“We had a big party for my Aunt Meera to celebrate her retirement. A year later she was bored and started looking up glassdoor for opportunities in the fashion e-commerce space”
“When I asked my friend (in her 20’s) if she imagined herself working at the current company for the next 10 years, she very enthusiastically replied: Why not! I have everything I want here”
“Last week Tony’s grandfather registered for an e-learning course on business development.”
A truly inclusive company understands that to achieve generational inclusion in the workplace, one must take time to understand the values of the generational group but also be mindful not to make decisions based on generalizations about each cohort.
A person’s values, behavior, personality, or work ethic are influenced by multiple factors – education, family values, status or circumstance, other personal relationships. Additionally, cultural norms or the political climate of the country also influence the generation.
Additionally, a lot of research has been done on generational diversity through the lens of the west. In India, the political climate (independence, riots, green revolution etc.), have also influenced the values of each generation at that time. The aim of this article is to explore the research around the values, beliefs, attitudes and work ethics of each generation. However, it is important for a practitioner to be mindful of generational stereotypes. This understanding can be leveraged for co-existence and a better understanding of the future of work.
Baby Boomers (1945-1964)
Baby Boomers are characterized as being exceptionally loyal to an organization, once a Baby Boomer obtained a good job, they stayed with that organization (Beutell & Wittig-Berman, 2008). Furthermore, the Baby Boomer generation is also characterized by an expectation of compensation and reward because of their loyalty and commitment (Gursoy, Maier & Chi, 2008). Therefore, the Baby Boomer generation possesses a strong belief that hard work and loyalty eventually pay off.
When compared to Generation X and Millennials, Baby Boomers value recreation and relaxation less while career has taken a larger focus for many in the generation (Chen & Choi, 2008). They are firm believers in face-to-face contact with their employer and are known as the workaholic generation. Boomers often prefer opportunities within the workplace involving personal growth and gratification.
Generation X (1965-1980)
Next in line is the Generation X which has faced many negative titles and stereotypes because they have not been easily identified. One of the characteristics of Generation X is the ability to be independent and resourceful (Bourne, 2009). After witnessing the assassination of Indira Gandhi and later Rajiv Gandhi, India’s then Prime Minister P.V. Narasimha Rao initiated economic liberalization and other social reforms. Gen X saw Indian democracy in trouble but at the same time women started entering the workforce and perspectives related to the caste system were being shadowed through education. However, members belonging to this cohort had doubts regarding sustainability of growth. When working with members of Generation X, keeping in mind the history which has shaped them will aid in a person’s relationship with members of this cohort.
They are adaptable as they sailed through tremendous changes with regard to technology- the advent inventions such as television, the tape recorders, telephones and the walk-mans. Generation X are characterized as having a great sense of duty and more loyal to the purpose of their work. A significant number of them are past the mid-career phase with children, probably in their late teens or early twenties. Hence, it is likely they would be keen on work flexibility that would help them achieve greater work life balance.
The Millennials [Gen Y] (1981-1995)
Millennials grew up in the digital era. Rise in the dot com industry in the later half of 90’s in India presented them with ample employment opportunities. This has been an asset for Millennials, as they have been able to leverage their technology skills in the workplace (Friedman, 2005). The Gen Y woman is seen no less than her male counterpart in terms of educational attainment and professional capabilities; 42% of university graduates of this generation are women (Dyckerhoff, Wang, & Chen, 2011).
With internet and desktop computers making its way to Indian homes, long distance communication became swift and hassle-free. Their comfort with tech advancement, they also prefer email communication on an almost constant basis (Gravett & Throckmorton, 2007). Being labelled as open-minded, this curious generation changed consumer markets with rise in their online shopping preferences.
Millennials also saw the rise of social networking sites- Facebook, Twitter to name a couple which made it easy for them to voice their opinions. Hence, for them feeling included would, for a majority proportion, reflect being heard or listened to. However, their lack of experience would require developing cross- generational communication platforms and creating an efficient mentorship model.
Generation Z (1996-2010)
Last one in the line is Generation Z which is the most educated and diverse generation to date (Seemiller & Grace, 2019). In this era, the political participation of women attained greater importance with the introduction of a 33% reservation of parliament seats for women bill in 1996 (Rajesh & Ekambaram, 2014). Along with the Pokhran nuclear tests of 1998 and waves of privatization and globalization in Indian markets, this cohort shows hope for a better future. Likewise, in 2008, 34 Indian companies were listed in Forbes Global 2000 ranking (Erickson, 2009).
With an experience of stability in Indian economy and beginning of a start-up culture, this generation places greater emphasis on financial reward as a desired outcome. Having greater accessibility and exposure to western culture, individuals in this group do not believe in hierarchical organizational structures. They respect competencies and knowledge and not so much authority that simply comes with age or position.
The act of multitasking is seen as organic to this generation therefore Generation Z is not content to do repetitive tasks and becomes bored and unmotivated easily (Chillakuri & Mahanandia, 2018). Since they are growing up in the world of anxieties which makes their view more holistic towards health and physical fitness. Their approach towards how they would want to spend their money will impact consumer markets in the coming future. Managing stress and mental health will become the forefront for their overall wellness regime.
In conclusion, the generational gap can be reduced through deliberate communication and by involving employees across generations in decision making. Indian workplaces will be able to celebrate and encourage diversity in the workplace when it successfully develops a greater awareness of what influencers shape each cohort while avoiding stereotypes and labels.
