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Diversity in the workplace has been a hot topic for years, focused on race, gender, ethnicity, religion and disability. But the current diversity issue concerns the four generations at work in organizations. Understanding these four generations can improve recruitment, retention, management and motivation.

The four generations are generally defined as:

• The Traditionalists: born between 1900 and 1945

• The Baby Boomers: 1946-1964

• The Generation Xers: 1965-1980

• The Millennials: 1981-1999

Although the birthdate ranges are simply guidelines, Lynne Lancaster and David Stillman, authors of “When Generations Collide,” believe their value is in noting the common history of each generation. The events we experience determine who we are and how we see the world.

Their book clearly outlines the “clashpoints” about topics such as career goals, rewards, balance, retirement, job changing, feedback, training and etiquette. Generalizing about points where the different generations can clash reminds us that we need to think about how people of various ages might perceive issues and situations. We shouldn’t assume that everyone in our generation thinks the same way we do. But many of the differences are best explained as a result of societal changes.

Jennifer Deal, an organizational psychologist, says the generations are not all that different. Based on seven years of research in which she surveyed more than 3,000 corporate leaders, Deal concluded that “generational conflict has less to do with age or generational differences than it does with clout – who has it and who wants it.” Deal says to remember:

All generations have similar values. Family tops the list for all generations.

Everyone wants respect. Even though the generations define it differently.

Leaders must be trustworthy. “People of all generations and at all levels trust the people they work with directly more than they trust their organization. And people trust their organization more than they trust upper management.”

Organizational politics is a problem, regardless of generation. Everyone who is not winning the political game is not happy.

No one really likes change. Resistance to change is not related to age, but to how much the person might gain or lose from the change.

Loyalty depends on context. People closer to retirement want to stay with the organization, and people higher in the organization tend to work more hours than people at lower levels.

Everyone wants to learn. Continuing to learn was the issue mentioned most by people of all generations.

Everyone likes feedback. People want to know how they’re doing and how to improve.

Deal concluded that the point to remember is that “when we treat those with whom we work with respect and understanding – regardless of age – generational differences recede into the background.”

Jann Freed holds the Mark and Kay De Cook Endowed Chair in Leadership and Character Development at Central College in Pella.