In Corporate America, business analysts have discussed "work/life balance". It was assumed that there was a neat separation between work life and private life. An employee would punch in to work for eight hours, then punch out to enjoy their personal pursuits or leisure. The common mentality was "working for the weekend", as if work life had to be endured, or, personal enjoyment had to be delayed, until the five o'clock whistle blew on Friday afternoon. This mentality survived decades, from the industrial revolution in the 19th Century, right through the American cultural and post-modern data revolutions.
This mentality was instilled into the psyche of Traditionalists, Baby Boomers and Generation "X"ers. The separation between work and play became the ritual and the beat of life for most of us. We all drew comfort from punching out from work and breathing the sweet air of freedom outside our place of employment. We can, in part, thank Generation "Y" and the Millennials for a gradual shift in corporate culture; one that has presently come to dominate upper management in many progressive companies.
The senior generations were content to unplug at five and leave their burdens at the office. However, the Millennials are constantly plugged in, 24/7. To the horror of their elders, the Millennials want, no, they demand, to be engaged according to their 24/7 schedule. Sitting in a cubicle for long stretches of time might be tolerated for a while, but the Millennials look at life differently. They demand meaning to life, a holistic integrity of living in the Now!
Life should be a tapestry, where each stitch, be it work or leisure, intertwines to create the sacred whole. The technology of the 21st Century enables 24/7 engagement. Cell phones, tablets, Skype and Twitter keep us plugged in continuously. Thoughts flow both inside and outside of normal working hours. The Millennials want the value of their ideas to be respected and their contributions acknowledged by the management team. No longer do they accept time served in a cubicle to be the benchmark for their promotion and advancement.
A new paradigm is emerging. Concepts that once seemed cutting edge, such as working from home or flex-time have morphed into total engagement. Seasoned employees have long kept a desire of doing what they love and loving what they do secretly hidden in their hearts. As time went by, they began to lose hope that this could ever be a reality. Competition between the generations has grown to where senior workers feel neglected and alien within their company. Company loyalty has long been a strong suit of the senior generations. Shouldn't they be allowed to coexist, while contributing according to their own time-honored mentality of work/life balance?
The seniors are not to be blamed for feeling betrayed, as long as upper management makes the ideal of youth the manifesto and requirement for corporate citizenship and caters to the Millennials while neglecting competencies of the elders, who, as a group, helped build the company into the success it is today. To truly succeed, a company must combine the best of both worlds, so to speak. Most senior workers would relish being mentors and would gladly support the younger workers, while continuing to contribute their wisdom and talents.
Total engagement is a worthy concept easily adopted by the Millennial generation. But, total engagement hardly works within the structure of the nine-to-five office routine. Concessions should be made for both those willing to work 24/7 and those who are comfortable working the standard office hours and then clocking out. Both groups should be included as honored and valued employees.
I hope corporate managers have ears to hear and the will to collaborate with all generations to improve communication and bring all employees together. It's taking the seniors longer to grasp the concept of total engagement. To many, it's alien and an intrusion into their life after the five o'clock swipe at the turnstile. But, corporate management must include everyone in the culture and vision for the future. If they don't, sooner or later, most seniors will see who's driving the corporate bus and either disengage or hop off the bus at the next convenient stop.
Alfred Voto, M.Msc.
This mentality was instilled into the psyche of Traditionalists, Baby Boomers and Generation "X"ers. The separation between work and play became the ritual and the beat of life for most of us. We all drew comfort from punching out from work and breathing the sweet air of freedom outside our place of employment. We can, in part, thank Generation "Y" and the Millennials for a gradual shift in corporate culture; one that has presently come to dominate upper management in many progressive companies.
The senior generations were content to unplug at five and leave their burdens at the office. However, the Millennials are constantly plugged in, 24/7. To the horror of their elders, the Millennials want, no, they demand, to be engaged according to their 24/7 schedule. Sitting in a cubicle for long stretches of time might be tolerated for a while, but the Millennials look at life differently. They demand meaning to life, a holistic integrity of living in the Now!
Life should be a tapestry, where each stitch, be it work or leisure, intertwines to create the sacred whole. The technology of the 21st Century enables 24/7 engagement. Cell phones, tablets, Skype and Twitter keep us plugged in continuously. Thoughts flow both inside and outside of normal working hours. The Millennials want the value of their ideas to be respected and their contributions acknowledged by the management team. No longer do they accept time served in a cubicle to be the benchmark for their promotion and advancement.
A new paradigm is emerging. Concepts that once seemed cutting edge, such as working from home or flex-time have morphed into total engagement. Seasoned employees have long kept a desire of doing what they love and loving what they do secretly hidden in their hearts. As time went by, they began to lose hope that this could ever be a reality. Competition between the generations has grown to where senior workers feel neglected and alien within their company. Company loyalty has long been a strong suit of the senior generations. Shouldn't they be allowed to coexist, while contributing according to their own time-honored mentality of work/life balance?
The seniors are not to be blamed for feeling betrayed, as long as upper management makes the ideal of youth the manifesto and requirement for corporate citizenship and caters to the Millennials while neglecting competencies of the elders, who, as a group, helped build the company into the success it is today. To truly succeed, a company must combine the best of both worlds, so to speak. Most senior workers would relish being mentors and would gladly support the younger workers, while continuing to contribute their wisdom and talents.
Total engagement is a worthy concept easily adopted by the Millennial generation. But, total engagement hardly works within the structure of the nine-to-five office routine. Concessions should be made for both those willing to work 24/7 and those who are comfortable working the standard office hours and then clocking out. Both groups should be included as honored and valued employees.
I hope corporate managers have ears to hear and the will to collaborate with all generations to improve communication and bring all employees together. It's taking the seniors longer to grasp the concept of total engagement. To many, it's alien and an intrusion into their life after the five o'clock swipe at the turnstile. But, corporate management must include everyone in the culture and vision for the future. If they don't, sooner or later, most seniors will see who's driving the corporate bus and either disengage or hop off the bus at the next convenient stop.
Alfred Voto, M.Msc.
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