Spelling out the values, motivations of Generation X

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The young generation of new workers has perplexed the marketers who try to pitch to them, the employers who try to hire them, and the Baby Boomers who try to manage them.

This generation of people who range in age from approximately 20 to 35 (most demographers say they were born roughly between 1964 and 1977) have been called "twenty-somethings," Baby Busters, Generation 13, Computer Babies and a host of other labels. But Generation X is the name that has stuck. Many employers have called Generation X lazy, arrogant and disloyal. Others say that those labels are undeserved.

I decided to do some research on the group, since it's having a profound affect on the workplace. I searched the Web and talked to Xers themselves, read college newspapers and a variety of articles and books in the popular press. What I found explodes some of the stereotypes and explains others. But one thing is for sure. Generation X can't be lumped into one category. They are diverse and resist characterization perhaps more than any other generation before them. Here is a snapshot of what I learned:

Where does the name "Generation X" come from?
From a novel written by Douglas Coupland called, Generation X: Tales for an Accelerated Culture, which chronicled the lives of three "twenty -somethings".

How do they think?
They tend to distrust institutions, hate labels and abhor hype (no wonder the cartoon "Dilbert" is such a hit!). Their generation is the first since the Civil War that is expected to have less than their parents--and they know it. They don't expect lifetime employment and therefore they see themselves as free agents on the open market. They see 1/3 of their peers who graduate from college hold jobs that don't require college degrees. (They call it "McJob.") As a result, they tend to think like entrepreneurs (80% of Americans starting their own business are age 18-34). They tend to be independent thinkers, and are more analytical and thoughtful than their parents were. And speaking of the Boomers, they often scorn the stereotypical Baby- Boomers ideals of making lots of money, driving a fancy car and living in luxury.

They also tend to be more skeptical, pessimistic and pragmatic. In addition, they are more comfortable in a high-tech/immediate feedback world since they grew up with MTV, computers, pagers and microwaves. They also tend to think globally rather than locally.

Why do they think that way?
Like every generation before them, they were shaped by the events that influenced their world. As they were growing up, the divorce rates soared--many were latch key kids in single parent homes, which taught them to be self-reliant and independent thinkers. Their belief in institutions was shattered by events such as Vietnam, Watergate and ongoing Washington scandals, the Challenger disaster, assassinations and terrorist bombings. Baby Boomers living in the 80's were accumulating lots of material goods, but Generation Xer's often questioned the price of those achievements. AIDS turned "making love not war" into a deadly activity. And TV brought all the world's violence & scandal into living rooms. They witnessed the erosion of the community and snickered at "I didn't inhale" and "Just say no."

What do they want from jobs & life?
Contrary to popular belief, a Reader's Digest survey showed 74 percent of them agreeing with the statement, "Hard work is the key to getting ahead." 67% of Xers cite their careers as being "very important" (compared to 54% of older adults). They make job decisions based upon the training available to them and seek challenges that will test their abilities. They resist being held back to "earn their stripes" and see it as irritating in light of the pressing need to stay marketable.

They tend to be nostalgic about simple family values and many long for a sense of community. Work isn't everything to them and they seek balance in their lives. They want honesty-especially from those in charge. They also want people to keep their promises and want follow through from those above them. In addition, they want to be taken seriously and to be valued and to be important to the enterprise.

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