For the first time in history, there are four generations making up the US workforce. This is the first perspective article of a series that will highlight these diverse generations and their professional mindsets. Representing 37% of the total, baby boomers are valuable team members with extensive experience and skills. By understanding their mindset, organizations can effectively motivate them.

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The Mindset of Baby Boomers
& How to Effectively Engage Them
‐ by Sami L. Barry
For the first Fme in history, there are four generaFons making up the US workforce. RecruiFng, moFvaFng and
managing these individuals with diverse perspecFves, work ethics and career ideals can be a challenge for many
organizaFons. Therefore, understanding each generaFon’s aPtudes, behaviors, strengths and moFvaFonal bu8ons
can assist you to effecFvely integrate these aPtudes in your workforce and to build teams that are producFve and
cohesive.
Baby Boomers represent a significant porFon (37%) of this diverse US workforce. Born between 1943 and 1964, these
individuals are the most likely of all of the generaFons to hold management posiFons, which makes it even more
criFcal for organizaFons to understand these professionals. The first step in knowing how to engage these employees
is to learn what historical events in US history affected their growth and helped to shape the kind of person they are
today, personally and professionally. From those answers, you can then comprehend how to conFnually engage them
as producFve, valuable members of your organizaFonal team.
Simply understanding how the baby boomers within your organizaFon think and feel about work and their careers,
and implemenFng ways to moFvate them, can have a tremendous impact on their performance. With the knowledge
and experFse baby boomers possess, organizaFons that leverage the strength and skill sets of this generaFon will
experience sustained success long aYer these professionals reFre.
Personal Characteristics:
Historical events that
✤ Confident
shaped their early lives:
✤ OpFmisFc
✤ Independent Civil Rights Movement
✤ Challenge rules Cold War
✤ Family‐oriented Space travel
✤ Status conscious Vietnam War
✤ Work / Life balance tends to Fp toward work Social unrest
✤ Value personal growth and social involvement Nixon / Watergate
✤ Challenge authority and rebel against convenFon Television
✤ Generally anF‐establishment and anF‐government

2. Professional characteristics:
✤ Goal‐oriented ✤ Like to be acknowledged by raises and promoFons
✤ Career‐Focused ✤ Define themselves by professional accomplishment
✤ Team OrientaFon ✤ Prefer face‐to‐face communicaFon and in‐person
✤ Respect hierarchy meeFngs
✤ Respond well to coaching ✤ CompeFFve because they equate work and posiFon
with self‐worth
✤ AccommodaFng of technology
✤ Possess strong loyalty to their employers as they feel a
✤ Prefer a consensual leadership style
sense of belonging and dedicaFon
✤ Internalized strong work ethic (workaholics)
what are the keys to engaging baby boomers?
First and foremost, give them attention and Baby Boomers want to be involved in all
recognition because they are motivated by decisions at all stages. They appreciate
being valued and needed. transparency and democracy in decision‐making.
Specifically, you should consider the following: Baby Boomers respect employers with
Baby boomers are often motivated by their established policies who play fair. The parents of
position and authority. They prefer Ftles and boomers were from a generaFon that had a strong
employer/employee commitment. This upbringing has
authority commensurate with their responsibility.
made it desirable for baby boomers to work for
Baby boomers seek meaning and balance and companies that are loyal to their employees and value
mentoring other generations is appealing to hard work and years of dedicaFon.
them. Furthermore, their experFse could be the most Baby boomers want opportunities for post-
powerful on‐the‐job training for your other employees.
retirement employment. A new phenomenon is
Mentoring others is a way they can share their
occurring in which baby boomers coming upon
experiences and transfer their knowledge, thus building
tradiFonal reFrement age either cannot afford to stop
the skill sets of other employees.
working or feel that their lives may be less fulfilling
Baby Boomers like to work on team projects without work. Therefore, they are interested in acFve
reFrement or flexible, part‐Fme arrangements.
with their colleagues. Allow them to parFcipate in
Employers should take advantage of this mindset and
associaFons and conferences that help them to
tap into their experience and skill sets on a flexible
maintain their professional connecFon with their peers.
basis.
Baby Boomers like challenging assignments.
Baby Boomers seek opportunities with short-
They want to work on projects that can gain them
recogniFon and that make a difference to your term financial rewards and long-term financial
organizaFon. security. Offer them reFrement, 401(k), pension, and
stock plans.
Sami L. Barry performs Strategic Market Development for Helbling & Associates, a retained execuBve search firm specializing exclusively in faciliBes
management, construcBon, real estate and engineering. She is a member of the Washington Building Congress and the Green Building Alliance.
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