Multigenerational Issues in Leadership

¶ … multigenerational issues of leadership in the workplace. The discussion explores the differences between the traditionalist generation, baby boomers, Generation X and Generation Y the discussion also focuses on how the differences between these generations have affected the nursing shortage that America is now faced with.

Our discussion examined the nursing shortage which has been caused by the ageing baby boom population and the lack of new recruits. It seems evident from the research conducted that the nursing shortage has also been caused by job dissatisfaction. Many nurses are dissatisfied with their jobs because of increased working hours, inadequate pay and stressful working conditions.

This discussion also focuses on the characteristics of the four generations mentioned above. The traditionalist generation is known for the top-down leadership style that offers very little feedback and allows management to have all the power in the organization. The traditionalist generation is composed of individuals that are very loyal and stay with the same company until they retire. The traditionalists generation was loyal to the nursing profession but has now retired and are dependent upon the care that they once administered.

The baby boom generation insisted on feedback from their traditionalist managers and created a new work environment. The baby boom generation worked very hard to achieve their goals and to change the environment that we live in. Some in this generation entered the nursing field but are now reaching the age of retirement -- which has contributed to the shortage.

Generation X requires leadership that provides them with constant feedback. This generation is very concerned with salaries and perks that come with jobs in corporate America. Individuals in this generation are not very loyal and many have opted not to pursue careers in the nursing profession.

Generation Y and Generation X are very similar. Generation Y is even more concerned with salaries and success. This generation also seems disinterested in the nursing industry because of the instability of the profession.

There are several tactics that can be used to create harmony in a multigenerational workplace. Our research found that most of the generational conflict in the workplace is between baby boomers and generation x We discovered that baby boomers must be willing to listen to the concerns of their generation x employees and train them to work within a corporate context.

Introduction

We all know that different generations sometimes have contradictory beliefs and ideals. These generational differences have become very evident in the workplace. The leadership skills of different generations have created a workplace environment that is sometimes overwrought. This overwhelming feeling brought on by generational tensions in the workplace, has affected many different segments of our society; particularly within the field of nursing.

The purpose of this discussion is to examine four different generations: traditionalists, baby boomers, Generation X and Generation Y We will explore the characteristics, attitudes and values of each generation. Our research will also discuss the varying leadership qualities and skills of the generations and how these leadership skills have affected the field of nursing. Finally we will discuss ways in which these generations can work together to create a harmonious work environment. Let us begin by discussing the field of nursing and the shortage of qualified nurses.

The Nursing Shortage

In recent years the nursing shortage has had a profound effect on the American healthcare system. The General Accounting office concedes that if the nursing shortage is not properly addressed it will become a crisis. (Nursing Leaders Unveil, 2002) The Department of Health and Human Services believes that by 2006 there will be a need for 6 million nurses but there will only be 600,000 coming into the workforce. (Nursing Leaders Unveil, 2002) This nursing shortage can minimize the quality of care that patients receive. (Nursing Leaders Unveil, 2002)

According to the AORN Journal there are several reasons why the shortage exists including; inadequate wages, overtime, inadequate staffing and increased workloads. (Romig 2001) These factors lead to poor recruitment and drive away qualified nurses. Many in the nursing profession concede that changes to the profession are needed.

The General Accounting office reports that some of the nursing shortage is caused by the growth in the medical needs of the population as it ages. (Scanlon 2001) The GAO also concedes that the nursing field can be physically demanding and discouraging to younger workers. (Scanlon 2001) The GAO found that the turnover rate among nursing aides is particularly high at almost 100%. (Scanlon 2001) The GAO believes that this high turnover rate among NA's has to do with the low wages that workers receive. In addition, the GAO believes that the poor benefits that Nursing Assistants receive drive them to pursue other professions. (Scanlon 2001)

In addition the GAO reports that the average age of an RN has increased substantially. In 1998 the average age was 37 and today it is 42. (Scanlon 2001)While the average age or a nurse has increased the amount of students entering the nursing field has decreased -- creating the shortage that we are now experiencing. (Scanlon 2001)

The General Accounting Office is certain that the nursing shortage will only get worse as the population continues to age. The GAO report suggest,

The future demand for nurses is expected to increase dramatically when the baby boomers reach their 60s, 70s, and beyond. The population aged 65 years and older will double from 2000 to 2030. Moreover, the population aged 85 and older is the fastest growing age group in the U.S. At the same time, the number of persons who have traditionally worked in the nursing workforce -- women between 25 and 54 years of age -- is expected to remain relatively unchanged over the period from 2000 to 2030.8 over the past decade, the nurse workforce's average age has climbed steadily, while fewer young persons are choosing to enter the nursing profession." (Scanlon 2001)

This graph depicts the age distribution of nurses in America.

