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Generation X
Generation Y
Talent Development

The Boomers Are Leaving: Retain Their Knowledge

We need to be honest; we’re facing a workforce crisis. An average of 10,000 Baby Boomers are retiring every day, and they have knowledge you can’t afford to lose. With a good succession plan in place, you don’t have to. Instead, facilitate a transfer of knowledge–improve your organization support its future viability.

We need to be honest; we’re facing a workforce crisis. An average of 10,000 Baby Boomers are retiring every day, and they have knowledge you can’t afford to lose. With a good succession plan in place, you don’t have to. Instead, facilitate a transfer of knowledge–improve your organization support its future viability.

Get your employees of all ages together and learn from each others knowledge, using the following tactics as your guide:

AFFINITY GROUPS

Create affinity or networking groups in your workplace to draw an age-diverse crowd. Affinity groups can bring together employees from across the organization and provide them an opportunity to collaborate socially and professionally. It’s a great way for employees to share ideas and information about how they do their work.

Affinity groups not only allow employees to share their knowledge, they also make people feel valued and give them a voice within the organization, both things that help build loyalty with Generation Y. Plus, bringing together a diverse crowd to work through ideas will foster innovative problem solving. Everybody wins.

INTEGRATE KNOWLEDGE TRANSFER

Knowledge transfer should not be something that’s only done when someone announces a plan to leave; it should be built into job functions and requirements. Cross-train employees, even if you have a small workforce. Don’t let yourself get into a situation where the person leaving is the only one who knows how to do the job.

Developing internal mentorship roles is one way to ensure knowledge is shared and doubles as a way to attract and keep Millennials who are always eager to learn from those who may have more experience in the workforce.

INVOLVE EVERYONE IN SUCCESSION PLANNING

Engage current employees in the succession planning process. Have open discussions about each role and where it’s going in the future, who will be doing it. Open conversation will help you create plans and develop goals for your employees that support their specific interests.

Gen Y employees want to be part of the conversation, so engage them in it. Encourage to learn from the Xers and Baby Boomers to understand their leadership roles and what it requires to hold those positions.

Your mix of generations in the workplace is to your advantage, even if some of them will be retiring soon. Capture their knowledge before they go, and engage the rest of the workforce to help. Succession planning is more than taking notes in an exit interview and writing up a job description. Succession planning is something that needs to be happening everyday in a variety of ways around your organization. The more people you have involved and the more you integrate it into everyday work, the stronger your future.

Zs came of age in an era of disruption

In many ways, it’s symbolic that Generation Z is named after the last letter in the alphabet because their arrival marks the end of clearly defined roles, traditions, and experiences. After all, Gen Z is coming of age on the heels of what has been referred to as the most disruptive decade of the last century. America has become an increasingly changing and complex place.

For example:

  • ‍Zs were born into a “modern family era” in which highly involved dads help out at home, and the nuclear family model (two parents, married, with children) represent only 46% of American households.
  • ‍Zs are the first generation to be born into a world where everything physical, from people to places to pennies, has a digital equivalent.
  • From the time they were infants, Zs had access to mobile technology. As a result, their brains have been trained to absorb large amounts of information, and Zs are especially adept at shifting between skills and subject matter.
  • Zs tend to have crystal-clear memories of sitting up for the first time at six months old because they can easily and quickly reference the photos and videos their parents shared on social media or saved in the “cloud”. 

Members of this generation have undoubtedly been shaped by crisis and disruption. This generation will largely be responsible for confronting the aftermath of the Great Recession, high youth unemployment, the effects of climate change, terrorism, energy sustainability, and more. These dark events have undoubtedly made this generation more cautious and pragmatic, but they have also provided this generation with the inspiration to change the world – and their grit will likely allow them to do it.

Coming of age during disruption means that most Zs will be comfortable being the disruptors. While Millennials tend to be collaborative and innovative, this generation tends to be sincere, reflective, thick-skinned, and self-directed, and will likely approach work in much the same way.

Zs were raised to be competitive

In the era following World War II, Boomers (1946-1964) were born and eventually became the wealthiest, most prosperous generation in history. Raised to aspire for the American Dream, this very large generation moved into positions of power and influence, and served as the workforce majority for 34 years.

With the American Dream alive and well, Boomers had no reason to teach their children, mostly Millennials, about competition. Instead, they taught them to focus on academic achievement and to be team players because if everyone works hard, everyone can win.

Enter Generation X (1965-1981). In contrast Boomers, Xers came of age during a time when change and economic and political uncertainty began to take root. They have lived through four recessions, struggled with debt and economic decline most of their lives, and watched the best educated and accomplished generation of all time (Millennials) graduate during the Great Recession and become the most debt-ridden generation in history.

Gen Xers can be defined by their independence and anti-status quo approach to life, and they have taught their Gen Z children to be competitive, believing only the best can win. They have encouraged their children to be realists, finding something they are good at and aggressively pursuing it.

Xers have raised their Zs with an intense focus on competitiveness -- in academics, sports, and other activities. This approach to parenting has many implications, but one stands out in terms of business: Gen Z is likely to lead.

Millennials in the workplace created and aggressively advocated for collaborative work environments. In fact, their aversion to leadership has been so strong, some Millennials sought out companies that boasted boss-free or team-managed workplaces.

In contrast, Zs have been raised with an individualistic, realistic, and competitive nature. They have been taught the skills to successfully defy the norm. This means we’re going to see the pendulum shift away from collaborative workplaces towards a widespread demand for, and pursuit of, leadership development.

Zs are career-focused.

While Millennials have been criticized for their “delayed adulthood”, Gen Z is showing signs of “early adulthood”. Educators and parents often describe this generation as being more serious and contemplative about the world. Zs are thinking about their career paths and exposing themselves to career training at an earlier age than Millennials. It’s probable that some of this early onset of adulthood is caused by parents, who are pressuring their children to be competitive and successful and to avoid the debt that plagued both the Gen Xers and Millennials.

The numbers from our global research found 46% of Gen Z said they know what career to pursue and 51% have taken a class at school focused on their career interests. Forty percent joined an extracurricular program (team, club) based on their career interests.

Zs are seeking financial security. 

Zs have been shaped by the aftermath of the Great Recession. They watched Millennials become debt-ridden and are concerned about falling into the same trap. XYZ University’s survey results show 66% of Zs said financial stability is more important than doing work they enjoy, which is the exact opposite of Millennial survey results.  Also, 71% of survey-takers have a paying job.

Zs value leaders who are positive and trustworthy.

When presented a list of leadership traits, Zs ranked positive and trustworthy the highest. While Millennials and Gen Zs both value trust in a leader, Millennials usually cite collaboration and vision as most important. In other words, Millennials focus on the outcomes leaders inspire, whereas Zs are more likely to consider leaders’ attitudes and personalities. To Z, what leaders encourage others to do isn’t as valuable as how they make them feel.

 

Zs want to be challenged.

Both Millennials and Gen Zs place a very high value on feeling challenged and appreciated in the workplace. However, according to our survey results Millennials rank appreciation slightly higher than challenge, whereas Zs rank feeling challenged slightly higher than appreciation.

Time will tell how Zs go down in history, but we know this generation’s influence on history will be unlike any other.

 

Does your organization have what it takes to engage the next generation? Take this quiz to find out.

 

Sarah Sladek is CEO of XYZ University. Our generational intelligence can assist you with engaging and retaining young talent and members.

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