of our nation's workforce. They are highly educated, creative, experienced with technology and are willing to take their organization to the next level. They are also a major contributor to this nation's high turnover rate. They are choosing to leave their jobs because the older workforce does not know how to manage them properly. They are the alienated employees of America, also known as Generation X.

Generation X, as they are commonly referred to, are those employees born between the years of 1961 to 1980 or 1965 to 1976. Generally, Generation X employees are those between the ages of 19-34; they are the twenty and thirty-somethings you work next to everyday.

Together, Generation X has experienced national events such as Watergate, the creation of MTV, the Challenger explosion, the falling of the Berlin Wall and the AIDS epidemic. They are the products of a single parent household or grew up as latchkey kids and have seen the careers and salaries of their parents (my father particularly) change considerably due to downsizing or the dissolution of privately owned companies.

The majority of the Generation Xers are college graduates; some with multiple, advanced degrees, engrained with a core foundation of critical thinking skills. They grew up with the information revolution and are not afraid to ask "why?" They are the reactive members of our society, the soul searchers who have an inner drive, are willing to go the extra distance and often have a love-hate relationship with authority.

These experiences and common characteristics have contributed to the way Generation Xers think about their work, their future and their expectations of an employer.

According to the United States Department of Labor, on average, the typical person in the U.S. holds 9.2 jobs from age 18 to 34, with more than half of these jobs held between the ages of 18 and 24. Also, 58 percent of those ages 25 to 39 are likely to remain with the same company over the next four years, 10% less than their older colleagues. The United States Department of Labor also suggests that Generation X encompasses approximately 45 million people in the United States. Meaning that there are just 45 million members of Generation X to replace the 77 million Baby Boomers (those between the ages of 43-60) as they start to retire. In other words, Generation Xers will replace only 50% of the Baby Boomer workforce upon retirement. This, added to the fact that in the United States today, someone turns 50 every 8 seconds, one can safely assume that we are on the verge of a nationwide workforce shortage.

As said by a local recruitment executive for a major healthcare system, "Companies are going to be in for a big shock over the next several years. There is going to be a huge, across the board, talent war and Generation X will be in control... Companies will not be prepared for the competition."

With these statistics and future predictions, why are we are still choosing to alienate the younger workforce?

Generation Xers can pose to be a challenge to their Baby Boomer managers and supervisors. According to Terri Nagle, author of Coaching Generation X from the Center for Coaching and Mentoring, Inc., "The fact remains that Generation X are the employees that are entering the workforce today; they are the future. They aren't going away, nor are they likely to conform to the previous generation's definition of work. Boomer managers cannot continue to ignore Xers' differences and try to manage them according to their own mindset ... The better you know them, the more likely you are to have insight to their "hot buttons" and better understand what motivates them."

What are Companies Doing Wrong?
In general, there are common reasons why the younger workforce feels alienated in their workplace. Companies tend to think that money is the key driver to Generation X's happiness. Of course compensation is an important factor, however, when it comes to absolute employee satisfaction, especially the satisfaction of their younger employees, companies should pay particular attention to the following common complaints. Not only will understanding Generation X lead to resolving the perception of alienation, but it will also lead to increased productivity and greater contributions by the younger employees in your organization.

1. Competitive Package
Employers need to realize that the younger employees have higher expectations when it comes to the "total package." Sure, Generation X employees are looking for equal pay when compared to their colleagues, but they are also looking for companies that offer stock options, adequate benefits, bonuses or incentive programs, rewards and recognition for performance and flex time.

Jen, 33, is a development coordinator for a hospital. A graduate of Temple University with a degree in Journalism, Jen has held six different positions over her ten year career. When asked about some of her issues regarding employers today and how they address the younger workforce, two of her responses evolved around the "package," particularly, time and incentives.

"I've always had an issue with time," says Jen. Companies need to realize that they are "going to get 40 hours out of me, if not more." Jen also stated perks such as full paid healthcare, free lunch and employee morale building activities are also important factors when choosing a place of employment.

Even for those employees who are struggling to progress in their career, additional incentives also prove to be important. For Jennifer, a 28 year old Administrative Assistant with a Bachelor's degree in Agricultural Science from the University of Delaware, "I think teambuilding activities are important to build camaraderie. I know for me, right now, flexibility is key and is the reason why I've stayed with my organization, even though I'm not making enough money, for the last four years."

