Understanding Boomers in the Workplace
Even though Boomers (born 1946 to 1964) are exiting the workforce (10,000 a day), many are working past the traditional retirement age of 65. The multigenerational workforce is growing since they are sticking around (including a tiny percentage of the Silent Generation over 75). The question is, how do Gen Zs (1996-2015), Millennials (1977-1995), and Gen X (1965-1976) fit in with Boomer leaders and co-workers? And what about the leadership styles of Boomers who tend to be more hierarchical ("do as I say") and less inclusive and empathetic. These qualities counter the younger generations (Gen Z and Millennials) desire for leaders who are engaging, caring, and interested in developing and growing their talent. Additionally, Boomers are competitive, hierarchical, loyal, and sometimes referred to as workaholics. These views contrast sharply with the upcoming generations (Gen X, Millennials, Gen Z) focused on work-life balance.
According to an Indeed Article, other characteristics that define Boomers include:
Baby boomers value workplace visibility.
Baby boomers are self-sufficient.
Baby boomers pride themselves on decision-making skills.
Baby boomers equate authority with experience.
Baby boomers are competitive and loyal.
Baby boomers define themselves by their jobs.
Baby boomers are optimistic.
Below are some thoughts on how these Boomer characteristics might play out in today's workforce—particularly Boomers who have little awareness and haven't recalibrated their beliefs to the younger generations.
Workplace Visibility: Throughout their careers, Boomers believed in face-time (being physically visible to leadership) by staying after hours and hanging out, killing time, and completing work. When considering that the younger generations value a balance between work and home life, workplace visibility runs contrary to their beliefs.
Additionally, the recent wave of remote work due to COVID promises another conflict over face-time as the pandemic sequestering comes to an end and businesses try to figure out their policies for future work. Hopefully, Boomer leaders are incorporating the knowledge that face-time is unappealing to many in the workplace. The remote work experience from COVID has energized many to keep on working remotely. In some cases, they were leaving in-office jobs to find remote jobs or quitting altogether (4,000,000 have left the workforce voluntarily (New York Times)).
Self-Sufficient: When Boomers were kids, they were sent out to play and expected to come home for meals. They were on their own to create entertainment and fill their time, usually making up and playing games, exploring, and just hanging out. Similarly, few parents pitched in and helped with school work – Boomers were on their own to figure it out. They received little guidance finding their way in their first jobs too.
Millennials and Gen Z are much more accustomed to receiving advice and assistance in their lives. Many view their parents as trusted advisors, friends, and helpers. These generations have had (or have) parents inclined to help out with school work and share job advice.
Gen X is similar to Boomers in terms of self-sufficiency since they are known as "Latch Key Kids" and often came home to empty homes after school with both parents working. As a result of this self-sufficiency, Boomers and Gen X may be less inclined to go out of their way to help others in the work environment, remembering their own independent journies.
Decision-Making Skills: Boomers value their decision-making skills. Experience has enabled Boomers to perfect these skills incorporating life lessons, weighing pros and cons, taking extra time, and creating a track record of success. As a result, boomers may be less inclined to let go of the reigns and allow others to make decisions.
Equate Authority with Experience: Boomers tend to give the mantle of authority to experienced older people. This tendency eliminates many talented young people from opportunities. However, with greater emphasis on digital solutions, the Boomer viewpoint is challenged as critical technical skills and expertise lie with younger people (Gen Z and Millennials), making them the technical authorities.
Competition and Loyalty: Boomers have had to compete throughout their entire lives due to their large population as a cohort. Their propensity to compete drives their need to differentiate themselves from others, and working long hours was one way to differentiate themselves, and for many becoming the norm. In addition, they work hard to achieve goals.
Their behavior contrasts starkly with some (but not all) younger generations who place more value on leisure time than work time. Additionally, Boomers may be inclined to set up competitive situations that might undermine team cohesiveness.
Boomers value loyalty. Many spent large portions of their careers with one or two companies. When compared with the movement today by Gen Z and Millennials, Boomers (and some Gen X) are critical of the "job-hopping." The US economy loses $30.5 billion every year due to Millennial turnover (Millennials in the Workplace).
Defined by Their Jobs: It is no surprise that if anyone spends many hours in one role, they will begin to incorporate it into their identity. Most younger generations value a greater balance in their lives and are less inclined to be attached to their jobs. Imagine a Boomer with little understanding of this, faced with team members who choose a planned vacation over an important work event.
In an effort to accommodate the needs of the younger generations, sometimes businesses try to appear flexible and tolerant by implementing policies that encourage people to take as much time off as they need as long as they complete their tasks. Yet when the time for a vacation comes, a subtext of doubt takes over in the form of questioning looks from leaders or direct questions (do you need to take that time off?), sending the message that it is not OK.
Optimism: Boomers believed in the American Dream because they trusted American institutions. They lived with the expectation that they would achieve the dream if they worked hard enough and did whatever it takes. Essentially Boomers thought they would be supported (and in many cases, they were) in fulfilling the dream.
There are multiple disparities with this view today. It is no surprise that Gen Z, Millennials, and Gen X feel cynical about American institutions. The younger generations watched their parents, loyal to their companies, work long hours and experience lay-offs. Many learned not to believe in the American Dream as they witnessed these events and experienced the fallout. As a result, significant numbers of Americans realize that the American Dream is not within their grasp.
For those Boomers who still believe in the American Dream, there tends to be a lack of empathy and understanding of how many people struggle to live, stay healthy, and get ahead. Hopefully, Boomer leaders are recalibrating their viewpoints and adapting their opinions to understand the difficulties of the younger generations reflected in substantial debt arising from college loans, the high cost of housing and, child care.
In Conclusion: Boomers are a very talented generation possessing wisdom, experience, and stellar work ethics. Despite the generational differences highlighted here, organizations need to make adjustments to keep this generation by enabling modified hours, knowledge transfer, and mentoring, to name a few accommodations.