• Better compensation. Including higher salary, better benefits, big-
ger bonus, better perks, bigger pension, more school reim-
bursement, pay for school or training, more stock options.
Stop reducing benefits, and understand that cost of living
adjustments aren’t enough of a “reward.”
• Values. Wants the organization to express its values and match
the employees’ values. (In other words, I don’t want to find out
I’m working for the next Enron.) Specific requests for better or-
ganizational standards, more and better vision, a better job envi-
ronment, and less stress and more creativity in the workplace.
• The business itself. What the organization should do as a business or
organization, including “taking care of business,” organizational
change, innovation, and better management and leadership.
• Better quality of life. Desire for balance, time, flexibility, better
schedules, more family time, more holiday and vacation time,
and the opportunity to take the time.
• Better communication. Included people asking to be kept in-
formed, to be listened to, and to be given feedback.
• Improvements to the work itself. These included references to a
desire for more autonomy, control, input, authority, and a
greater contribution within their specific job.
Because many responses covered more than one topic, they
were often coded into more than one category. For example, all of
the following responses would have been coded into more than one
category, because each of them talks about more than one issue:
Keep good benefits [and] health insurance,
and improve pay and appreciation.
—Silent
Pay me, train me, offer interesting work.
—Early Boomer
Provide some sort of rewards (that is, monetary,
travel, added responsibilities) for a job well done.
—Late Boomer
Offer challenging positions/projects;
remain competitive with market salaries.
—Early Xer
Ask for and listen to my input, and
compensate my work with adequate pay.
—Late Xer
150 RETIRING THE GENERATION GAP