The New Rules of Engagement for Boomers, Echo Boomers in the Workplace During Harsh Economic Times


Inspiring Generational Workers to Achieve Their Best Can Help Guarantee Company Survival, Success


New York, NY. February 16, 2011 — Understanding the needs and motivations of a multi-generational workplace is more critical than ever to achieving full worker engagement during this uncertain economy. To outperform their competition, companies must use distinct communication strategies to increasingly engage Boomers and Echo Boomers, advises Madison Performance Group.


Madison Performance Group is the worldwide leader in developing employee engagement and sales incentive marketing programs for Fortune 1000 corporations, including CA, Citigroup, Kawasaki and Siemens. The firm implements customized strategies to motivate workers, applying proprietary sales and marketing techniques to maximize their success.


Echo Boomers account for one-third of the U.S. population. Born after 1982, they are the children of Baby Boomers and represent the next dominant generation of Americans. Echo Boomers, 80 million strong, are the first generation to grow up with computers at home and were plugged into the Internet revolution from the start. This powerful generation is now entering positions of authority, and is in the unique position of competing with their “parent’s” generation in the workplace.


“Boom and Echo Boom labor forces are separated by decades of notable technological, cultural and historical experiences,” notes Mike Ryan, Senior Vice President of Marketing and Client Strategy, Madison Performance Group. Ryan emphasizes, “The real distinctions are their unique value sets and how they influence what they are looking for from employees in regards to emotional compensation. To confront this generational divide, management must recognize their inherent differences, and apply recognition methods that resonate with each group.”


Nurturing the emotional and intellectual commitment of both Boomers and Echo Boomers simultaneously, is achievable, Ryan assures his Fortune 1000 clients. “It’s all in the positioning. Younger people want their bosses to recognize and acknowledge when they take on new initiatives. Companies should build on their sense of self reliance and use recognition to reinforce their quest for personal independence.


Mature workers want to be respected and rewarded for their loyalty, leadership and service to the company and community. “Think stature,” Ryan says.


While the U.S. has been bouncing back and experiencing some recovery, Ryan urges business leaders to continue to rev up Boomer and Echo Boomer communications in order to maintain their engagement during the uncertainty that lies ahead.


Having been in the workforce for a lengthy period of time, Boomers are looking for more mental fulfillment. Many Boomers are contemplating the next phase in life and might lose intellectual curiosity - show them that their work is still fascinating.


Supervisors need to partner with Echo Boomers to help leverage their entrepreneurial instincts and be seen as the enabler and not an obstacle, which can lead to their increased workplace involvement and productivity. Employers should personalize the corporate environment as a friendly, welcoming family and home for Echo Boomers. “Seasoned supervisors know the importance of positioning the firm as family,” Ryan believes. “Jobs will then take on new dimensions for Echo Boomers, demanding more of their engagement, attention and loyalty.”


To reinforce the loyalty of Boomers, employers need to demonstrate that their current and future contributions add to their stature within the firm. “Remind them that success is mutual - for them and the firm,” Ryan suggests. “Not only will Boomers become more loyal, they will also become great advocates of the company.”


calls on employers to gain insight into the two generations and use distinct communication strategies to encourage their engagement. “As a result, these employees will continue to play an integral role in positively impacting the company’s reputation and productivity during these uncertain times,” he concludes.



Media Contact: Gina Jessica Smith Marketing Director 212.419.1388 gsmith@madisonpg.com


About Madison

As a global leader in Social Recognition, Madison provides enterprise-class organizations with employee recognition, incentives and service anniversary programs designed for the needs of today’s ever-changing workforce. Madison’s recognition strategy focuses on making managers mentors, reinforcing a sense of belonging, celebrating personal and professional milestones and emphasizing inclusion and diversity.


For more information: Madison Email: info@madisonpg.com Phone: 866.535.2543 Fax: 212.308.0646 www.madisonpg.com


ABOUT THE COMPANY

Madison creates cultures where employees love to work, learn, connect & succeed. 

 

As a global leader in Social Employee Recognition, Madison delivers intuitive and multi-faceted Recognition, Incentive, and Service Anniversary programs powered by Maestro, our uniquely configurable cloud-based SaaS technology.

With Maestro, our clients use social employee recognition to strengthen the bond between managers and their teams; and the relationship between employees and their companies.

CONTACT

18 East 41st Street

New York, NY 10017

212-758-4385

info@madisonpg.com

  • facebook_icon
  • twitter_icon
  • linkedin_icon
  • instagram_icon

MADISON | Copyright ©2020 | All Rights Reserved | Privacy Policy | Terms & Conditions