Should companies take different approaches to managing employees of different generations?

This question has been top of mind for managers in recent years. For example, younger workers were a key focus during the 1990s, when a youth culture characterized many of the IT companies that were driving unparalleled economic growth. Recently, with the graying of the baby boom generation, managing older workers has become a common topic. However, a Gallup study suggests that when it comes to employees’ level of engagement with their jobs, it may not be the oldest workers who are most at risk—nor the youngest, for that matter.

Gallup’s measure of employee engagement consists of 12 items that consistently predict positive workplace outcomes, including increased retention, productivity, profitability, customer engagement, and improvements in safety and absenteeism. About 7,700 U.S. workers (excluding managers), selected randomly, were asked to respond to these items between Jan. 6, 2009, and April 5, 2009. The large sample allowed for close analysis of how engagement levels vary by demographic and job categories across the U.S. work force. (See figure 1.)

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