Running Head: Multigenerational Fire Department
Evaluation of the Impacts of a Multigenerational Workforce on the
Northfield Village Fire Department
Jason L Buss
English Intermediate Composition 2089, Summer 2019
Running Head: Multigenerational Fire Department
CERTIFACATION STATEMENT
I hereby certify that this paper constitutes my own product, that where the language of others is
set forth, quotation marks so indicate, and that appropriated credit is given where I have used the
language, ideas, expressions or writings of another.
Signed:_____________________________
Running Head: Multigenerational Fire Department
Introduction
“Each generation imagines itself to be more intelligent than the one that went before it, and wiser
than the one that comes after it” - George Orwell. Americans are both working to an older age
and entering the workforce at an early age. Currently, four generations of Americans (Baby
Boomers, Generation Xers, Millennials, and Igens) are all in the workforce and working
together. This is true in both the public sector, like the fire service and in the private sector. Left
unmanaged, conflict can arise between generations leading to a disruption of the workflow and
workplace difficulties. Leaders must understand that each generation has different beliefs and
norms, identify where intervention is needed, and focus on developing a high quality
multigenerational workforce.
Northfield Village Fire Department (NVFD) is one such public sector employer where this
transition and melting pot of generations can be seen working together on a daily basis. Each
generation sees the fire service through a slightly different lens (Stein, 2014) which effects how
members work together with each other. NVFD faces the same challenge the entire fire service
does at this point in time. Fire departments are rooted in tradition, focused on paramilitary
structure and are very slow to change. Due to this, there may not be a job field more
disconnected with the values and ideals of upcoming generations such as Millennials as the fire
service (Neal, 2017). The popular saying in the fire service of “That’s the way we have always
done it” is no longer a viable answer to questions that are being asked. With this in mind, every
fire service leader must accept that the workforce is changing and plan accordingly.
NVFD is an organization that employs about 50 emergency workers comprised of a
generationally diverse work force. While many fire departments have been experiencing
significant staffing shortages, NVFD has established a rather consistent workforce and has low
turnover. With this in mind, NVFD can serve as test organization to try and understand what
drives a firefighter to stay employed with an organization. Specifically, NVFD will evaluate
what effects have the existence of a multigenerational workforce had on the operations of NVFD
and has using a common operating purpose been effective in focusing and managing the
multigenerational workforce to accomplish a common goal.
Literature Review
The literature was first reviewed to gather common definitions of the three major generations
that make up the fire service at this time. These include the Baby Boomer, Generation X, and
Millennials. When considering the various generations, the literature is very clear that Baby
Boomers are currently retiring from the work force, Gen Xs are moving into positions of
leadership, Millennials are the up and coming generation and there will likely be a growing trend
of employee demand outweighing the available supply of workers (Neal, 2017).
Running Head: Multigenerational Fire Department
The oldest generation in the workforce are the Baby Boomers (1940 – 1964). The labor forced is
currently comprised of 29% Baby Boomers between the ages of 53 – 70 (University, 2017). This
generation is said to have invented the “60 hour work week” and believes that hard work and
loyalty to an employer is the path to success. Many Boomers have a sense of self connected with
their career achievements and are often identified by their jobs. This generation prefers face to
face conversations and interactions (Berardinelli, 2014).Considered the “hardest working
generation”, they often focus on work over personal life and are now working much later into
life than previous generations (University, 2017). Many of these workers possess a wealth of
knowledge and a high level of base line skills (SHRM, 2017). Baby Boomers are known as the
“Live to Work” generation (University, 2017).
Generation X (1965 – 1981) followed the Baby Boomers and are between the ages of 37 – 52
currently. Gen X composes 34% of the workforce at this time (University, 2017). Known as the
“Tech Gen”, these individuals grew up with technology as technology began to flourish. They
are known to be tech savvy, independent and adaptable to change (University, 2017). Xs can
communicate both in person and with technology, with email, texting and teleconferencing being
second nature to them. Many Gen Xs are said to have a sense of skepticism due to scandals and
an increasing divorce rate they were exposed to as they grew up. They believe hard work is
important, but also believe when work is over, it is over. Gen Xs also have a lower sense of
employer loyalty than Boomers do (Berardinelli, 2014) and are more likely to question authority.
