HR Question:

As a manager, I’ve got up to five different generations reporting to me throughout my team. And as a result, there’s been some friction when we discuss what a “strong work ethic” looks like. Some of my team members come in early and stay late, while others deliver great work but aren’t in the office as much. What do I need to consider as a manager when the topic of “work ethic” comes up in conversation with my team?

HR Answer:

This conversation is a common one in today’s workplace! As five different generations try to blend together in the workforce, it’s natural that they each bring their own preferences and ideals with them. Today, one of the more contentious conversations between generations revolves around the idea of “work ethic.”

The Evolution of Work Ethic

Historically, the American work ethic was believed to be one of the “strongest.” Often cited with pride as the secret to America’s prosperity, Americans often work longer hours and take fewer vacations than their European counterparts. A report from the International Labour Organization (ILO) found that U.S. workers work more than most developed countries with an average of about 1,750 hours per year. That’s just under 44 weeks a year more than other developed countries.

But as the world continues to change with new ideas, technological advances, and novel working arrangements, it’s no surprise that the definition of “work ethic” continues to evolve with it. For example, technological advances are rapidly changing how we live and work, creating opportunities to work from home while remaining connected to our team members. Artificial intelligence presents an opportunity to automate many repetitive tasks, potentially changing the type of skills employers may look for in the future.

In addition, today’s workforce is the most diverse in human history. Varying gender, age, race, religion, sexual orientation, birthplace, and work location are just some of the factors that contribute to our differences.

The Generational Breakdown of Work Ethic

In the book, Bridging the Generation Gap, as well as the subsequent Generations at Work survey in 2021, Robin Throckmorton, MA, SPHR, SHRM-SCP, and Linda Gravett, PhD, SPHR, COQC, and the Strategic HR team gathered data that outlined the different definitions that each generation* has for “work ethic:”

• Radio Babies (1930 – 1945) view work ethic as starting early and staying late; you work as many hours as possible because of your loyalty to the company. For that reason, they also believe if you get a job, you keep a job.
• Baby Boomers (1946 – 1964) feel “face time” is very important. The company’s management and your manager need to SEE you working; otherwise, you aren’t working. They also believe in being flexible when the company needs them to be flexible.
• Gen Xers (1965 – 1976) feel that a typical workday should allow for balance between work and family. This may mean working some at the office and some in the evening remotely. Gen Xers are very loyal to their ideas and seek support for being independent.
• Gen Y’s (1977 – 1990) strongly believe that work doesn’t define them. Their typical (ideal) day would also allow for a balance between work and personal life. Personal life may not just be “family,” but it could involve accommodating their individual preferences such as, “I am not a morning person” or “I need to grocery shop at 4:00 p.m.”
• Generation Z’s (1991 – 2010) are motivated by work/life balance. When the company values are aligned with their personal values, and they feel that they are treated with respect, Gen Z’s are more likely to deliver their work with passion and dedication. And while many Gen Z’s and Gen Y’s may believe that work can serve as an extension of their life purpose, the rise of social media and greater exposure to world events have caused this generation to strive for a more prominent focus on “working to live, rather than living to work.”

*Note that different sociologists use slightly different, but foundationally similar, benchmarks for which generation falls under which year. The years above are based on the data found in Bridging the Generation Gap.

How Can We Bridge the Gap?

When it comes to work ethic – a concept or set of rules that many generations have learned from the generations before them – employers may find that there is a significant amount of emotion attached to the meaning. As generations have navigated their careers (and in turn, their personal lives) based on the work ethic expected of them, it’s no shock that one generation may push back against another if their definition of work ethic doesn’t align with what they’re seeing from their teammates.

For managers who work with multi-generational teams, one way to combat friction is through setting expectations. Try the following approaches:

• Learn what work ethic means to each person: As each generation will bring their general definitions of what “work ethic” means, so will each individual. You may find that each person has a more rigid or flexible definition of work ethic or may be more willing to work around others’ needs. Getting the chance to connect one-on-one with each team member will help you understand what their expectations are.
• Establish a definition of what work ethic looks like for your team: While flexibility is critical in today’s workplace, sometimes the demands of our business or industry don’t allow for the same latitude. Make sure that you’re establishing a clear baseline of expected effort – i.e., when deliverables are due, if you have any core working hours, how to handle client requests, etc.
• Lay out clear expectations for communication, based on that work ethic: Communicating is crucial to build trust and allow for flexibility in the workplace. If you’re working with a team that operates in a hybrid model, or even completely remote/in-person, establishing expected response times and necessary updates will help team members understand when and how they can rely on others.

The struggle to find and keep talent continues to be a pain point for employers and engaging this wide range of workers remains a top challenge. As technology and employee needs evolve, employers will be competing for top talent and these same employees will want autonomy to pursue the life that matters to them. One thing is certain: to attract top talent, employers will need to find ways to be flexible to meet the needs of a diverse workforce.

Thank you to Colleen Mahoney, PHR, and Samantha Kelly for contributing to this edition of our HR Question of the Week. 

With multiple generations in the workplace, it can be difficult to meet each team member’s needs, preferences, and desires. Clark Schaefer Strategic HR can provide customized training to help your managers bridge generational gaps and increase communication across their teams. Learn more about our Generations in the Workplace Training.