Generation Management | Generation X, Y and Z - Part 1: The subtle differences

The first part of our mini-series on generation management looks at the differences between the three generations. Today's young workers come from generations X, Y and Z. These generations all have their own characteristics, to which the management style should also be adapted where possible. But what are the actual differences between baby boomers and generations Y and Z? What do they have in common and what differences do they have and what is important for you as a leader in generation management in order to lead them and integrate them well into a team?

Generation management: An overview of Generation X, Y and Z

First of all, it goes without saying that a "generation" is not a gray, homogeneous mass. It is made up of individuals who each have their own social backgrounds, come from different cultures and have grown up with their own values and norms. Nevertheless, they are each shaped by influences that have a particular impact on their attitude to work and expectations of the workplace. Determining the characteristics of Generation X, Y and Z is interesting for generation management, and it is worthwhile classifying them over time. Here, too, the following applies: the times are not fixed, but merely provide orientation.

• Generation X (approx. 1965 - 1980)
  This generation is also known as the baby boomers. Their parents grew up during the economic crisis and were characterized by strong consumerism and brand awareness. They also experienced the transition to the digital world with the development of the television. 
• Generation Y (approx. 1981 - 1995)
  The "millennials" grew up at a time when the internet and internet games were booming. They are also referred to as "Generation Me" because they are characterized by a strong desire for freedom and self-determination. Generation Y was the first to use social media for self-expression. At the same time, they developed a high level of tolerance towards other cultures as a result of decentralization and digitalization.
• Generation Z (1995 - 2010)
  Today's YouToube stars and influencers come from this generation. They were born with digital media and have experienced the emergence of new technologies first-hand. They have developed a short attention span so that they can absorb new things quickly. Online is an integral part of their lives and the boundaries to analog are becoming increasingly blurred. Generation Z is very receptive to new things.

What do baby boomers, millennials and influencers expect from the labor market?

The different social influences each have their own expectations of how life should be shaped, a challenge in generation management. What all three groups have in common is that they no longer want to find rigid structures and need freedom to develop. Generation X is still under the influence of their parents and expects a job to provide financial security and the opportunity for advancement. Generation X still wants to keep work and private life strictly separate. An above-average number of Generation X representatives have an academic degree and a correspondingly high level of education. It is not yet so easy for them to get used to new technologies.

Millennials are not only looking for self-realization in their private lives, but also professionally. The disappearance of the baby boomers means that they are being strongly courted by the job market and are in a good position to set the rules themselves. Now the labor market has to make the job attractive to them. For Generation Y, environmental and socio-political issuesare high on the list of priorities. They have recognized the mistakes of their parents and want to make amends.

With Generation Z , young people who have been shaped by influencers and YouTube stars are flooding into the job market. Due to the endless variety of opportunities, they expect their work to have a fixed structure on the one hand and flexibility and room for personal development on the other. They are looking for a job that enriches their lives rather than defining them.

In the second part, we look at the question: How can generational management succeed with three such different generations?

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