What generation was born in 1991
Generational models - subject to deviations
The generation models - that is, the division of generations according to birth cohorts (see info box) - goes back to a study entitled “Generations at work” from the year 2000. The authors of the study differentiate between baby boomers (born between 1943-1960) and Generation X. (born between 1960-1980) and Generation Y (born between 1980-2000), also known as millennials. They are now followed by Generation Z, who were born after 1995. The differentiation according to age groups provides valuable information, the subsequent typification is the refinement of the whole. And it becomes clear: There is the 65-year-old Y-ler, but also the 23-year-old Baby Boomer.
A look at the generation models is more than exciting for HR managers, because there are employees between 16 and 67 years old on the job market. The oldest were born around 1949, the youngest at the turn of the millennium. In between there are around 50 years, four generations and, above all, different ideas about work and work life.
Score with flexibility and freedom
What distinguishes everyone born after 1980 is their affinity for PCs, mobile phones and social media. The members of Generation Y are the first digital natives and have already fundamentally turned the job market upside down with requests such as home office and flexible working hours as well as their natural use of social media. Fixed working hours are unattractive for them. Instead, they value flexibility and are ready to work after work or on the weekend. In this generation, work and leisure merge. There is a great desire to work independently.
Generation Z, on the other hand, has a completely different thought pattern. She prefers the strict separation of work and private life. The second generation of digital natives is highly technical, a life without smartphones and social media is practically inconceivable, but they deal with it completely differently than the generation before them. They react with pure serenity to the flood of online information and the possibilities of being able to communicate and work at any time and in any place - but they also clearly set themselves apart. Generation Z in particular cannot be tempted with offers such as home office. Their representatives prefer to work in the office and are then no longer available after work. What Generations Y and Z have in common, however, is a shorter length of stay in the company. Compared to older generations, both are much more open to changing employers more frequently. This is also a growing challenge for HR managers.
Other interesting aspects are the topics of pensions and financial planning. According to current studies, these are becoming more and more important. Nevertheless, company pension schemes or other remuneration packages for 16 to mid-30s are only interesting in the second step. You want to enjoy life in the here and now and not necessarily save for old age. Since the representatives of generations Y and Z like to plan and make decisions in the short and medium term, incentive systems with individual options are a real asset for them - and additional motivation.
The trend is towards more flexibility in company fringe benefits and, above all, towards soft factors such as in the area of company health management, for example company health insurance or sports courses, or time, for example in the form of additional vacation days. Although you can convince the digital natives with a company cell phone or a salary increase, flexibility and freedom in the form of sabbaticals, or with parental leave and childcare are even better. This way, companies can really score points with younger employees.
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