The GAO also concedes that many of the nation's current nurses are very dissatisfied with their jobs. The reasons for this dissatisfaction include the high stress nature of the job, the increased need to work long hours because of the nursing shortage and the unwillingness of the profession to change these practices. (Scanlon 2001) Many nurses have also suffered illnesses related to the stress of the job. The results of a poll found that,

Half of the currently employed nurses who were surveyed had considered leaving the patient-care field for reasons other than retirement over the past 2 years. 12 Of this group, 56% indicated that they wanted a less stressful and physically demanding job, 22% said they were concerned about schedules and hours, and 18% wanted more money." (Scanlon 2001)

The Washington Nursing Leadership Council was one of the first to create a comprehensive plan for combating the nursing shortage. The state's plan involved five components;

The maintenance of the profession as a desirable career that embraces both men and women.

Preparing future nurses so that the healthcare needs of the country will be met.

The development of work environments that satisfy the needs of qualified nurses

Careful research of the workplace environment to ensure that nurses are not being overworked and underpaid.

Additional educational opportunities at the Washington Center for Nursing. (Nursing Leaders Unveil, 2002)

RN Magazine found a direct correlation between the aging baby boom population and the nursing shortage. The magazine explains, "Today's shortage is due primarily to nurses' dissatisfaction with the profession, combined with competition from other career opportunities for women. Other contributing factors include the aging nursing workforce, the aging baby boom generation, the smaller pool of young people in the workforce, and nursing's failure to attract men and minorities." (Schiff 2002)

PR News explains that the one of the major reasons for the shortage is the lack of incentive that the profession provides. The nursing profession simply can't compete with other professions in terms of the incentives that are provided. The nursing profession also has a difficult time finding nurses that remain loyal to the profession. (ProfNet Round-Up: The Nursing Shortage in America, 2002)

RN Magazine also explains that the nursing shortage is due in part to the treatment of new graduates. The magazine explains that many of the newer nurses are not properly mentored and do not gain the proper experiences. In addition, the magazine concedes that new grads are often treated with condescension. (Mail Box 2001)

Another reason why the shortage exists is because many Americans are unaware of the opportunities that do exist in the nursing field. A report published in PR Newswire explains that most Americans are simply unaware of the different types of nurses. The magazine explains a recent poll saying, pervasive knowledge gap among the public about what licensed practical nurses (LPNs), registered nurses (RNs), and nurse practitioners actually do. While two-thirds of Americans know about RNs and half (51%) recognize LPNs, only one in four people (25%) have ever heard of a nurse practitioner, even though these specialized nurses play an important diagnostic role in hospitals and clinics and are licensed to prescribe medications." (Knowledge Gap about Opportunities, 2002)

As you can see there are many different reasons for the nursing shortage. Chief among them is the fact that the baby boom generation is ageing and beginning to retire.

While Generations X and Y seem to be disinterested in the profession because the wages are low, incentives are poor and many in the profession are forced to work long hours. Even though there are other reasons why the shortage exists, generational issues are definitely at the forefront. The next few pages will explain the characteristics of the four generations. We will examine the various leadership style of each generation and find out how these styles and ideals have contributed to the nursing shortage.

Traditionalists

Ask a Traditionalist about workplace feedback, and you're likely to hear, "Well, no news is good news. If I'm not yelling at you, you're probably doing fine." The top-down, boot-camp style of coaching makes sense to a generation of veterans who value authority and discipline. The strong, silent types who constitute a generation of Traditionalist leaders aren't long on praise -- they aren't even long on words -- but when they say something about your performance, they mean it. And you'd better listen up." (Lancaster & Stillman 2002)

The traditionalists' generation is composed of individuals that were born between 1900 and 1946. This is the post world war generation and many have retired from the workforce and individuals in the latter portion of the group are reaching retirement. Studies show that many traditionalists plan to return to the workforce part time even after they have retired.

