appreciation to them in “old fashioned
ways — in person, with handwritten
Significance and Learning:
Encourage traditionalists to engage in two-way
mentoring relationships with younger
employees. Place traditionalists on committees as advisors so they can share their
hard-earned wisdom. Be sure to clearly
define their role, and explain how the
team will operate.
Accomplishment: Though many are
of responsibility. Assert authority tact-fully;and;sensitively,;and;explain;they;are
Baby Boomers (ages 50 - 68)
Though they still occupy many leadership positions, early boomers are into
their retirement years and many more are
round;of;layoffs;and;scandals,;their;in-ner idealists yearn for the good old days
when tenure and loyalty counted — a lot.
Though they are known for their compet-itiveness,;goal-orientation,;ambition;and
the idea of work-life balance. Now, 20
years after coining the term, many are
in their younger years.
Engagement strategies for boomers
should revolve around the need for: control, connection, significance, challenge
behave responsibly. Give them plenty of
freedom of supervision and the opportunity to work on teams. Provide them with
the chance to set their own hours and
telecommute as desired.
Connection: This is the last generation
to identify with the team and the organization. Be sure to tell them how valued
they are and how important they are to
recognition can be important to boom-
recognize their experience, offices that
organization. Acknowledge people who
are not in formal leadership positions by
giving them lead roles on teams, posi-
aging them to mentor younger colleagues
— according to their talents.
Challenge: Even the youngest boomers
so it can be hard to challenge them. Meet
with boomer employees to chart a career
plan that focuses on what they still want
they would like to take on for the good of
Accomplishment: Boomers are an
idealistic and goal-oriented generation.
Appeal;to;their;ideals;and;set;challeng-ing goals for them. Friendly competition
between teams can also be especially motivating for this generation.
Carol served the company’s
leaders as an organizational
She advised the executive
team on critical performance
improvement initiatives. Then
she was transferred to a new
department. In the transition,
her new boss learned that
she had been (improperly)
classified as both a nonexempt employee and union
eligible. Soon after, her
spacious office near executive
row was give to someone else.
Feeling dejected and betrayed,
she swore off allegiance to the
organization and began her
Generation X (ages 35 - 49)
Early on, Xers learned to rely only on
matic, resourceful, innovative, results-
focused and thrive on challenges. They
tend to distrust institutions and are loyal
rate mergers, downsizing and scandals.
trants in the free agent economy.
revolve around the need for: control,
Control: Treat Xers as individuals and
allow them the freedom to manage them-
learning and schedule. Provide freedom
to pursue their own interests by setting
by allowing them to choose their assign-
Challenge: Xers thrive on challenges.
Since they are not as much into teamwork
ments that allow them to shine indepen-
dently. Frame challenges in terms of their
Learning: Xers are learners but pre-fer;to;choose;what,;how;and;when;they
to be as direct about what to do about it.
Point out developmental needs directly
and ask how they plan to address them.
in this area.
rewarded for what they achieve. Resources
also matter. Be sure to supply the information and technology tools needed to get
results rather than tenure and resent “
losing” them to politics and tenured people.
Millennials (ages 16 - 34)
order with educators for people who could
20 OCTOBER 2014 Claims Magazine PropertyCasualty360.com