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Many managers and human resources professionals tell us they recognize
distinct differences in the generation within the workplace. What's
challenging, they add, is what do to about it, and no where, it seems, do
those generational differences emerge as starkly as they do within the realm
of performance management.

Our research and consulting work over the past number of years has first of
all confirmed the existence of distinct cohort groupings of generations.
Without stereotyping, or predicting behavior based on labels, we find it
reasonable to adopt some commonly-held groupings of generations. They are:

* Veterans, 75 million, ages late 50's - 70's. Shaped by the Great
Depression and World War II. Value loyalty and self-sacrifice for the
greater good.

* Baby-boomers, or boomers for short. Number 80 million, ages late 30's to
late 50's. Shaped by the Kennedy assassinations, the Vietnam War,
Watergate, the women's movement and the civil rights movement. They
question authority and value reinventing institutions.

* Xers, Number 46 million. Ages mid 20's to mid 30's. Shaped by being
latchkey children, also personal computers, the Challenger explosion,
Three-Mile Island, the oil spill from the Exxon Valdez. They value
self-sufficiency, are disdainful of politics, bureaucracy and authority, and
technically are very savvy.

* Nexters. Number 79 million and range in age from infants to early 20's.
It's too early to say what their major shaping influences will be, though
one thinks immediately of September 11th. Values they display so far are of
being team players and embracing diversity.

What about how to manage the challenges of generational differences and
performance management? In our consulting practice, we have found the
following performance management techniques useful in bridging the
generational gaps.

Veterans
+ Providing feedback: Coach tactfully and respectfully; ask permission to
coach.
+ Rewarding: Add a personal touch; connect to a goal larger than
themselves.
+ Fostering a productive work environment: Stress the "long haul;" honor
their experience.

Boomers
+ Providing feedback: Tend to need development in the "soft stuff" such
as an interpersonal skill set.
+ Rewarding: Give lots of public recognition.
+ Fostering a productive work environment: Boomers like to solve
problems. Give them opportunities to do so.

Xers
+ Providing feedback: Trusted mentors can help navigate organizational
politics.
+ Rewarding: A little freedom goes a long way.
+ Fostering a productive work environment: Lots of projects to juggle;
encourage Xers to prioritize on their own; look for opportunities for Xers
to work on leading-edge technology.

Additional Resources

Essex, Louellen, and Kusy, Mitchell. Fast Forward Leadership. 1999.
Pearson Education Limited: London, UK.

Lancaster, Lynne C., and Stillman, David. When Generations Collide at
Work:Who They Are. Why They Clash. How to Solve the Generational Puzzle at
Work. 2002. HarperInformation: New York.

Zemke, Ron, Raines, Claire, and Filipczak, Bob. Generations at Work:
Managing the Clash of Veterans, Boomers, Xers and Nexters in your WorkPlace.
2000. AMACOM: New York.

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Copyright 2002 Fredrikson Human Resources Consulting, Ltd.

Fredrikson Human Resources Consulting, Ltd.
Perspectives * Solutions * Performance
4000 Pillsbury Tower
600 Second Avenue South
Minneapolis, MN 55402
612-752-2650 (main number)

www.fredhr.com