As you can see from the quote above the leadership style of this generation relied heavily on the superiors within the organization.

Traditionalists tend to model a top down leadership style.

Workers did what they were told and there was very little communication between upper management and workers. This was the status quo for the traditionalist and the workplace environment.

The traditionalist generation is said to be composed of the most loyal workforce that the country has ever known. When this generation entered the workforce they took up residence in companies and planned to stay there until retirement. In some case the workers may have chosen to leave a particular company but they stayed in the same field. They did not tend to choose new career paths in the manner that newer generations do.

Nowadays traditionalists in the workplace may find it difficult to understand the mentality of the newer generations. Traditionalists also find themselves at odds with their own beliefs about loyalty. Today many corporations don't expect there employees to remain with the company for long periods of time.

In addition, most corporations do not value their employees the way that they once did. For instance, it is common for manufacturers to abandon the communities that have sustained them for generations in pursuit of markets where they can pay workers lower wages. This leaves very little room for the traditionalists that wants to stay with the company or on the same career path.

The traditionalist's loyalty to a certain company or field of endeavor made them a very efficient workforce. Individuals in this generation that chose to be nurses had a great impact on the healthcare field. The current nursing shortage is a combination of the retirement of traditionalist and baby boomers and the mentality of younger workers. Many of the younger workers choose to change their career paths even if they have been educated in a certain field. Generations X and Y are more likely to abandon a position if they feel dissatisfied and unfulfilled. This has created a great deficit of nurses in hospitals and other healthcare facilities. As we explained earlier the nursing field requires loyalty to remain efficient. Loyalty was a characteristic that traditionalists believed in but now that most have retired there is a serious shortage of qualified nurses.

Traditionalists also tend to have different values about work in general. Traditionalists believe that one should work whatever amount of hours it takes to finish the job. An article in the South Florida Business Journal explains,

Traditionalists tend to be practically minded, sometimes to an extreme. They portray a dedicated work ethic, which causes them to work consistently long hours, often to the point of self-sacrifice in family and outside relationships. Having grown through their work life under a hierarchy of leadership, they embrace a respectful view of authority in most life situations, are willing to go the extra mile to get things done and are philanthropically oriented toward causes." (Hilton 2000)

It is evident from our research that this was a hard working and loyal generation that took authority in the workplace seriously. The time in history that they grew up in forced them to address leadership in this manner and to work hard to accomplish the goals that the company set forth.

Though this generation was know for working long hours, this generation was not as obsessed with work and career goals as the generation that proceeded it -- the baby boomers.

Baby Boomers

According to a report published by The Urban Institute, the baby boom generation is composed of people born between 1946 and 1964. It is estimated that there are about 83 million baby boomers in America. Experts believe that the baby boom generation will continue to make up a significant part of the population until 2025. (Nightingale & Polous 1997)

The entrance of baby boomers into the workforce was significant to the American economy. When this generation entered the workforce, the amount of people in the labor force was greatly increased. In the years following their entrance into the workforce, the average age of individuals in the labor market increased markedly. (Nightingale & Polous 1997)

The institute reports that by 2005 that 37% of the workforce will be composed of people that are older than 45.

The report concedes that most of the workers will be between the ages of 50 and 60.. (Nightingale & Polous 1997)

The urban institute also explains that the baby boom generation has achieved greater economic and educational success than the traditionalist generation. For example, the report explains that the real median household income of baby boomers is 35 to 53% higher than the previous generation. In addition, 25 to 35% of the baby boom population has at least a bachelor's degree. (Nightingale & Polous 1997)

The increase in levels of education obtained by this generation has made them a force to be reckoned with in the labor market. Currently, a great deal of upper management in corporate America consists of members of the baby boom generation. This generation worked hard to achieve such prestige, even at the expense of their families.