Younger employees are now looking for companies that offer flex time and the opportunity to work from home. Companies and Baby Boomer managers need to break the thought process of associating telecommuting with being unproductive. According to the September 5, 2002 article appearing in the Shanghai Star, Managing Generation X, "To them (Generation X) as long as the work gets done, it should be of no consequence whether they come in at 10:30 a.m. today or leave at 3:30 p.m. tomorrow, as long as they complete their projects within the agreed time frame."

Lisa, a 29 year old Sales Representative for ADP, a payroll company, is on her third job since graduating from West Virginia University in 1998 with a degree in Communications. For Lisa, a competitive package is also very important. "It's amazing, my first year I didn't understand all of the perks that were being offered ... now in my second year, I understand what a huge benefit package they offer to us, says Lisa. "Obviously we get health benefits ... and my husband is using my health benefits because they are better than his. Also, I, as a salesperson, have a company car and a gas card - they pay for my fuel - they pay for the car insurance, they offer tuition reimbursement, stock options, 401K and a pension plan... I could go on and on," she continues. "They also offer incentive trips for reaching your goals. Last year I went to British Columbia, with my then fiancé, ... and this year its London."

The younger employee or Generation X factor in more than just their salary when considering a new employment opportunity. At times, things like flex time and incentive programs are often the main reason for choosing one position over the next.

2. Lack of Growth or Career Path Development

Everyone wants to know where they are headed in terms of their career and Generation X is no different. Often, when asked what they want to do with their career, the younger employee tends to have no answer and I blame this on the companies because no one at the leadership level has taken the time to tell them what their potential is within their respective company.

But, there is no denying it, Generation X wants to grow and wants the opportunity for advancement.

Generation Xers tend to spend, on average, three years in each job or position. "Generation X often contributes to the high turnover rate," according to the local recruitment executive. "They tend to take charge of their careers and leave within two to three years if they are not promoted."

Generation Xers leave their jobs because their needs are not being met. Jen, the development coordinator, advises companies to look at their younger employees as an investment. "Companies should sit down with someone as soon as they start and develop a career path. This way, the younger employee knows that you are interested in their career development and that you aren't just interested in having them make you look good."

For Lisa, the growth potential at ADP was a major factor when considering employment with the company two years ago. "There was this broad spectrum of what I was walking into and that really attracted me," she says when recalling her interview process. "They talk to you all the time about career paths because they want to keep you at ADP," she says. "They are happy where you are, but they don't want to keep you where you are. They want to see you grow because it is within their personal and financial interests if you do grow."

The importance of growth and career development cannot be underestimated. Companies lose millions of dollars each year due to employee turnover. Not only are companies losing money, but they are also losing productivity due to vacancies and the knowledge base that the employee brought to the position.

Realistically, there are only so many positions to promote into. However, companies can help younger employees with their feelings of stagnancy and lack of development by teaching new skills or by offering new job responsibilities. It does not always have to be a promotion.

3. Lack of Mentoring
New employees, especially the younger workforce, tend to feel completely unprepared for their job or new responsibilities. This lack of preparedness is mainly due to the fact that they do not have a mentor to help guide them through the multifaceted aspects of their new job.

Mentoring not only helps the younger employee identify what they need in order to meet the requirements of the position, but also helps the mentee feel included and a part of their new work environment.

From a personal perspective, I can relate to the lack of mentorship in the workplace. When I first started working for my organization it was the first time I had sole responsibility over a department and the first time I was in a leadership role. I was then 25 years old and had no idea what I was doing.

I can remember feeling so alienated at leadership meetings or even when going to lunch in the cafeteria, because not only was I a "one man office," but I also did not relate, as an individual, to my sixty-something male boss.

Most of what I learned in order to do my job effectively I learned on my own. I made my own contacts and figured out, very quickly, the various components of my very large healthcare system. It was a matter of survival and it was also one of the most difficult times in my brief career. Thinking back, I realize that these feelings of alienation and isolation could have been easily avoidable if my company had adopted a mentoring program.

People need role models, especially the younger employee. Lisa has worked for two companies that have offered mentoring programs. She accredits her mentors with the reason why she felt so welcomed and experienced early success in her respective jobs.