This generation believes in a theory of work – life balance, leading them to be known as the
“Work to Live” generation (University, 2017).
The most studied of the generations are the Millennials (1982-1999). Millennials are currently
between 19 – 36 years old and compose 34% of the workforce. They will compose 46% of the
workforce by 2020 and 75% of it by 2025. They constitute the most educated and diverse
generation ever to enter the workforce and are known to be energetic, socially conscious and tech
savvy (University, 2017). Millennials believe they can achieve anything they put their mind to
and they control their own destiny. They are eager to learn and will often ask lots of questions.
This generation is not motivated by employer mission statements like previous generations and
often times will reject being limited by guidelines established by organizations or through job
descriptions (Berardinelli, 2014). Millennials are drawn to professions that give them meaning
or purpose as they desire more than pay and benefits from a career (Neal, 2017). They are
protective of their time off work due to a belief their parents “wasted” too much time at work.
Millennials often want flexibility in how, when, where and with who they will work with
(University, 2017). This generation craves feedback more than any other previous generation
and prefers to work in teams. Ongoing conversations with them are important to keep them
engaged and motivated as they prefer to be coached rather than “bossed.” They also prefer for
their strengths to be highlighted over weaknesses. Millennials have a belief in continued
personal development and a focus on enjoying life. This has lead them to be known as the “Life,
not the job” generation (SHRM, 2017).
Running Head: Multigenerational Fire Department
With generations defined by the literature, it then moved to looking at where generational issues
arose. The term “Generational Divide” highlights the root of what can create conflict in the
workplace. As time passes, what is an essential and valued changes over time. People tend to
place the highest value on “things” that were highly valued during the prime of their career. 20-
30 years ago firefighters came from military service and trade industries, now they come from a
background of higher education and technology. The origins of the groups as their values are
very different. Each generation now enters the workforce with different skill levels and life
experiences compared to previous generations. For firefighters, the Boomers grew up watching
“Emergency!” and the Millennials grew up watching “Ladder 49” and “Rescue Me.” Both of
these programs helped form the reality of how their generation of firefighters should act and
think. This can increase the “generational divide” as older members of the work force assume
newer ones have had the same life experiences they have had (Rhodes, 2016).
The literature points out that defining generations by birth years is a “generality” and by no
means is scientific or carved in stone. People may identify with several generations or span two
generations. These people are known as “Cuspers” as they share traits from two different
groups. These individuals can be very influential in fostering understanding and bridging the
gap between two generations (Berardinelli, 2014). Furthermore, the literature identifies that
many generational stereotypes are simply not true. People should focus on the actual person
being evaluated rather than judging by the generation they belong to. Getting to know people
individually will provide a better picture of the employee's attributes rather than stereotypes
(Knight, 2014). Broad generations do not apply to everyone; they only show the trends among a
large group of people. The reality of the situation is that the newest generation at work will
eventually be the majority of the workforce and is the only future generation of staff there is
(Willing, 2018). A survey published in the Harvard Business Review found employees of all
generations value meaningful work, yet “every generation perceived that the other generations
are only in it for the money, don’t work as hard and do not care about meaning” (University,
2017).