The baby boom generation also has a different style of leadership within the workplace. Baby boomers often insist that management communicate with lower level workers. Currents magazine explains,

Compared with the silent stoicism of Traditionalists, Boomers are in touch with their feelings and in love with workplace communication. Boomers' original motivation for exchanging tons of information wasn't as pure as it sounds, however. Entering the workforce with 80 million cohorts contending for the same jobs can lead to a competitive obsession with knowing how you're doing. The fact that Traditionalists weren't exactly forthcoming made the need to know even more intense. So what did Boomers do? They instituted the once-a-year performance appraisal, with lots of written documentation. It forced Traditionalist role models, bosses, and mentors to sit down with Boomers on a regular basis and let them know where they stood. (Lancaster & Stillman 2002)

Boomers respect authority and leadership but they also aspect good communication between management and workers. This generation was the first to insist on a leadership style that was not just top-down. Boomers wanted to know if they were doing their jobs correctly and the steps that they could take to improve their performance. This new style did create some tension between the, "because I said so" generation and the "but why did you say so" generation. However, the generations worked together to overcome these differences for the betterment of their employers.

The leadership skills of the boomer generation have had some effect on the current nursing shortage. Boomers are highly motivated individuals that want to accelerate in their field of choice. I would suspect that the field of nursing does not look as attractive to boomers as other career fields. The baby boomers that did go into nursing as a career field now find themselves in a position of leaving the profession, because of their age, even though they understand that there is a critical shortage. The opportunities for advancement are present but they are not as appealing as in corporate America. For this reason I believe that many Boomers chose not to go into nursing as a career field and the part of the generation that did are ageing; which has contributed greatly to the shortage that we are experiencing today.

As we stated earlier in our report the fact that baby boomers are now beginning to retire has also had a large impact on the shortage. There are twice as many baby boomers in the population as there are Generation Xers. This means that when baby boomers start to retire simultaneously a void is created that cannot be filled by the next generation because there are not as many people in the generation.

The baby boomers are among the most intriguing generations that ever lived. There contributions to the betterment of the world and to the workforce are monumental. The world that this intriguing generation created paved the way for the most misunderstood generation -- Generation X

Generation X

Generation X is the thirteenth American generation and describes the segment of the population born between 1965 and 1981. There are approximately 46 million Xers living in the United States. The term "generation X" was created by novelist Douglas Coupland and made popular by the media. According to an article in USA Today Magazine, "Generation Xers are often depicted as useless, lazy, unmotivated, unambitious, and sharing no common cause. This generation has become a symbol of American decline." (Smith 2000)

Generation X is so unique because it is the first generation that grew up in dual income households and was often reduced to becoming latchkey children. (Smith 2000) Generation X children spent a great deal of time alone while their parents were working. For this reason, generation X has a profound reliance on materialism and is consumed with technology. (Smith 2000) According to the article, Xers became accustomed to cable television and students of MTV. (Smith 2000)

Because of their exposure to violence and dysfunctional relationships it is believed that this generation has an extremely negative outlook on the world. (Smith 2000)

Many believe that Xers are untrusting and rely only on themselves.

As this generation has become a part of the American workforce, corporate America has been put on notice that this generation is an entirely different breed. Lessons learned in childhood about the importance of self-reliance have trickled down to the way that this generation views the workplace environment. (Smith 2000)

Quite often, managers see this self-reliance as selfishness, when in fact this generation is simply trying to survive in a world that they view as untrusting. (Foley 2001)

The fact of the matter is these are the same kids that watched corporate downsizing and takeovers happen before their eyes on CNN. (Smith 2000) According to an article in Business & Health Magazine,

Many of them saw their yuppie parents tie their fates to corporate stars, only to be downsized, restructured or pushed into early retirement. Having seen the mess their parents made of balancing their work and family lives and recognizing the myth of cradle-to-grave job security, Gen Xers tend to make very different choices than their parents and older siblings." (Reese, 1999)

They have a right to question the motives of corporate America and the private sector for that matter. More than any other generation Xers understand the corporate game and are willing to play -- as long as they get something in return.

According to Business and Health magazine, Generation Xers will only remain at a job if employers are offering something valuable. (Reese 1999) The article contends that "in exchange for the Xers' valuable time, employers must offer the training, mentoring, coaching and growth opportunities young employees crave. If the relationship becomes unbalanced and Gen Xers sense the rewards are too employer-centric, they'll walk." (Reese 1999) The article describes Generation Xers as "ruthless self-promoters."