"Nicole was a mentor to me ...I thought she was so great, she was powerful, I could be that, that was definitely tangible," says Lisa. "Nicole gave me so many ways to approach business and she was a definite guide to me when I first started and throughout my time with ATX," she further states.

4. Lack of Challenge
Generation X can be described with one word - aggressive. Perhaps it is a byproduct of their education or because they are striving to achieve so much more than their parents did. Whatever the answer may be, the younger employee is in constant search of the next big opportunity and they are not afraid to take on the major project or large-scale initiative.

The problem is, according the recruitment executive, "Often, organizations are not willing to capitalize on this enough." The younger employee is frequently overlooked because of one thing, their age. Referring, once again to the September 5, 2002 article appearing in the Shanghai Star, "Managing Generation X, "Being entrepreneurial and creative, Gen Xers are looking to something to sink their teeth into, something that will hold their attention and present a challenge."

Terri Nagle, author of Coaching Generation X, suggests, "This generation has sometimes been called the MTV Generation because of their short attention span. Xers want new challenges and the opportunity to build new skills. They have a tremendous capacity to process lots of information and concentrate on multiple tasks."

Do Generation Xers bore easily? Maybe so, but if I were a top company executive, I would want employees who are in constant search of a challenge and are always asking themselves, "what else?"

5. Lack of Autonomy
Generation X does not respond well to micro-managers, those managers who are constantly looking over your shoulder to make sure you are doing your work. Because the younger generation has spent a good majority of their life on their own, they have a hard time with constant supervision. They are accustomed to watching over themselves; they spent a portion of their childhood supervising their siblings or being home alone because either parents, or their single parent, worked so much. Unlike other generations, Generation X can effectively manage themselves and are most productive when left alone.

To Generation X, an autonomous working environment basically comes down to a matter of trust. If my manager or supervisor trusts me enough, they will allow me to manage my own workday and give me the space I need to complete projects and meet essential deadlines without constantly having to update them on my progress.

According to a report by The Young Entrepreneurs Revisited, Intrapreneurship and young people, (intrapreneurship meaning the development of an enterprise culture within an existing company), " ... empowerment is crucial to engaging employees. When the Chartered Management Institute researched the values and beliefs that shaped the working lives of 25 to 35 year old managers ... more young managers wanted empowerment from their organization (48%), than are experiencing it (only 18%). This gap of 30 percentage points indicates that they would prefer more freedom of action rather than the bureaucracy and authoritarianism that seems to prevail in many workplaces."

6. Unproductive or Challenging Work Environment
More than any other generation, Generation X has a low tolerance level for unproductive or unnecessary challenges in the work environment. Commonly described as inpatient, Generation X sees no sense in an organization that is resistant to making difficult decisions or operates ineffectively. The same holds true to an organization that is disorganized and has meetings for the sake of having meetings, but yet, never seems to accomplish anything.

For the younger employee, it is frustrating to work in an organization that has great potential, but never seems to achieve it. Often, they wonder, how much more could we accomplish if we just worked smarter?

The organization says they want to implement effective strategies or want to be innovative because they know this is what they have to say to attract young talent. However, the reality of the situation is that the leader chooses to operate in an unproductive environment because it is safe. They are insecure about their position in the organization and fear that their younger employees are going to take over, so instead, they continue to make the organization challenging to avoid an influx of Generation X.

7. Leadership
According to Quint Studer, author of Hardwiring Excellence, there is a "... critical need to consistently invest in leadership and management training so employees have faith in and align their behaviors with those who guide their organizations." (109)

Leadership, or lack thereof, is most likely one of the top three reasons why the younger employee chooses to leave their job. Generation X has a natural tendency to challenge authority and can be vocal about expressing their dissatisfaction with top executives. They are opposed to the "class system" that some leadership believe in.

Lisa and Jen both know how important leadership is and how it contributes to job satisfaction. Lisa has a good friend, Shannon, who has left several positions because of leadership and Jen specifically lists a change in leadership as the reason for leaving one of her most favorite jobs. "New people feel threatened when leadership changes", says Jen.

Respect is everything to the younger employee and if they do not respect the leadership of their organization, then they cannot devote forty-plus hours a week, away from the friends and families, working towards a vision or goal that they do not believe in. Gone are the days where a leader can demand respect, Generation X employees expect their managers and supervisors to earn their respect.

