Marianne Levinsen is head of research at Fremforsk – center for future research and has worked for more than ten years with generational categories, including how the individual generations differ in terms of e.g. lifestyle, purchases, value sets and technology use. The extensive research on the subject has materialized in the book 7 generations – values, consumption and way of life now and in the future, which, among other things, contains extensive knowledge about generation X, Y and Z – the generations that take up the most space in the labor market right now.
– In a historical perspective, there has always been a discussion about differences between generations. It is basically an American phenomenon, where generations were originally thought of as being 25-30 years apart. The division I have made is based on well-known “theory”, which I have built on. Among other things based on times when major technological changes and breakthroughs have occurred. The “generational theories” are not definitive, but a way of defining people who have a common starting point, says Marianne Levinsen and continues:
– The basic idea in the concept of generation relates to the fact that the conditions and the society you grow up in – with, for example, different technology and music – help to shape us as people. It says something about our value set and what is important in our world. And then it is extremely important knowledge to be in possession of, with a view to understanding each other across generations, so that we gain a greater understanding of each other’s starting points and do not misunderstand each other. From a managerial perspective, it is therefore also highly relevant information.
Generation X (born between 1967-1979)
Generation X is the first real “desire generation”, as during this time period people gained access to the contraceptive pill and free abortion. The X’s have had a different childhood than previous generations, with fewer siblings and their own room in the detached house. And they have been exposed to a freer upbringing and pedagogy. For the first time in history, children do not have to “adapt” to adults, and this means that they have become more self-confident and more outgoing. They have had to find their own way through education and work, and have learned to do things “my way”. Results are more important than job titles, and they are most often individualists, both as employees and managers – and they are the generation that is “in power” today. They have learned to use technology, but they are not digital natives like the following generations. They are also not afraid to break old traditions and put themselves on stage.
Generation Y (Born between 1980-1989)
Generation Y is the first generation where almost everyone was a kindergartener. This means that it was only at this time that women had fully entered the labor market. From the start, they have learned to join many different communities and groups. They have grown up in a happy and positive society and have lived in a carefree time. They are optimists and want to save the world. And then they have been told that they just have to have a good and long education, and then they can choose what they want. They are big consumers (the Sex and the City generation) – and maybe even on credit. But the financial crisis hits them like a beam in the head, and not everything has turned out as they were “promised”. Some of them have had to fight for a place on the labor market.
Generation Z (Born between 1990-2001)
The young people of Generation Z belong to a generation that is part of the great family democracy. They are the first to really have a high degree of co-determination rights in relation to a large number of aspects in their lives. They have grown up with the internet, gaming and have received everything digital with their mother’s milk. In schools and daycare centers, they have been used to individual curricula – and this is something they also expect in the labor market. However, the Z’s were also affected by the financial crisis, and quickly became realists. They clearly feel that they are in a competitive situation and that they must perform. And so they have worked hard to qualify.
Similarities between Y and Z
If you look at the three generations under one, however, it is the Y’s and the Z’s that have the most common characteristics. And if you are the leader of a Y’er or Z’er, there are a number of conditions that you should pay special attention to.
– The two latter generations are more similar to each other than they are to the X’s. They are even more independent and confident, and don’t mind many rules. And so it is hugely important for them to make a difference – especially the younger ones. In the labor market, they expect that things are visible to them and that there is a plan for them. They are a bit stressed and would like to have a nice title and something to be proud of, explains Marianne Levinsen and continues:
– In addition, the Y and Z will demand individual feedback, and they expect sparring with both the boss and like-minded people. The younger you are, the more natural you see it with individual feedback. The elderly, e.g. X-ers and previous generations, are a little more afraid of feedback and see it as something negative. It is really one of the challenges in the relationship between the younger and the older.
The values must be in order
For generation Y and Z, there is also an even greater focus on community and having someone to play with.
– On the labor market, they are attracted by the good offers, but it is the relationships that keep them. Good relationships with colleagues and managers, good values and a healthy organizational culture are more important than much else. And then they are not nervous about breaking with the company or the relationships if something is bad. If you manage these people, you cannot adopt a pure “labor approach”, otherwise you risk losing them. They want to be motivated, and they demand that you understand them as people. And then they want balance in life, between family and career – they don’t just grit their teeth, she concludes.
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Interview with: Marianne Levinsen is head of research at Fremforsk – center for future research
Written by: Scandinavian Executive Institute
