MANAGING GENERATIONAL DIFFERENCES [2.8.

11]
Like any workplace, the behavioral health organization should be aware of generational differences
among workers, and how these differences affect management practices. While little guidance exists
specifically for the behavioral health field, the field’s need to address generational issues is particularly
acute.

The National Association of Social Workers, for example, reported in 2006 that half of all social workers
in the behavioral health fields were over 50 years old. The association’s report notes that it will be
critical to recruit new workers as the older workers retire.

This need to recruit younger workers creates potential for workplace relationships that might be
unfamiliar to older, more experienced workers. As the field moves from a one-on-one care model to
team-based models, older, more experienced workers are increasingly likely to be working side-by-side
with younger, less experienced workers. Marla Weston, in her examination of generational issues in
nursing, notes that Quality Improvement initiatives further the need for teamwork and often put younger
workers in the position of supervising older, more experienced workers. She further observes that the
increasing reliance on computer technology often inverts hierarchical relationships, with older workers
going to younger workers for assistance in using technology.

In order to recruit and retain workers, it is important therefore to consider the unique characteristics of
the four generations in the workforce, commonly thought of as: 

 Baby Boomers (1946-1964)

 Generation X (1965-1980)
 Generation Y/Millennials (1981-2000)  
 Post-millennials, sometimes called Generation Z (After 1990). There is some overlap between
Generation Y (Gen Y) and Generation Z (Gen Z). 

As more baby boomers work past retirement age and tech-savvy millennials enter the workforce, the
stark differences in the values, communication styles, and work habits of each generation will likely
become increasingly pronounced. Supervisors must be ready to take on the challenge of integrating
newer workers, while respecting the seniority and experience of older ones. Each generation brings its
own view of the world, with varying experiences, perspectives, ethics, and values. Generational conflicts
in the workplace can arise based on these differences, sometimes causing managers and employees to
identify with their own generation and blame other generations for problems. To avoid such conflicts,
supervisors should keep in mind the characteristics of these four generations.