It's not that Gen Y and Boomer employees don't care about how much they are paid, it's just that they want "a whole bunch of other stuff," and sometimes that "stuff" is even more important than the money. That is what Sylvia Ann Hewlett , Laura Sherbin , and Karen Sumberg found in researching the particular needs and desires of the two dominant generations (at least in terms of numbers) in the workforce. And as Hewlett, Sherbin, and Sumberg point out in the most recent Harvard Business Review , managers need to understand those needs and desires because they are driving workplace culture today: The combination of Generation Y eagerly advancing up the professional ranks and Baby Boomers often refusing to retire has, over the course of a few short years, dramatically shifted the composition of the workforce; each of these generations is roughly twice the size of Generation X, which lies between them. More important, Boomers and Gen Ys are together redefining what constitutes a great place to work. As we will show, they tend to share many attitudes and behaviors that set them apart from other generations. These shared preferences constitute a new center of gravity for human resources management. Here is Hewlett, founding president of the Center for Work-Life Policy, discussing the findings in a Harvard Business Review interview: Read an abstract of How Gen Y and Boomers Will Reshape Your Agenda from the Harvard Business Review here .