AIN Staff

<p><em><strong>AIN</strong>’s Corporate Aviation Leadership Summit (CALS) West event brought together business aviation leaders to examine and discuss some of the most pressing issues facing the industries. Topics addressed during the event in Scottsdale, Arizona, included insurance &amp; risk, managing generational differences, hiring &amp; compensation, legal matters, skills retention, safety, training and FBO surcharges.</em></p>
<p>Here are the main conclusions from the roundtable discussion on managing generational differences, which was led by Ashley Sanchez.</p>
<h2>Communication Styles &amp; Challenges</h2>
<ul>
<li>Younger employees prefer texting and digital platforms, while older employees prefer face-to-face or phone calls.</li>
<li>Companies are implementing tools like Teams channels to streamline communication and reduce excessive group texts.</li>
<li>It’s important for both generations to be open to different communication styles to bridge the gap.</li>
<li>Misinterpretation of emojis and texts is common; setting expectations around response times and digital etiquette is key.</li>
</ul>
<h2>Workplace Culture &amp; Engagement</h2>
<ul>
<li>Younger employees value extracurricular activities and team bonding (e.g., fantasy football leagues, morning workouts).</li>
<li>Some companies have party planning committees to organize social events, but participation can be limited to a core group.</li>
<li>Work-life "harmony" (instead of "balance") is emphasized, with respect for boundaries between personal and professional time.</li>
</ul>
<h2>Career Progression &amp; Development</h2>
<ul>
<li>Younger employees want fast career progression and clear long-term trajectories, often asking about promotions early on.</li>
<li>Some companies create intentional pathways for advancement to retain talent and provide purpose-driven work.</li>
<li>Older employees may be content in their roles, while younger employees are more likely to job-hop for career growth.</li>
<li>Succession planning is key to transitioning experienced workers into leadership roles and addressing knowledge gaps from retirements.</li>
</ul>
<h2>Workforce Trends &amp; Attitudes</h2>
<ul>
<li>It is harder to find younger employees interested in hands-on trades like maintenance.</li>
<li>Younger workers may appear entitled, expecting benefits and flexibility or they’ll leave.</li>
<li>Post-COVID workforce shifts caused a "quiet exodus," leading to a loss of institutional knowledge.</li>
<li>Some resentment exists between hybrid/remote workers and in-office employees who pick up more tasks by default.</li>
</ul>
<h2>Financial Expectations &amp; Stability</h2>
<ul>
<li>Many younger workers prioritize immediate cash over long-term benefits like pensions and retirement plans.</li>
<li>Younger generations, influenced by social media, seek financial growth and status early in their careers.</li>
<li>Older pilots are working less or becoming selective, while younger ones have never experienced industry downturns.</li>
</ul>
<h2>Technology &amp; Change Adaptation</h2>
<ul>
<li>Younger employees push for technology upgrades and may leave if companies don’t modernize.</li>
<li>Older employees may resist new systems, preferring traditional methods like paper documentation.</li>
<li>Companies should assume positive intent in discussions about workplace changes and technological updates.</li>
</ul>
<h2>Generational Differences Research</h2>
<p>Did you know that by 2025, Millennials and Gen Z employees will make up nearly 75% of the global workforce, highlighting the importance of adapting communication and management styles to suit younger generations?</p>
<h3><a name="_xaaaf4yu5tqj"></a>Baby Boomers (born 1946–1964)</h3>
<ul>
<li>Key Traits: Optimistic, competitive, value personal fulfillment</li>
<li>Defining Events: Post-World War II economic boom, civil rights movement, Vietnam War, Cold War</li>
<li>Work Ethic: Tend to prioritize job security and career advancement; often loyal to employers</li>
</ul>
