Generation X has been written off as the “slacker generation” — apathetic, cynical and anti-establishment in its outlook. Like members of other generations before them, most Gen Xers have adopted a stronger affiliation for stability and tradition as they’ve aged. But their unambitious reputation may be holding them back in the workplace; new data reveals that Gen X members are overlooked for promotions at higher rates than their millennial and baby boomer counterparts. In fact, in late 2018, we found that in the previous five years, the majority of Gen X leaders (66%) had received only one promotion or none at all.
Gen X workers — who are now in their late 30s to early 50s — should be at the peak of their careers. However, many baby boomers are deciding to stay in the workforce much longer than previous generations, which may be affecting Gen X’s opportunities to advance. At the same time, companies are focusing a lot of effort on nurturing millennial talent in the face of changing work habits and values.
As a result, Gen Xers often play
an underappreciated role in the workforce.
BEARING THE BRUNT
Gen Xers in both first-level and midlevel positions manage seven direct reports on average, in comparison to only five direct reports for millennials holding a management role at the same level.
Gen X is also playing a critical role in bridging the digital divide. While millennials are often thought of as particularly digitally savvy, Gen X leaders are just as confident in their digital leadership capabilities. They also excel in traditional leadership skills.
REACHING A BREAKING
POINT
Nearly 1 in 5 Gen X high-level managers indicated that their intentions to leave have increased in the last year, a significantly higher proportion than millennials and baby boomers.
As millennials and Gen Xers start to compete for the same roles, companies risk losing many of their highest performing employees. Here are three things organizations can do to retain and develop their Gen X employees:
— PERSONALIZE LEARNING AND DEVELOPMENT: Personalization is essential in a multigenerational workforce because individual skills and development needs vary widely across generations.
— PROVIDE GEN X LEADERS WITH MORE EXTERNAL GUIDANCE: Gen Xers crave insight and knowledge from mentors outside their organizations. Employers should invest in helping Gen Xers participate in professional organizations and industry conferences to foster new relationships.
— USE DATA TO ADD OBJECTIVITY IN HIRING AND PROMOTION PRACTICES: A manager might unfairly assume that a millennial would be a better fit than a Gen X leader for a digital marketing position. Assessments that measure leadership capability and potential can help organizations be more objective in their hiring practices.
Challenging generational stereotypes while fostering development and mentorship opportunities among multiple generations of leaders will ensure a longer, healthier pipeline of talent for organizations. Those that do all this successfully will be better prepared when Generation Z enters the workforce.