Evidently, the workforce understands the importance of this generation and admits that they have great things to offer. In spite of the fact that Xers are often given negative labels, it is the most educated generation that has ever entered the workforce. USA Today explains, "Many studies suggest that Xers are well-adjusted and socially responsible. This generation appears to have a great deal of technological savvy and an ability to communicate using a broad range of information media." (Smith 2000) In fact this generation learns best with multimedia products such as computers and television. (Foley 2001) Managers understand the importance of skills involving technology and communications and have a need to hire this generation. (Smith 2000)

Generation Xers also understand how valuable they are to employers in the information age. They know that they are a hot commodity and that they are needed. Xers use this to their advantage and expect to be paid high salaries, get benefits, retirement plans, stock options and bonuses. (Smith 2000) Members of this generation want all the perks that they can possibly get from an employer and they will stop at nothing to achieve this goal.

One of the major problems that managers have with this generation is aiding the generation in adapting to working in a corporate context. Although this generation works well in groups there is still a very strong element of self-reliance and independence. In many cases, managers must show the Xer the importance of adhering to the corporate context so that they can advance in the company. The article explains,

Developing strategies to manage a new generation falls on the shoulders of the entire company, not just individual managers. Specifically, these strategies involve a commitment to organizational socialization, an emphasis on human resource development, and organizational commitment to valuing workforce diversity." (Smith 2000)

Another problem that managers find with this generation is that they tend to be less loyal than their predecessors. Generation Xers are less interested in company and more interested in what the company can do for them. This generation tends to go with the company that offers them the best deal and will leave one company for another at the drop of a hat if they get a better deal.

As far as leadership patterns are concerned, Xers tend to be blunter with leadership than the generations before them. A traditionalist manager explains, "I feel like the Xers are so 'in your face...Not only am I sometimes shocked by how direct they are when they ask me for feedback, I'm shocked by how willing they are to give me feedback -- whether I ask for it or not." (Lancaster & Stillman 2002) Generation Xers respect management but they are not afraid to tell them what they are doing wrong. Individuals in the traditionalist generation wouldn't even dream of questioning authority the way that Generation Xers do.

While Boomers seek feedback, Generation Xers want candid, instantaneous feedback. It's no wonder, considering they were raised on immediate results: instant meals from the microwave, instant cash from the automated teller machine, instant news from CNN, and instant information from the Web. This is annoying to a Boomer, who is dying to say, "I want to provide you with feedback, but can't we just talk about it next week at the project review?" Many Boomer managers we know have resorted to keeping their doors locked to prevent the interruptions." (Lancaster & Stillman 2002)

As you can see generation Xers can be a demanding lot; this is a keen reason why many of them do not pursue nursing as a career field. In the field of nursing these types of demands are unheard of let alone granted. As we observed earlier in our report Generation Xers will not stay in a field or a job that does not satisfy their needs. Xers will look out for their own self-interest at the sake of everything else. The nursing field will have to change drastically before this generation will consider it as a viable option as a career choice. Nursing requires loyalty which is something that Generation Xers lack.

In addition nursing requires students to take classes that are much more difficult than other fields. Many Generation Xers opt to go into majors that are easier and pay more money. For whatever reason Xers tend to overlook the personal rewards that come from nursing -- such as saving the life of another human being.

Although the members of generation x have often been seen in a negative light, they do have a grit about them that is almost refreshing. They have learned from their parents mistakes, so they shop around. They understand that corporate America is looking out for its own self-interest and they endeavor see nothing wrong with doing the same. With this being understood, let's turn our attention to the children of the new millennium -- generation y

Generation Y

The final generation that we will discuss is generation Y also known as the millennials. This generation is composed of around 80 million people born between 1982 and 2000. Millennials have many of the same characteristics that generation X does; they are computer savvy, self-reliant and talented. This is an important generation because it outnumbers generation X and will prove to be valuable to the labor market in the years to come. Workforce Magazine explains,

Their considerable volume makes retaining them a top HR priority. The oldest members of Generation Y are entering the workforce just as the oldest members of the baby-boomer generation are poised to retire. And, since members of Generation Y significantly outnumber their older siblings of Generation X, it takes only simple arithmetic to figure out that there aren't going to be enough skilled 35- to 45-year-old managers to replace baby boomers in the coming years. Developing experienced and skilled young managers will become vital to any organization hoping to compete in the future." (Sujansky 2002)

Generation Y is just beginning to enter the job market so much about their workplace demeanor is still unknown. However, we do know that like generation X, generation Y is demanding and wants to be rewarded handsomely for their time and effort.

