The ABC's of Generation-X and others

Nation's Restaurant News, June 10, 1996 by Robin Lee Allen

CHICAGO -- A little knowledge goes a long way in bridging the huge gap between Baby Boomer bosses and 20-something employees, an expert on Generation X-ers said during a seminar at the National Restaurant Association show here.

Understanding where the sometimes exasperating attitudes of younger workers come from can ease many workplace frictions for 40-something employers, said Claire Raines, a Denver-based consultant and co-author of "Twentysomething: Managing and Motivation Today's New Work Force."

When we meet someone different, we think, `You're different; then I'm good, and you're bad,' " Raines, a self-described Boomer, stated. "What we should think is you're different; then you're different."

For foodservice operators and other employers, the dearth of X-ers makes it especially important to know how to manage them and keep them satisfied, she emphasized.

"Vail, Colo., estimates that 4,000 jobs recently went unfilled," she said. "The McDonald's closed in the afternoon because there were not enough people to work."

She added, "The bottom line depends on the front line."

The rift between the Boomers and the X-ers is caused largely by the vastly different influences surrounding their childhoods, Raines remarked.

Many Baby Boomers -- generally considered the wave of births between 1946 and 1964 -- grew up in comparatively idyllic circumstances, she noted. World War II gave way to a booming economy, the public-school system reached its pinnacle and children were the focal point of families straight out of Hollywood.

In fact, Boomers were weaned on shows like "Leave It to Beaver," which emphasized respect for elders, and even as the 1960s gave way to faith-shaking events like the Cold War, Vietnam and John F. Kennedy's assassination, they were still imbued with a sense of hope about their futures.

Conversely, Generation X-ers -- usually classified as the wave of births between 1965 and 1980 -- grew up in the time of Watergate, stagflation and the energy crisis, Raines continued.

Often both parents worked, and as latchkey kids, the X-ers learned early on to be self-reliant. Their parents eventually divorced; shuttled them back and forth between households; watched movies like "The Exorcist" and "The Omen," which demonized children; and got laid off despite their hard work.

"The message now is `It's a little bit tricky out there,' " Raines commented. "And chances are they are not going to want to replicate what they came from."

Given their backgrounds, members of the 20-something group tend to be independent, skeptical and financially savvy, she explained. They want balance in their lives, are reluctant to commit to anything, are less impressed by authority and titles than are their hirers, and are technologically advanced.

"All of these things can be positive and negative," Raines declared. "These folks tend to be very flexible and adaptable."

To best tap into those attributes, employers should make sure X-er employees fell appreciated and involved, according to Raines. They want to be developed, feel they are part of a team and work for someone who "walks their talk." And above all, she added, "having fun on the job is very important because they feel they grew up in very serious times."