What does a first job, a driver’s license, and an iPhone have in common? According to Alicia Rainwater, certified speaker at the Center for Generational Kinetics, they each tell a story about how people grow, work, and engage differently—especially across generations.

At the Recognize Summit, Alicia explored how understanding generational behaviors can help leaders connect faster, recognize better, and retain longer. Her message was clear: generational awareness isn’t about labels—it’s about building connection, trust, and influence.

Read a summary of Alicia’s address below, and watch the full recording here.

Why first jobs—and driver’s licenses—still matter

Alicia opened with a simple question: “What was your first job?”

That question revealed something profound. Research from the Center for Generational Kinetics found that today’s young adults start their first job up to six years later than previous generations. This means many Gen Z employees might begin their first full-time role at age 23—without ever having worked before.

And that gap changes everything. From workplace readiness to expectations around accountability, feedback, and growth, later workforce entry alters how employees adapt and succeed.

Alicia illustrated this shift with another surprising finding: fewer teens today rush to get a driver’s license. For many, driving no longer represents freedom—it represents responsibility.

These differences, she explained, aren’t moral judgments. They’re clues. When leaders understand what shaped each generation, they can better meet employees where they are and guide them to where they need to be.

“When you understand generations,” Alicia shared, “you can more quickly connect and engage with them. And that’s the foundation of recognition.”

Generations as behavior patterns, not boxes

At the Center for Generational Kinetics, generations are defined by two factors:

1. People born around the same time
2. People raised around the same place

Together, these factors shape shared experiences—but they’re not boundaries. “Generations aren’t boxes,” Alicia said. “They’re predictive clues.”

These clues help leaders build:

• Connection: understanding what motivates each generation
• Trust: aligning recognition and feedback with values
• Influence: tailoring communication to how each group prefers to receive information

This, she explained, is the “people side” of engagement, which is the missing link between recognition and long-term retention.

Parenting and technology: the two biggest influences

Alicia identified two forces that shape generational behaviors more than any others:

1. Parenting

How people were raised directly influences how they behave at work.

• Baby Boomers raised Millennials with messages like “we sign up, we show up”—values rooted in commitment and reliability.
• Gen Xers, the “latchkey generation,” grew up independent and resourceful, managing themselves from a young age.
• Younger generations, often raised with more supervision, tend to seek guidance, structure, and regular feedback.

“Parenting isn’t destiny,” Alicia noted, “but it leaves fingerprints on how we communicate, manage, and lead.”

2. Technology

Every generation’s relationship with technology defines its comfort zone at work.

• Older generations remember life before the internet or smartphones.
• Younger generations have only known a digital world, shaping how they expect to learn, connect, and work.

For example, when Alicia’s five-year-old daughter lost a tooth, she realized her daughter didn’t understand cash—she’d only seen digital payments. That expectation of convenience carries into the workplace.

“Technology shapes expectations,” Alicia explained. “If it’s not simple, intuitive, and fast, younger generations will abandon it.”

For HR leaders, this means recognition tools must be seamless, visual, and mobile-friendly, mirroring the platforms younger employees use every day.

The generational snapshot

Alicia outlined key characteristics for each of the four major generations in today’s workforce:

Gen Z (ages 13–29)

• Defined by the pandemic and digital life
• Seeks stability and flexible hours, not necessarily remote work
• Values authenticity and clear promises from employers

“If you think you’ll work forever,” Alicia said, “you see work differently. Gen Z wants to know their effort has purpose and stability.”

Millennials (ages 30–48)

• Now the largest group of leaders and managers
• Often misjudged as entitled, but in reality delayed milestones like homeownership or parenthood due to economic shifts
• Are tech-dependent, not tech-savvy—simplicity in technology is key

Gen X (ages 49–60)

• Known as the “trust but verify” generation
• Loyal to individuals more than institutions
• Value data, details, and transparency
• Often balancing aging parents and launching children

Baby Boomers (ages 61–79)

• Value hard work, consistency, and loyalty
• Often measure work ethic in hours worked
• Still hold many leadership positions and bring critical institutional knowledge

Alicia’s advice: “Don’t let boomers retire without transferring their wisdom. We need their experience to build bridges forward.”

Three strategies for cross-generational engagement

Alicia closed with three practical ways leaders can improve recognition, retention, and performance across every generation.

1. Provide specific, observable examples

Younger generations learn best through clarity and visuals. Replace jargon with examples and show exactly what success looks like.

• Instead of saying “be professional,” show what that means in your context.
• Define vague phrases like “business casual” with real examples and visuals.

Specificity builds accountability and reduces confusion.

2. Create a first-day culture

Younger employees often decide on day one whether they’ll stay long-term.
Alicia recommended:

• Personalize onboarding: text new hires before they start.
• Add small touches: a favorite snack, welcome note, or branded gift.
• Set expectations early, clearly, and warmly.

“That first impression tells employees if they’re valued,” she said. “And value is the heart of retention.”

3. Give ongoing, quick-hit feedback

Younger generations crave regular check-ins—not long meetings.

• Offer feedback weekly or biweekly, even for 30 seconds
• Pair it with recognition for maximum impact
• Keep it specific and actionable

Feedback builds confidence; recognition sustains it.

Recognition across generations

Alicia closed with a story about her father—a baby boomer who built his career in employee recognition and rewards.

“He always told people they were valuable,” she said. “He told me he was proud of me—and that’s why I’m here today.”

Her message to the audience was simple but powerful:

“You’re the unsung heroes, lifting others up every day. You change people’s lives.”

The takeaway

Generational understanding isn’t about dividing people into boxes, it’s about unlocking potential. When leaders recognize each generation’s strengths, tailor communication, and create space for everyone to feel seen, they build belonging for every age.

Because when every generation feels valued, everyone wins.

Recognition with Awardco helps organizations deliver timely, personalized appreciation that resonates across every age group. Learn more here.