<h3><a name="_93at28vhpcqu"></a>Generation X (1965–1980)</h3>
<ul>
<li>Key Traits: Independent, resourceful, skeptical</li>
<li>Defining Events: Rise of personal computing, fall of the Berlin Wall, MTV culture</li>
<li>Work Ethic: Often viewed as work-life balance pioneers; value flexibility and autonomy</li>
</ul>
<h3><a name="_tcnmrh4dt9u1"></a>Millennials (1981–1996)</h3>
<ul>
<li>Key Traits: Tech-savvy, collaborative, socially conscious</li>
<li>Defining Events: The internet boom, 9/11, the Great Recession, rise of social media</li>
<li>Work Ethic: Seek meaningful work, prioritize feedback, and embrace flexibility over rigid structures</li>
</ul>
<h3><a name="_n2melt8l7vul"></a>Generation Z (1997–2012)</h3>
<ul>
<li>Key Traits: Digital natives, entrepreneurial, value individuality and diversity</li>
<li>Defining Events: Smartphones and social media from a young age, climate change awareness, COVID-19 pandemic</li>
<li>Work Ethic: Expect inclusivity, purpose-driven work, and rapid career progression; thrive in tech-driven environments</li>
</ul>
<h3><a name="_fleub0tac6rj"></a>Generation Alpha (2013–Present)</h3>
<ul>
<li>Key Traits: Emerging trends indicate they will be highly connected, technologically fluent, and focused on innovation.</li>
<li>Defining Events: Growing up entirely in a digital age with AI, virtual reality, and shifting educational paradigms.</li>
</ul>
<h2><a name="_9hilfxwxh80"></a>Workplace Preferences</h2>
<h3>Flexibility</h3>
<ul>
<li>70% of Millennials and 69% of Gen Z prioritize flexible work arrangements when considering a job.</li>
<li>Only 47% of Baby Boomers view workplace flexibility as critical. (Gallup, 2023)</li>
</ul>
<h3>Job Loyalty</h3>
<ul>
<li>Gen X employees stay in a role for an average of 5.2 years, compared to 2.8 years for Millennials and 2.3 years for Gen Z. (Bureau of Labor Statistics, 2023)</li>
</ul>
<h3>Purpose and Impact</h3>
<ul>
<li>75% of Millennials and 67% of Gen Z prefer working for companies with a strong purpose or mission, while only 50% of Baby Boomers prioritize this. (Deloitte Global Millennial Survey, 2022)</li>
</ul>
<h2>Technology Use</h2>
<h3>Digital Communication</h3>
<ul>
<li>93% of Gen Z prefers digital communication tools like Slack or instant messaging over email. (Adobe, 2023)</li>
<li>67% of Baby Boomers still prefer traditional methods like email or face-to-face meetings. (Forbes, 2022)</li>
</ul>
<h3>Technology Expectations</h3>
<ul>
<li>77% of Gen Z expect their workplace to offer cutting-edge technology and tools, compared to 58% of Gen X. (PwC Future of Work Report, 2022)</li>
</ul>
<h2>Learning and Development</h2>
<h3>Career Development</h3>
<ul>
<li>87% of Millennials and 91% of Gen Z say professional growth opportunities are key factors when choosing a job. (LinkedIn Workplace Learning Report, 2023)</li>
</ul>
<h3>Learning Styles</h3>
<ul>
<li>Gen Z and Millennials prefer on-demand, digital learning tools like apps or videos.</li>
<li>Baby Boomers and Gen X often favor instructor-led or classroom-style training. (Deloitte Insights, 2023)</li>
</ul>
<h2>Workplace Values and Culture</h2>
<h3>Diversity and Inclusion</h3>
<ul>
<li>83% of Gen Z value working in a diverse and inclusive workplace, compared to 60% of Baby Boomers. (Glassdoor Diversity Hiring Report, 2023)</li>
</ul>
<h3>Work-Life Balance</h3>
<ul>
<li>65% of Millennials and a significant portion of Gen Z reject roles that harm work-life balance. (Gallup State of the Workforce, 2023)</li>
<li>Gen X and Baby Boomers often view long hours as a necessity for career progression.</li>
</ul>
<h2>Communication and Feedback</h2>
<h3>Feedback Frequency</h3>
<ul>
<li>60% of Gen Z and 50% of Millennials want weekly or daily feedback from managers. (PwC Workforce Preference Report, 2023)</li>
<li>Baby Boomers generally prefer less frequent feedback, such as annual reviews.</li>
</ul>
<h3>Communication Styles</h3>
<ul>
<li>Gen Z and Millennials value collaborative and transparent communication styles.</li>
</ul>


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