GENERATIONAL Differences

The construction industry has never been a one-man or one-woman show. Its very nature requires several trade specialties to work together (concurrently and consecutively) to create something larger than everyone working on the project. It is hard, technical, demanding work—but no one in history has ever stood back and regretted a job well done.

The people working in construction draw from a vast pool of technical, academic, and lived experience to bring some of the most dynamic and important skills into creating the structures society depends on. Considering this, there is no end to the number of factors that can disrupt the mojo of a system that relies on this kind of cooperation, but never in history has any one factor influenced construction like the meeting of generations.

There was a time in history when apprenticeships were the only option, and families stayed in the same line of work for generations without even thinking about it. No more. Fastforward a few hundred years and we have so many options and so much information just tap away, there is no guarantee (or even reliable insight) on where young people are going to end up in their careers (which, by the way, change an average of six times in their lives, as opposed to previous generations who stuck with the same job or a close derivative for their entire lives).

Today, generational dynamics have the potential to drive projects forward—think about Baby Boomers with decades of experience, Gen X’s fierce independence, and Gen Z bringing fresh perspectives and technological savvy—but there can be a learning curve. Baby Boomers are natural leaders but don’t want to text feedback (or give too much of it, if it feels forced). They value hard work, loyalty, and dedication to their craft, and they often prioritize job security and stability.

Gen X spent so much time alone as kids that they feel entitled to independence, and they are known for being adaptable and entrepreneurial in spirit. They are comfortable with new tech, but they also respect a good face-to-face experience. In many ways, they are the bridge between the generations before and after them.

Millennials—or Gen Y—changed the game. They value diverse perspectives, have a tech-savvy mindset, and they want work that serves a purpose. They were the first generation to prioritize flexibility, inclusivity, and social responsibility over financial gain in the workplace, and their all-out anthems on work-life balance are inspiring for every generation.

Generation Z is just starting to enter the construction workforce. They’ve never known a world without the internet and obliquitous connectivity, so they are passionate about digital fluency and innovation. They are used to instant access to information and communication, and a workplace that values diversity, authenticity, and social impact is their dream space. They want to grow, develop, and be mentored, and they can struggle with face-to-face interactions, preferring digital communications.

Undeniably, the way forward requires wise and generationally specific information transfer, inclusive, two-way mentorship, revolutionary understanding and awareness of each generation’s communication preferences, and a collective approach to workplace expectations.

This issue of Partners in Progress features stories on generational differences and insights. It looks at examples of labor-management cooperation across generations, shares insight on how Gen Z is the most pro-union generation in decades, and on how to understand generation differences so that we can exploit their benefits. It also includes an important message on partnership from SMART General President Mike Coleman.

As you peruse these pages and read about how your colleagues and labor-management partners are tackling the most prominent generation gap in history, consider this:

Intergenerational collaboration requires both organizations to create opportunities for knowledge sharing. This might mean cross-generational training programs or workshops, light team-building activities, or regular meetings—preferably outside the shop or office—where team members can mingle and get to know each other on a personal level.

Consider flexible work arrangements—spoiler alert, some Baby Boomers actually enjoy remote work—and scheduling that implements work-life balance for all team members. No matter what generation a worker represents, he or she will have diverse needs, preferences, and obligations outside of work that could benefit from this kind of set-up.

Foster a culture of diversity, equity, inclusion, and belonging. The bottom line is that success requires buy-in and buy-in hinges on respect and relational harmony. No one on your team is going to be on board if they don’t feel like a member of the team. So, start here. Read the stories, visit smacna.org, smart-union.org, and be4all.org for pro tips, and get started on building the kind of organization that is going to master generational differences and last into the future. Celebrate the uniqueness, welcome different perspectives, address biases, and encourage open, feedback-driven communication that drives collaboration and teamwork. You won’t regret it. ▪