With the generations and the divide defined, the literature was able to highlight several
additional reasons the generations find themselves in conflict. In general, Boomers value job
security where as Gen X and Millennials value career security, leading to a difference of
opinions when it comes to employee retention. Millennials frequently changing jobs signals that
loyalty to one employer is not a high priority. This is in contrast to the Boomers’ view on
employers. Another areas that frequently appears is the difference between Millennials being
native and intuitive to technology where Boomers are only “tech fluent.” This leads to difficulty
in communication amongst the different generations. Boomers often times are quick to label
Gen Xs and Millennials as disrespectful for not respecting the “status quo” or traditions while at
the same time Millennials state Boomers are dismissive of their past experiences, do not respect
them in the work place, and do not want to hear about change or innovation at work. These
types of conflicts, rooted in generational and personal experiences, can create significant tension
Running Head: Multigenerational Fire Department
at work (University, 2017). Older generations expect the “new kids” to adopt the work ethics
and values of previous generations despite they themselves rejecting the norms of the generation
that came before them. This cycle can be found to repeat itself from generation to generation
and must be managed (Berardinelli, 2014).
With a greater understand of how managing a multigenerational workforce may be difficult,
there is a lot in the literature that helps guide a leader through managing this type of workforce.
Key to this was having an open mind. Employers must recognize that changing expectations of
employees is not the same as lowering. New generations will need to be taught skills that they
may never have been exposed to. It is unacceptable to be upset with a person who does not
know how something works when they have never been taught how to do a certain task or
operate a certain machine (Rhodes, 2016). Mangers must be able to help employees identify the
areas they excel at and look at the workforce as a whole to identify the key set of skills each
employee may possess and be able to bring to the table (Knight, 2014). Furthermore, leaders
must study each employee on their own merit. Find out what each employee needs, values and
excels at and then work with them to be an important part of the team. Finally, managers must
also under the life paths each of their employees may be on. Younger employees tend to have
fewer obligations and are often looking for new opportunities and experiences. Once an
employee is in their 30s and 40s they usually have more commitments, including families and
property. Finally, those employees at the end of their career are probably more concerned with
retirement and planning the next stage of their life rather than seeking opportunities for training
(Knight, 2014). An employer must understand each of their employees’ wants and needs if they
hope to successfully manage them
There is plenty of advice given in the literature reviewed on best practices in terms of a
multigenerational work force. The entire situation should be looked at the same as any type of
diversity. Employers should recruit employees of all ages without regard to generations (SHRM,
2017). The first focus must be on the similarities of the group and their goals. Then, approach
the situation of applying consistent fair and respectful treatment of every employee. (Iden,
2016). Next, there must always be open lines of communication and leaders must give feedback
to employees, which they desire (University, 2017). Mentoring is a key way of opening these
lines of communication. This process gets parties of all generations talking and focused on the
job at hand. Mentoring will also build the teamwork that the upcoming generation of workers
also value. The mentoring process must start early and the manager must be proactive in
integrating the workforce together. Through creative engagement practices, the workforce can
be integrated together and potential problems avoided (Iden, 2016). In addition to traditional
mentoring, leaders may also consider the use of “Reverse Mentoring,” where new employees
help teach the seasoned staff a new skill or task. This is common in the IT field where new
graduates may be more familiar with a new program than senior workers. This also feeds the
Millennials desire to be accepted by the workplace, feel they make an impact and matter, and are
part of the team (SHRM, 2017). Finally, managers must move on from the traditional thinking
Running Head: Multigenerational Fire Department
of a “top down” manager and adopt a leadership mentality of forging partnerships with their
employees. This is created by asking questions, having employees share opinions, and receptive
to all types of feedback (Knight, 2014).
From the literature, it is clear there are several items that will cause a millennial worker to move
on from an employer. These include not allowing flexibility in the work place as far as
scheduling, requiring excessive amounts of overtime, engaging them in work that does not
require a team dynamic, having few opportunities for advancement and the likelihood of minimal
wage growth over their career (University, 2017). In the fire service, the para-militaristic
leadership style and hierarchy are also likely to clash with millennial beliefs on equality. Finally,
all employers must not assume the new generation of workers shares the same knowledge of
procedures and policies as they do. These workers will leave if they are judged and held
accountable for information they have never been exposed to (Iden, 2016).