For me, I want my leader to know and understand me as an employee first and a person second. I want him or her to have a vested interest in my growth and development and be willing to do whatever it takes to help me succeed in my career. My leader needs to have a personality and some depth to their character and I also want them to be competent - I have to feel like I am learning something from them. I want my leader to appreciate me and recognize the efforts of my labor and not try to take credit for my work. But most importantly, I want my leader to treat me with respect and not engage in authoritative leadership. We are all adults here, and although I may be younger, I do not want to be treated like a child.

8. Sacred Cows
Low performing employees or sacred cows, those employees who have been employed at the same company for 20 plus years and are considered loyal, can prove to be quite destructive to any work environment and ultimately frustrate the younger members of the workforce.

Do companies realize that they are putting the future of their business in jeopardy by losing their high and mid level younger performers, who are willing to work hard and take the organization to the next stage, because the younger generation gets frustrated with the idea of a sacred cow?

As a younger member of the workforce, I feel I have to overachieve in order to prove myself, to get the recognition I deserve and to get ahead in the terribly competitive corporate environment. I feel I have to fight everyday, to not only keep my job, but also to get accepted and be respected by the older members of my company.

"Sacred cows are a huge souring of the high employees", says the recruitment executive. "We are stuck to labor laws in this country and there is a lack of managerial courage to take on someone who is no longer performing. High standards can sometimes be seen as a negative and it's discouraging. After a while, people start working around the low performers," she says.

The presence of sacred cows can often be a main reason why the younger employee decides to leave their job. The younger employee is looking for fast paced career growth and an average of one promotion every two to three years. If sacred cows are filling those upper level positions, the younger employee often thinks that there is no more room left at the top and they make the choice to move on.

Company leaders should begin thinking about the future success of their respective companies and whom they would like to have around in the next five to ten years to help take their organization to the next level.

9. Lack of Tools and Technology
Generation X is the first generation to grow up surrounded by technology. Because of this constant exposure to the information revolution, we have a certain level of comfort around technology that the older members of our workforce do not.

Jen wants the tools and technology to match her skills set and the local hiring executive supports this statement, "It's difficult for the younger employees to work with outdated computers and equipment, especially when they have better technology at home."

According to Organizational Psychology by Terry A. Beehr, "... consider that the people working in an organization form one or more social systems, and that the social system can cause problems or facilitate work depending in part on the relations it has with the technology of the organization." (232)

The above statement by Beehr cannot be truer. Where I am employed, I worked for the first two months in my position without a printer. I was hired to write grants, yet I did not have a printer. Can you imagine what my first two months were like? I can remember walking around the office holding a diskette in my hand, begging people to let me use their printer.

The same holds true for Generation X's need for advanced software and computer applications. Or how about when the group dynamics of the workplace become strained because another employee broke the antiquated copy machine that, despite numerous complaints, management refuses to replace?

As Beehr suggests, if the organization "receives feedback and understands the relevance of the feedback, the organization can attempt to alter its activities ...materials, technology ...and ...it is through the use of corrective feedback that organizations can maintain their normal steady state." (210)

Generation X expects high performing computers and the very best and latest equipment. Companies need to ask themselves, is frustrating your younger employees worth the cost of a new photocopier or new laptop?

10. Organization is Resistant to Change
By nature, people are opposed to change. Generation X has been described as one of the most easily adaptable generations. According to Jeff Reuschel, author of "Is Generation X Changing the Way We Work?, "... Generation X is not afraid of change, and may even consider change to be the only true workplace constant. Whether it's a change in job responsibilities due to "right-sizing" or a change of employers due to dissatisfaction, or even a change of careers due to desire for new challenges, this population segment embraces non-permanence."

As a whole, Generation X is more progressive. Progressive, not only in terms of their management styles, but also more progressive in terms of their acceptance of people from diverse backgrounds, their willingness to be the "first" in their industry and take risks or their understanding that people are in search of a better balance of family and professional life. Basically, Generation X sees that the way we work today needs to change.

"The younger employees are faced with a multitude of challenges and we, as recruiters are seeing some similar trends, says the recruitment executive. "Organizations are asking more from their employees, but they are not willing to change in order to achieve it. In general, companies are resistant to change and we are not paying enough attention to the differences between generations," she continues.

"People are okay as long as you don't deviate from the norm", says Jen, "the younger employees are more willing to look outside of the box because they haven't been here (the company) forever."