Surprisingly this demanding nature is much to the chagrin of 30 something generation Xers. An article in Entrepreneur Magazine explains,

Gen X entrepreneurs and managers aren't sure they want to accommodate these expectations Gen Yers are bringing to the workplace, although they know it's what the current market dictates. As much as they hate to admit it, Xers have taken some workplace cues from their Boomer elders, applying a "dues-paying" mentality in their own businesses. Xers see a company ladder that should be observed and respected, even in a prosperous economy. (Pentilla, 2001)

The article goes on to say that generation Y wants to compete with coworkers immediately upon entering the workforce. They expect considerable raises and want to be treated as equal even if they don't have any real work experience. This generation does not think that it has to pay any dues. The fact of the matter is in some cases they don't because the skills that they have acquired are needed and valuable. However, since the downturn of the economy generation Y is finding it difficult to enter into the workforce even with the impressive skills that they possess.

Similar to generation X, generation Y also expects that leadership will communicate with them on a peer-to-peer level. They want feedback between the two groups to be instantaneous. Yers don't have a great deal of patients when it come to getting what they want or need and this attitude transfers into the workplace environment.

As far as Generation Y and the nursing shortage goes these young people are looking for positions in which their salaries and benefits can be negotiated. The nursing profession is not structured in a way that is conducive with the personalities or attitudes of younger generations. It is essential that the nursing profession change the structure of the field so that it can attract new recruits. Attracting generation Y is critical because they will be a larger part of the labor market than generation X

Working Harmoniously

The main conflict that exist among the generations today are between the baby boom generation and generation X These are the two main groups that are currently in the workforce. Even though these generations seem light years a part there are a myriad of things that can be done that will aid these generations in working together harmoniously. Several experts have studied this topic and have worked on ways to help the generations work together cohesively. Chief among these researchers are Lancaster and Stillman who wrote the book When Generations Collide. The following are the steps that the researchers have suggested to managers dealing with multigenerational issues in the workplace.

These researchers suggest that one of the most important ways to cross the generational divide is with kind words and positive feedback. (Lancaster and Stillman 2002) They also acknowledge the need for mutual respect amongst people from different generations. (Lancaster and Stillman 2002) In other words each generation has something to learn from another generation. (Lancaster and Stillman 2002) Therefore this should be seen as a positive thing and the generations should work together to achieve this harmony.

Managers from the traditionalist generation must be cognizant of the fact that the younger generations need praise and encouragement. (Lancaster and Stillman 2002) They should not forget that just because these younger individuals are talented that they don't want to be acknowledged. Traditionalists have to be prepared to give feedback to younger employees. (Lancaster and Stillman 2002)

Currently Baby Boomers have the most responsibility of any generational group because they are managing businesses and overseeing the success of various professions.

The downsizing of many corporations has heard top level managers immensely because they are forced to handle several jobs simultaneously. Lancaster and Stillman explain,

With the disappearance of several management layers in many organizations, feedback has gotten a little too thin. Boomers may be providing feedback to dozens of employees without receiving any themselves. And as Boomers struggle to connect with an ever-younger workforce, they can be particularly touched by feedback from an Xer telling them they did something right. (Lancaster and Stillman 2002)

Lancaster and Stillman also make the point the Gen Xers need constant reassurance because many have advanced quickly in their careers. Ensuring that they know where they stand in the company aids them in feeling confident and helps them to perform better. (Lancaster and Stillman 2002)

Managers have to make sure that they tell Gen X workers the truth because generation X values sincerity. (Lancaster and Stillman 2002)

Generation Y also needs positive feed back. In addition this group needs to receive praise from management. If they are being managed by traditionalists these managers must take special care to talk to this group about their performance. Lancaster and Stillman warn that millennials tend to mistake silence for disproval and become discouraged with their job performance. (Lancaster and Stillman 2002)