Methods of Research
Three methods of research were utilized to gather information for this research project. The first
involved an extensive literature review. The literature review consisted of researching thesis
papers, journals and trade publications on the topic of managing a multigenerational workforce.
Included in the literature review were both sources that focused on management in general and
articles that specifically related to the fire service. This portion of the research was important to
establish baseline definitions of generations, and previous research and information that is
known on the topic.
In addition to the literature review, a survey tool was utilized to survey the current workforce of
Northfield Village Fire Department. The survey was conducted through Survey Monkey and
delivered to all members of the department. The survey itself consisted of ten questions and
purpose was to gather information on the demographics, motivations, concerns and values of the
department’s staff.
The final research tool utilized was an interview with former a former human resources manager
from The Cleveland Clinic health system. I chose her to interview as she has worked for
numerous years managing employee of all ages and had considerable experience and knowledge
of the area I am researching. Questions with her were aimed at finding out what practices had
been successful and those that had not been successful at a large organization.
Findings / Data
The literature review formed the foundation of background knowledge to be used to analyze best
practices in managing a multigenerational workforce. It mentioned key ideas to implement and
pitfalls to avoid.
Running Head: Multigenerational Fire Department
The results of the Survey Monkey survey distributed to the staff of NVFD provided significant
insight into the workforce. 17 members responded to the survey which represents about 40% of
the department.
The first question asked was “What is your age” and had 35.29% state 20-29, 47.06% reply 30-
38, 5.88% 39-44, 5.88% 45-54 and 5.88% 65 or older.
The second question asked “What generation do you identify as belonging to?” The results were
5.88% Baby Boomer, 29.41% Gen X, 41.18% Millennial, and 23.53% considered themselves
“Cuspers.”
“What do you like most about working at NVFD” was the next question asked. The most
popular answers were teamwork, the people they work with, flexible schedule, progressive
environment, ability for advancement and ability to serve the community.
Question 4 asked the opposite by asking “What do you like the Least.” These responses
included pay, drama, bad attitudes, bullying, complacency, facility issues, unpredictable hours,
and low call volume.
Question 5 asked “Which generation do you have the most difficulty working with?” They
responded 5.88% Traditionalists, 17.6% Boomers, 17.6% Gen X, 17.6% Millennials, 5.88%
Igen, and 35.3% no generational issues.
Question six asked “What challenges do you see new hires to the station encounter?” The most
frequent response involved inconsistent training followed by pushing boundaries, firehouse
etiquette, self motivation, commitment to community and station, fitting in / acceptance, and
varied expectations.
Question 7 asked “Why do you continue to work at NVFD?” with members responding that they
stay because they “love it there,” enjoy the job, it's close to home, the friendships they have,
career advancement, the investment made in the employee and sense of belonging.
Question 8 asked the employees to rate in order of importance 10 items and the results were: #1
Co-Workers, #2 Schedule flexibility, #3 Being part of a team, #4 pay, #5 Feeling values and
opinions matter, #6 supportive work environment, #7 fire dept. equipment, #8 feedback, #9
ability to adapt and change and #10 advancement opportunities
Question 9 asked “What advice would you give on how to help generations’ better get along?”
The firefighters responded by saying listen to others, understand others viewpoints, treat people
how you want to be treated, respect, accept change, work together, find common ground, be
positive, find strengths and weaknesses and communicate
The final question asked “Does NVFD do a good job “coaching” and mentoring firefighters /
How can we improve?” Firefighters mentioned overall stated we did well but we could improve
Running Head: Multigenerational Fire Department
in the areas of better continuity in training, assigning dedicated mentors, assigning new hires a
mentor, implement field training officers, improve continuity of training and develop standard
competencies for all members. This concluded an overview of the information gathered in the
survey.
