In a two-part series, I want to explore how people’s definition of, and approach to, work is changing. For some, it’s about reconsidering how they work (discussed here). For others, it’s about what they choose to do as work (discussed next time).
There’s not going to be another year like 2020 in our lifetimes, I predict. Or maybe I just hope desperately. The impact to the world economy, the ongoing widespread health crises, the upheaval of our personal routines and definitions of normalcy . .
The pandemic impacts men and women differently, and perhaps not in the ways you might expect. Some of those differences are related to each gender’s roles in society, and some to do with how men and women react to and process situations.
Generation X executives may struggle more with first-time management challenges than any generation before them. Baby Boomers have also wrestled with the needs of an intergenerational workforce, globalisation of the economy and the digital era. But understanding the needs of a global workforce have become increasingly complex. To recruit and retain a more diverse and more distributed workforce requires understanding and meeting a vaster range of employment preferences of current and potential employees. It can impact decisions from traditional benefits to office arrangements.
Why understanding the
needs of a global workforce is
Jeff Bezos is, at the time of this writing, the wealthiest person in the world. Born in 1964, Bezos is on the cusp of Baby Boomers and Gen X. Some say Gen X started a year or two later, so you can find whichever definition you want to claim him or not. But you can’t deny the changes Amazon has brought to consumers and businesses, and Bezos aside, you can’t deny that Gen X is driving change in organisations more generally. The founders of Google were both born in 1973. Sheryl Sandberg, COO of Facebook, was born in 1969. Jack
A recent Google search for the keywords “Baby Boomers” yielded 15.9 million results, while “Millennial” produced 264 million hits.
And a search for “Gen X”? 421 million hits.
It may be the only popularity contest Gen X has ever won. The so-called “slacker generation” has long suffered a reputation as underwhelming, without notable ambition or purpose. Since the proliferation of the Gen Y influence, they also are in between two much bigger, much more influential groups. On the other hand, those Google results might reflect some broader metaphor – the Gen X influence is far disproportionate to their number, and their impact