It seemed like things were finally looking up for Generation X. After years of getting the short end of the stick, the Baby Boomers were finally beginning to retire and Gen X-ers were next in line for the top jobs and then the economy began to unravel. Along with massive layoffs, many Boomers chose to stay in the workforce thanks to the beating their 401(k)s had taken and now there are those chirpy Gen Y-ers nipping at their heels between ill-advised tweets about how their boss (probably a fellow Gen X-er is “lame-o extrem-o.” The fact is, Gen X-ers won’t ever get a break; they’re called the “Prince Charles Generation” for a reason.
As I discussed in my previous blog entry on Generation Y, generations tend to be defined by the world, cultural, and economic events that happened as they came of age. In that first post, I mentioned that Gen-X was shaped by the economic uncertainty of the 70s and 80s. This is certainly significant, but there are more factors at play than simple economics.
One important factor to consider is that Generation X, born between 1963 and 1975 (depending on whom you talk to), grew up with much higher divorce rates and more families where both parents worked than any previous generation. Some say this isolation from one or both parents accounts for the irreverent and independent attitude we associate with Generation X. It would certainly explain why there are so many entrepreneurs among the X-ers; can’t depend on mom and dad for dinner, can’t depend on GE to give me a job for 20 years.
If Generation-Y’s defining characteristic was uncertainty or randomness, Generation-X’s defining characteristic is the seeds of uncertainty. Think of the historical/cultural events of the 70s and 80s; the first massive layoffs took place, once dependable manufacturing jobs began to go overseas, the Iranian hostage crisis, the end of the Vietnam and the genocide in Cambodia that followed, the inner cities of the United States began to crumble. These are not events that instill confidence in institutions and traditional places of refuge.
However, this uncertainty and distrust for traditional sources of stability (parents, the government, etc.) is a source of strength for Generation-X. Lampooned for their surly, sarcastic, moping ways as teenagers, they have learned something approaching a rugged do-it-yourself attitude in adulthood. Just as they muddled through making an after school snack as “latch-key kids” they had the same gumption to muddle through starting their own business, getting laid off, finding a newer or better job. Generation X doesn’t trust in anything but themselves (and perhaps the internet).
You may be wondering how all this relates to acquiring and retaining top Gen-X talent. I wrote in my last post about how to retain and attract Gen-Y workers and limit their job jumping ways. Well, if you’re worried about a bunch of entry-level whippersnappers with “Social Media” and “Web 2.0” all over their resumes jumping ship once the economy improves (I have a LinkedIn account, hire me to run your Social Media marketing effort!), see how fast your competitors start courting your Gen-X talent because they have stuff like experience and managerial acumen. This is a great way to lose the guts of your organization.
Calling Gen-X the “Prince Charles Generation” is a great way to encapsulate the “waiting in the wings” aspect of this generation. They’re waiting for their parents to retire from business and politics. However, Prince Charles won’t get recruited to be King of Norway out from under Her Majesty’s nose, but your Regional Director of Sales might get a call about that VP job at your competitor some time soon. Do you want to be the one making those calls or do you want to be the one getting your under-appreciated middle managers’ letters of resignation? Generation X doesn't wait for someone else to take care of them; they do it themselves.