The final data tool utilized was an interview with Kathryn Gamber who is currently the Human
Resources Manager for the City of Richmond Heights. Previously, she worked for the Cleveland
Clinic for over 35 years as a Human Resources Generalist where her responsibilities included
recruitment, retention, employee relations and supervisor training. She spent the last 15 years of
her career involved with hiring of the Nursing Institute. She stated the clinic always strived to
have a diverse work force, which included employees of all generations. One of the greatest
conflicts she saw arise was senior nurses failing to accept new nurse graduates. Senior staff did
not want to mentor the new nurses or teach them the protocol which left them feeling left out of
the team. A common comment between senior staff and new nurses was “Im surprised you don’t
know that.” These situations were handled through what they called an Interaction Management
Training Program.” The core of this program was to give effective feedback to all members
involved and provided a two way means of communication for employees and supervisors to
report feedback on work environment, supervision and work-life balance. One of the most
effective programs Kathy mentioned was the H.E.A.R.T program. In essence it was Hear what
the person is saying, Empathy / show compassion, Respond by taking care of the problem, and
Thank them for bringing it to your attention. Communication was the key to any successful
program she stated. For the Cleveland Clinic, she stated most people there were attracted by the
pay and benefits and some the notoriety of work for such a large organization. I asked Kathy
why people left the Clinic, and she stated the three most common reasons were having a
supervisor who lacked leadership skills, inability to provide constructive feedback, and failing to
deal with a toxic work environment. Finally, I asked her what advice she had to give to a person
managing a multigenerational workforce. She stressed the importance of hiring individuals with
the right set of skills you are looking for and that they have the ability to work with others. She
stressed the importance of team building, paying attention to how others are treating other
employees and being quick to respond to inappropriate behavior. The last piece of advice she
left me was to know my employees, be patient and make sure they have everything they need to
be successful.
Discussion
The literature, survey and interviews results all had several findings that were consistent with
each other. There was a common theme that having a diverse work force is good for the
workplace. This allows a variety of thinking and ideas to come together which can make the
team stronger overall. The idea of team is also stressed in the research and that everyone should
focus on a common operating goal or mission. When problems arose amongst the generations,
failing to accept others beliefs, training, or ideas was often the root of the issue. Furthermore,
those that developed preconceived notions about a generation based off of stereotypes also
Running Head: Multigenerational Fire Department
struggled to work well with other members of the work force. Firefighters noted they did not like
it when new members did not follow department traditions and Ms Gamber cited issues of nurses
scolding new nurses because they assumed the new employees would know some certain type of
information. Both these examples illustrate why traditions and routines need to be taught and
that employers and co-workers should never assume the skill sets of new co-workers. In Ms.
Gamber’s interview, she stressed the importance of finding people “who have the ability to work
with each other.” The research found many common themes on how to achieve this. A repeated
message found was to focus on the person and not the generation they come from. The largest
response received in the station survey when asked the question “Which generation do you
struggle to get along with” responded 35% stating “it's not generational, just people.” This
shows the work force is judging people less by their age and more by their actual actions. This is
also seen in the way NVFD members identified themselves with the generations. Based on the
defined generational ages in the literature review, 82.35% of the department are Millennials,
11.76% Gen Xs, and 5.88% Boomers. However, they identified themselves very differently.
23.53% identified themselves as “cuspers” and several Millenials identified themselves as Gen
Xs. The term "Millennial" appears to have taken on a negative connotation and members are
associating with other generations to avoid being stereotyped as a typical "Millennial." This
supports the notion that people’s backgrounds and beliefs form their behavior patterns more than
simply when they were born. Looking at these same numbers, with over 82% of the department
be classified as Millennials, it was interesting to examine what they valued in the workplace.
Several questions in the survey sought to seek what the department valued. Rated in order of
importance, members stated co-workers, schedule flexibility, being part of a team, pay, and
having their thoughts and feelings matter. These responses reflect the overall ideals of the
millennial generation and represent a shift in the norms of business that have already occurred at
NVFD. In the past money and benefits have always been the driving factor, that appears to have
changed. With numerous responses stressing the importance of co-workers, work schedule,
feelings of purpose, and job satisfaction, the modern workforce clearly cannot be influenced
simply by money and is looking for a job or career where they feel happy, are part of a team and
they “fit in.”
