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4 generations that enrich the labor market

The challenge for organizations is to match these 4 generations for a common objective

There are 4 generations that allow the labor market to be enriched, which contrasts in how diverse and rich in skills and knowledge it is today, however with many differences, the challenge for organizations is to make it coincide for a common objective.

Given that the labor market is multigenerational, there are those who have spent practically their entire lives in a single company, which represents pride, and even an achievement; While other generations think that spending five years in an organization is too long, moving is one of their peculiarities.

Given this, the question arises

What do companies do so that these ways of seeing employment, even with different historical and social times, come together for a common objective?

Companies must know the main characteristics of each of the generations, says El Economista; in order to know what moves them, what their motivations are. Here is an approach to it:

The so-called Generation Z; Also known as Gen Z, it refers to those born approximately between the mid-1990s and the mid-2010s. Although precise dates vary, members of Generation Z are estimated to have been born from around 1997 to 2012.

For them there is no world without technology, since they were born they have had contact with all types of devices, they are an extension of them, their social, work and even family life is based on their use.

They are idealists, perhaps because they lived in a very deteriorated world, which is why they are attracted to socially responsible companies, committed to equality, inclusion and diversity.

Millennials, the “I can” generation born between 1982 and 1994; very adapted to technology. For them, virtual life is an extension of real life.

They believe that constantly developing skills will give them the ability to stay in their jobs, and if they lose their source of income they trust that they will be able to get a job quickly, after three months.

They value the clarity of their career paths in a project or organization, with special attention to opportunities for professional growth and development.

Generation X, the sandwich; It includes those born between 1965 and 1981, during the reconstruction of Europe after the war event. They have not had life at all easy, since, after a turbulent period, having a job was a great challenge.

This generation has had to be in the middle between baby boomers and millennials, they have long-term thinking and want to leave control behind, instead they promote active listening and feedback.

They place great importance on personal recognition and the job position they occupy defines them, as well as their predecessors.

They adapt quickly to changes and are independent, characteristics given by their professional career. In work spaces, they prefer to be in face-to-face interactions.

Generation X has higher levels of satisfaction in their workplace, in terms of their organizational well-being.

And the Baby Boomers, the generation of the digital watershed; 1946 – 1964, we are talking about people who are between 56 and 73 years old, who are characterized by being committed, self-sufficient and competitive.

They are the most experienced in the labor market, in fact, they went through technological change in leadership positions, they trust in teamwork and collaboration.

They have made a great effort to adapt and move to the objective-based work model. To work with them you have to adhere to the rules and their satisfaction is given by the organizational culture.

Their value in offices lies in the fact that they help other generations feel a sense of belonging.

Nothing by segmentation, yes by interests

This analysis of the characteristics of the generations comes from a study carried out by Natura: Team talent: Working with four generations 2024.

The intergenerational strategy of companies, he indicates, has been based on the age of the collaborators; However, for her the focus should be on values ​​and attitudes.

Organizations must manage the combination of ages and backgrounds in teams and departments. To foster intergenerational collaboration, a recalibration of company processes will be required to adequately recognize workers' strengths and promote team success over individual achievement, he concludes.

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