Is all hope lost for Generation X?
All hope is not lost for Generation X, or those companies who hire Generation Xers. Like any other kind of partnership, there are things that both the employer and the younger employee can do to resist the alienation. The employer cannot ignore the fact that there are certain behaviors that they are engaging in that estrange their younger employees and Generation X cannot just sit back and play the victim.

For the Employer
For the employer, there are several things that they can do to support the growth and development of their younger employee, in addition to resolving the above referenced ten complaints. Things such as giving time freely, having an "open door" policy and offering accolades will all influence an employee's perception of their position, the organization as a whole and influence job satisfaction levels, which could ultimately lead to retaining the younger employees.

In addition to flexibility with the scheduling process, Generation X employees value an organization that has a respect for time and does not abuse it. Equally important to me, I appreciate an organization that respects my time off and does not call me on my vacation or scheduled days off.

For me, it means a lot when the President & CEO of my organization takes 30 minutes of his time to talk to me about my job or when my direct supervisor takes the time to ask me how my weekend was before delving into discussions pertaining to the workweek. For Lisa, a respect for time is also important, "when they (ADP) say they are going to have a meeting with you and the managers, it's scheduled, its kept and it's for real," she says.

Lisa's comment also connects directly to Generation X's emphasis on access to upper management. Having an open door policy is key; Jen appreciates an organization where she can communicate directly with upper management. "Management needs to have an open door policy and should be approachable and accessible to the staff. I appreciate leaders who make an attempt to demystify the inner circle," she says. "I have respect for people in higher levels who don't ignore me."

The same holds true for Jennifer, even at the administrative level, she believes the management for her organization is perceived as accessible. Although, she also admits that sometimes she feels like a "pee-on," she still thinks the top leaders are approachable. "There's no reason for anyone to look down at me, I'm just a secretary," says Jennifer.

Lastly, employers can make significant impressions on their younger employees by offering accolades freely. For Quint Studer, author of Hardwiring Excellence, reward and recognition are on of his main principles of hardwiring excellence in any industry. He states that organizations should "... hardwire the acknowledgement of great work and that "by calling attention to such behavior, the behavior will be repeated." (231)

In essence everyone wants to be told they are doing a good job and enjoy being thanked for their efforts. The Generation X employee is no different.

For the Employee
There are also several things the Generation X employee can do to help change the perception of younger employees as being unreliable, unwilling to work long hours or being classified as "job hoppers." Younger employees, like Lisa and Jen, as well as the local hiring executive suggest that Generation X employees focus on educating themselves, make an effort to get involved, be realistic and be sure to deliver results that exceed expectations.

The local hiring executive suggests that younger employees "plan their life accordingly, believing that your organization doesn't care about you. Create opportunities for yourself and think of reasons to stay with your company that benefit your own growth and development. Build your skills and make sure you take advantage of education because when the time is right, it will be right and you need to make sure you are ready."

Lisa resists the alienation by getting involved in activities outside of her normal job responsibilities. She makes it a point to get to know all of the employees and does things to make herself stand out like volunteering to run training sessions or offering to take on a special project. Jen also agrees with the importance of building relationships, she suggests, "There are strength in numbers."

Generation X employees can, at times, also have false expectations and be disillusioned. They need to be realistic and realize that sometimes they are not worth as much as they think they are. "People think they are ready for things when they really are not, they have this idea that they know it all and that may be a characteristic of youth," according to the local hiring executive.

"I don't know if it's something people say to you in college, but I can remember graduating and having some thick-headed friends think they were going to land a job at $40,000 right out of college," Lisa says. "Maybe I'm just a humble person, but I can remember thinking, why would anyone give me that much money? All I've been doing for the last four years is drinking and studying."

More than anything else, the younger employee needs to make sure they deliver results. Generation X needs to prove themselves because older employees tend to fear them and will use their age as manipulation. Make an effort to take those big risks and prove that the younger generations can be a value to any organization.

In Closing
This is just the beginning of changing the way we manage future generations. Soon enough, Generation X will transition into the older employees and they will be faced with a whole new set of challenges in managing Generation M, as in the media generation. This newest generation will be even more advanced in terms of technology and have a whole new set of influences that will affect their behaviors in the workplace.
As summarized by Jen, what will determine Generation X's future is, "to know how it should be, make an effort to change it and most importantly, to not become what it is we are fighting against."

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