The message that all the research, literature and surveys had in common was the keys to
successfully managing a multigenerational workforce is to hire people who understand it is
important to put aside stereotypes and generalizations and focus on the actual people involved.
To do this, everyone must be open to listening and seek to understand their fellow coworker.
Even when we may disagree, it is beneficial to try and see others viewpoints so that you may
better understand the way they are acting. Everyone must realize change is inevitable and work
together to accept and adapt to the changing times. This will help keep both the employer and
the employees relevant to the rest of the workforce. Look for peoples strengths, identify their
weaknesses and work together to build up their weaknesses and play off each other's strengths.
This is how a high team is assembled. There is no master of all skills, we are all stronger
together. To do this we must communicate, ask questions and answer the questions we are asked
Running Head: Multigenerational Fire Department
with legitimate answers. Finally, if nothing else, every person must respect one another.
Disagreements are just that, and should never become a personal battle against a person. Before
taking any action, each person should ask themselves the golden rule - "would I like to be treated
this way?" or how would it make me feel if someone answered my question the way I intend to."
Being nice goes a long way to helping everyone get along.
Conclusion
The generational shift at NVFD appears to be in an advanced stage with the majority of the
workforce being of the Millennial generation and supporting Millennial values; whether they
identify as Millenials or not. From the survey results, it appears the department is doing an
above average job of creating a work place that does not suffer from generational adversity and
is adapting to the values of the next generation of firefighters. Overall, firefighters reported that
they enjoyed the people they worked with, the flexibility the work schedule allowed them, that
their ideas were received openly and evaluated, felt they belonged and that there was a pride in
working as a team to provide emergency services to the Village of Northfield.
The results also found some areas where the department can continue to improve. Some
members did report that firefighter complacency was frustrating to them and others stated that
despite the welcoming environment, some members still appears to be "bullied" from time to
time. Firefighters also expressed several concerns relating to newly hired firefighters. While
bias did not appear to be due to generational issues, members reported that new hires received
inconsistent training depending on who trained them and others members did not seem to be
accepted if they did not understand firehouse traditions and etiquette. Other issues that were
mentions was the need for more competitive pay and mentions of facility upgrades that are
needed. Pay and facility improvements are fiscal and political manners that are not quickly
changed, but the treatment of co-workers as well as addressing their motivation is an areas fire
department officers can immediately take action and seek to improve.
NVFD must continue to the practices that have made the department become a welcoming and
generationally diverse workplace. Millennial and future generations expect this type of
workplace. They want to be accepted as a member of the team, have their ideas expressed, work
at a place they enjoy that gives them flexibility and the ability to work with people who are like
minded and they enjoy spending time with.
Next Steps
Based off of this research, it appears to be clear that NVFD needs to do additional research in
developing a mentoring program to help both incumbent firefighters and new hires navigate
issues as they arise at the fire station. Goals of a mentoring program should include teaching
firehouse traditions and etiquette and the reason various actions occur around the fire station.
Furthermore, the assignment of a mentor needs to help new members feel accepted by the
Running Head: Multigenerational Fire Department
department and keep them motivated with their training. Finally, a mentorship program should
follow a standard set of training guidelines so all members receive consistent training. Luckily,
the department is navigating the waters of generational integration well, however through this
research on generations new areas were found that need to be addressed.
It appears that NVFD is ahead of the curve on many generational issues and understands
everyone needs to work together to achieve the mission of delivering quality emergency services
to the community. The goal for each firefighter should be to leave the department a little better
than what they found it and help the next generation prepare to take over the reins. As Ronald
Reagan stated " Each generation goes further than the generation preceding it because it stands
on the shoulders of that generation. You will have opportunities beyond anything we've ever
known."
Running Head: Multigenerational Fire Department
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