Quick Study

By Brian Robinson

Blog archive

Managers beware: The millennial workforce under the microscope

A lot has been written over the past couple of years about what the effect of the influx of millennials will have in government, mostly anecdotal stuff. You can infer from this that newer workers have a different way of working from their baby-boomer bosses, and that’s particularly true in the way they use technology.

It’s an area ripe for actual research and, behold, it’s started to arrive. One article in the Journal of Management (this is a limited time download) takes a multidecade look at the generations and comes up with striking differences between them, and it’s not just about how they handle Web 2.0 and digital tech.

One of the biggest gaps, for instance, is how boomers and the “Generation Me” folks look at leisure. The habits of the notoriously overworking, overachieving boomers don’t cut it with the newer folks, who, the study says, really value their leisure. The way the paper’s authors puts it, this sounds like a negative:

“However, given that GenMe values extrinsic rewards more than boomers did, the combination of not wanting to work hard but still wanting more money and status verifies the sense of entitlement many have identified among GenMe. ... Valuing leisure (e.g. not wanting to work overtime) while still expecting more status and compensation demonstrates a similar disconnect between expectations and reality ... narcissistic traits have risen over the generations, and narcissism is strongly linked to overconfidence and unrealistic risk taking.”

It’s just one paper, of course, but if other research that follows backs this up it suggests government managers – who are still mostly boomers – should consider much more drastic changes in the way they deal with the incoming workforce. And that government may have to change a lot in the way it operates in the future.

Posted on Mar 10, 2010 at 7:27 PM

Reader Comments

Wed, Mar 17, 2010 Misti Burmeister DC

The media always seems to over-analyze the way in which a bridge is built between generations. As you know, it’s really very simple…let go of our righteousness, clarify and communicate our vision, support our team in reaching their goals and suddenly you have a team functioning as such.
Misti Burmeister, Authur of "from Boomers to Bloggers: Success Strategies Across Generations"

Tue, Mar 16, 2010 Victimized VA

Fearing a “retirement tsunami,” my (former) agency was desperate to hire and retain younger workers. For years, we were harassed by anecdotal articles about Gen X, Y, Z, etc., laying out their “demands” and expectations. Fearing that their pricey security-cleared new hires would jump ship, my agency capitulated by granting signing bonuses, freedom to move among offices, and last but not least, an “emergency promotion board” where GG-7's went to GG-13 overnight. We actually had an Air Force 0-6 and two senior civilian managers convene a town hall where they told us CSRS folks to take a hike A few years earlier, the 0-6 had sent an email inquiring as to when we would be eligible to retire. I foolishly replied with the exact year, thinking it was a reasonable - and innocent - query. I had no idea it would be used as a weapon against us. They meant business, as in a subsequent reorganization they tried to use me as a “spare part,” hoping I would retire “on time.” After waging and winning a major battle with these jerks I found another job but retired anyway. Four years later, I'm being treated for Major Depressive Disorder, triggered by the shabby treatment I endured after 30+ years federal service. So, you Gen X, Y, Z's, whatever, enjoy the ride and by the way, they won't remember your name when you walk out the door.

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