Utilizing Baby Boomers

As workplaces become increasingly age-diverse, placating, leveraging, and utilizing different perspectives and goals will be a tightrope that organizations must navigate. Individuals of more recent generations have different work values than individuals of the Silent and Baby Boom generations (Hansen, Leuty, 2012). The Silent generation becomes smaller and smaller each day, making it less of a factor for organizations. Currently, Traditionalists make up less than 2% of the workforce. However, Baby Boomers still comprise 25% of the workforce (Purdue Global University, 2022). Each generation has diverse goals and views. It will be necessary to define these differences to ensure that organizations can leverage and elevate each generation and maximize return on investment regarding human capital. In January of 1963, the Newport News Daily Press warned of a tidal wave of college enrollment as the “Baby Boomers” grew up (Thompson, 2018). This was the first known time that the words “Baby Boomers” were used to describe this generation. The Baby Boomer Generation is known as the “Cultural Revolution” generation because of their rebellious attitudes toward authority and traditional values. This generation valued innovation, self-expression, and personal growth over tradition and conformity. Baby Boomers tend to be diligent on the job and prefer a stable working environment (Loomis, 2000). Although more and more baby boomers are retiring each day. Organizations must still leverage this workforce segment to continue growing and expanding. Organizations must utilize each workforce member to compete in this competitive market. An effective way of ensuring that each generation is utilized is by implementing a 360-degree feedback process. A 360-degree feedback process involves soliciting employee opinions, suggestions, and ideas from all levels of the organization on improving their work environment (McCarthy & Garavan, 2001). This ensures that employees feel heard and respected regardless of their position or level. The 360- degree feedback process can leverage each generation’s value at every level within an organization by helping to identify gaps in communication and understanding.

Although their influence is fading, Baby Boomers still make up a valuable portion of the workforce. This group has a unique set of values, expectations, and skills that make them an essential asset to any organization. Organizations must continue to leverage this group and maximize their value.

Hansen, J. I. C., & Leuty, M. E. (2012). Work values across generations. Journal of Career Assessment, 20(1), 34-52. Loomis, J.E. (2000), Generation X, Rough Notes Co., Indianapolis.

McCarthy, A. M., & Garavan, T. N. (2001). 360 feedback process: Performance, improvement, and employee career development. Journal of European Industrial Training.

Purdue Global University, (2022). Generational Differences in the Workplace. https://www.purdueglobal.edu/education-partnerships/generational-workforce-differences-infographic/

Thompson, A. (2018). How Baby Boomers, Generation X, and Millennials Got Their Names. Mental Floss. https://web.archive.org/web/20181010015756/http://mentalfloss.com/article/542159/how-generations-named-baby-boomers-generation-x-millennials