In another article John Wanous, an expert on organizational commitment, discusses various steps that can be taken to ensure that Generation Xers are adapting properly to the corporate world. Wanous concedes that the first step that must be taken deals with communication about the corporate culture of a specific organization. (Smith 2000)Wanous believes that it is essential that this generation have a clear concept of what is expected of them in the corporate world that they are about to enter. (Smith 2000)

Organizations can use several different tactics to get this point across including; orientations, meetings, interviews and even weekend retreats. This type of communication must take place during the first few months of employment. (Smith 2000) By communicating with the new worker early they are aware of what is expected and are not surprised by the demands placed on them by the corporation. (Smith 2000) Wanous found that "these post-entry experiences are strongly correlated with job satisfaction and organizational commitment. Managers must become more attuned to the steps that need to be taken if a new hire is to be considered an insider." (Smith 2000)

Another step that Wanous feels strongly about is socialization. The article explains that "Socialization is the process by which a new employee acquires the appropriate knowledge and skills needed to perform an organizational role." (Smith 2000) Socialization is critical because it teaches workers how to perform tasks appropriately. Wanous concedes that socialization is often difficult for generation Xers because they are have to do many other things simultaneously such as gaining familiarity with the company, adjusting to the corporate culture and learning more about the job. (Smith 2000)

Wanous explains that there are three steps to the process of socialization including the following;

During the first step the company clarifies the role of the new employee. This involves explaining to the employee the rewards, punishments and what is expected of him. (Smith 2000) Wanous concedes that the first step is important to the generation X worker because it forces him to look beyond the paycheck and focus on the needs of the organization. (Smith 2000) This step allows management to illustrate to the new generation employee the behaviors that need to be displayed to advance within the organization. (Smith 2000) During this stage managers must exhibit patients and understand that the employee is going through a process. Many corporations use mentors to teach this process to the new employee. (Smith 2000)

During the second step the newcomer is taught the importance of committing to interpersonal relationships and the norms of the organization. (Smith 2000) Wanous explains that generation Xers beliefs' about authority and the way they choose to solve problems may be significantly different than the beliefs of their baby boomer managers. (Smith 2000)

Baby boom managers may want to resort to giving the generation X employee the freedom and independence to make decisions and solve problems. (Smith 2000) The Baby boom managers must also understand that generation X employees might not ever stay loyal to one company. (Smith 2000) Managers have to embrace the needs and cultivate the talent of these individuals so that they want to stay with a company. Xers have to constantly be challenged and rewarded to stay at a company for any length of time. (Smith 2000)

The final step in this process is dependent upon "mutual acceptance and an internalization of organizational values." (Smith 2000) Wanous points out that generation Xers must be given the ability to think independently. Wanous explains, "To foster any long-term commitment, Xer employees need to understand how they fit into the career ladder of the organization. They should feel that they have a part in their own career choices. The management of this transition involves organizational development as well. Socialization does not take place irrespective of group and organizational change. Maintaining old rules and procedures may be counterproductive." (Smith 2000)

In addition to socialization of generation X employees studies have found that many in this generation need basic skills training. Though generation Xers are typically technologically advanced they lack basic math and language skills. (Smith 2000)

In addition, many need to develop non-technical skills such as integrity responsibility and self-management. (Smith 2000)

At the current time corporations must aid in the training of employees so that they can work harmoniously with the baby boom generation. Managers must take into consideration that this generation is filled with individuals that learn quickly and can adapt to situations that are unfamiliar. (Smith 2000)

Many corporations need to create a system of on site training to aid Generation Xers in the development of these skills. (Smith 2000)

Managers must also realize that this generation thrives in environments that are constantly changing. (Smith 2000) Managers must be receptive to the new ideas and techniques for solving organizational problems. (Smith 2000)

In addition, organizations must focus on organizational and career development for generation Xers because this generation likes change and desires to be challenged. (Smith 2000) Wanous Concludes that "This sort of integration helps the firm evolve with its environment, and, with this evolution, the nature of the contract between Generation Xer and the company shifts as well. The employee learns new skill sets, is afforded flexibility and autonomy, and has input in the direction of the company." (Smith 2000)