While sensationalized news headlines have labeled millennials and Generation Z as “easily offended slackers” for the last decade, the reality can be markedly different. Like older generations, young people have preferences, values, and ideologies associated with the workplace. As a professional association, you should aim to understand and acknowledge these differences while creating an interconnected community.
This guide will explore the key differences between each generation’s workplace values, how these preferences apply to your association, and tips for personalizing your outreach. Let’s begin.
1. Understand differing goals and values.
Each generation holds different values depending on when and how it was raised. This is why Protech recommends using a CRM-based association management system—these tools allow you to track member interactions and preferences, create segments, analyze outcomes, and manage operational tasks all in one place.
Your CRM will track your members’ specific and unique preferences and career goals. However, it can also help identify broader trends across the four generations in today’s workplace:
- Baby Boomers (1946-1964): Boomers have been in the workforce for decades, and many value traditional hierarchy and structure. Hard work and dedication are seen as the ultimate markers of a good employee, often equating to long hours at work and loyalty to the business.
- Generation X (1965-1980): Gen Xers entered the workforce in the internet age, and they value technology’s role in workplace efficiency. Also known as the “latchkey generation,” Gen X values their independence, pragmatism, and skepticism. They appreciate autonomy and value straightforward communication, productivity, and efficiency.
- Millennials (1981-1996): Millennials are known for being tech-savvy, socially conscious, and educated. They often seek meaningful work for companies that align with their personal beliefs and values and appreciate collaborative workplaces with open communication. While millennials are usually eager to learn and develop professionally, they also prefer flexible work hours and formats (e.g., hybrid or remote work).
- Generation Z (1997-2012): This generation of digital natives was the first to grow up with the Internet and smartphones, which means they are very receptive to social media and SMS communications. Gen Z values diversity and inclusion, stability, financial security, and work-life balance in the workplace.
Remember that each of these generations is in different phases of their careers, which can impact their communication style, conflict resolution skills, professional development goals, and level of influence at their jobs. When engaging your members, keep these differences in mind. For example, a Gen Z member will likely be more interested than a Baby Boomer in your course about assertiveness in the corporate world.
2. Tailor communications.
You can personalize your communications once you understand broad generational differences and your members’ preferences. While you can’t write unique messages for every member, you can ensure members receive targeted communications that align with their generation’s goals, interests, and preferences.
Start by segmenting members by generation. This allows you to share relevant messages with each subgroup, enabling targeted communications on a large scale.
Next, tailor communications by:
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- Understanding communication preferences. Learn what each generation prefers regarding communication channels, frequency, styles, and formats. Consider these broad trends:
- Baby Boomers: Direct, clear communications via email, phone call, or face-to-face meetings
- Gen X: Quick and concise communications via digital channels that still offer some level of personalization (e.g., greeting them by name and referencing past involvement)
- Millennials: Digital communications via email, social media, and text messaging that includes engaging and/or interactive content
- Gen Z: Highly personalized, engaging digital communications—particularly through social media channels—with multimedia elements
- Considering interests, goals, and generational characteristics. Getting Attention’s guide to membership marketing emphasizes the importance of making members feel like more than just a number. Based on what you know about the member, make personalized content recommendations, send event invitations, and promote other engagement ways (e.g., leadership roles).
- Leveraging multiple channels. Don’t limit yourself to just one or two communication channels per demographic. Chances are, each group uses various channels other than their favorite options. Using a mix of channels like email, social media, text, and direct mail will establish multiple touchpoints with members and boost how often they see your messages.
When your marketing messages are more relevant, two things happen: members feel seen and valued and are more likely to respond to the message. Whether they’re simply liking a social media post or participating in a skill-building course, these responses show that members are engaged and excited about your association.
3. Offer inclusive leadership opportunities.
When filling leadership positions in your association, you might initially think about calling your most experienced, loyal members. However, this neglects the valuable ideas and fresh perspectives that younger generations have to offer.
Engage all of your members in leadership opportunities that suit their experience level, such as:
- Diverse, specialized leadership committees focused on niche topics that match up with members’ special interests.
- Event planning teams or committees are made up of members of all ages and backgrounds and are responsible for planning and executing engaging events.
- Short-term leadership roles for specific projects or events.
- Ambassadors or liaisons for certain generational groups who provide updates on how to engage that group best.
Additionally, all generations should be considered when honoring members for their contributions to the association, understanding that different age groups have different leadership styles. For instance, a Gen Z or millennial member might lead the charge via social media to get signatures on a petition important to your industry. Don’t ignore this win just because it took place online.
4. Avoid stereotyping and foster a connected community.
While segmenting members is suitable for targeted communication, division shouldn’t be your community’s goal—or the norm. After all, leaning heavily on stereotypes can damage your community and relationships with members. Avoid relying on broad assumptions about each age group, and get to know the real people in your association. Understand their communication preferences, professional goals, what they already know, and what they want to learn.
For example, dismissing Gen Z as opinionated and brazen rather than taking their feedback seriously is dismissive and will make them feel unappreciated. Similarly, you might assume Gen X is uninterested in technology and neglect to share tech updates or communicate via digital channels with them. This could make them feel excluded, overlooked, and unwilling to engage. In both cases, members feel devalued and misunderstood, which can harm retention.
Encourage a sense of community by crafting structured initiatives like mentorship programs that intentionally blend generations and holding multigenerational events that highlight opportunities to learn from one another. Use discussion forums and breakout groups to encourage knowledge sharing and multigenerational collaboration on projects and association initiatives.
Fight the urge to divide members by generation and, instead, accommodate different goals and values while simultaneously bringing them together. Use technology like your association management software to build a community on trust, mutual respect, and lifelong learning. This approach will establish a culture that values inclusivity and diverse perspectives throughout your industry.
