The work force in transition: How to attract talented Gen Xers

May 1, 1998 12:00 PM, Donna Davis

About a decade ago, management across America was briefed in droves on work force predictions for the year 2000. I remember leaving such a session shaking my head in disbelief. Having just entered into an industry decline with massive lay-offs lurking, how could I conceive of (let alone prepare for) work-force shortages, the aging of America and Generation X?

Today I not only believe, but am also experiencing firsthand the effects of a work force in transition. Unemployment is at a record low at less than 5 percent. The demand for information technology (IT) professionals is at an all-time high. That is the good news.

As for the bad news, our universities are conferring fewer information technology bachelor's degrees. We are working a longer work week than our parents. The demand for a highly skilled work force is outpacing the supply, and some of our nation's largest corporations are posting financial losses as a result of labor shortages.

But all is not lost. Smart, candid, unafraid of technology and unconstrained by bureaucracy, Generation X can provide the necessary expertise for success in the next millennium. They were billed as our saving grace 10 years ago, and we recognize their value now.

Here's what the experts say about Generation X. Born between 1965 and 1977, this talented IT-enabled population has a different view of work-life than their predecessors, the Baby Boomers. Baby Boomers were taught to work hard, get promoted, and retire comfortably. Generation X, however, subscribes to a different work philosophy - specifically, work is apart from life, and work should be fun. Generation X is not driven by incremental salary increases and promotion to management. Neither are they too concerned with long-term employment nor retirement. Rather, they seek personal growth through empowerment, independence and mentoring. They are loyal to growth, rather than to a company.

As a result, leaders are challenged to compete for Gen Xers. Attracting this group of young talent requires a comprehensive approach to employment, including: n leadership development; n challenging assignments and project rotation; n systematic technical skills training; n casual and friendly work environment; n peer-to-peer and team performance evaluations; n innovative work-life programs; n competitive compensation; and n recognition and respect.

We must recognize the needs of a diverse work force, as well as the need for a diverse work force. And to those who still think the younger work force will change to fit an existing employee mold, change your mind-set quickly! The new generation demands more than a good salary and benefits package. Remember: IT labor is a seller's market.

Addressing computer and information security issues that impact security professionals, the column provides solutions to contemporary business challenges. The author, Donna Davis, is manager of security services and information systems security for Northrop Grumman Corp.'s Electronic Sensors and Systems Division.

Want to use this article? Click here for options!
© 2012 Penton Media Inc.

This month in Access Control

• Targeting The Customer
• Electronic Pedigrees
• One Hero Among Many
• Who? What? When? Where? Why?
• More from September's issue