Generational Diversity in the Workplace

GENERATIONAL DIVERSITY IN THE WORKPLACE SOPHIA GUEVARA AND SHARON TUBAY University of Detroit Mercy | 8.21.09 The Matures, Boomers, Generation X and Y

Learning Objectives
Identify the four generations
Share background, values, and preferences of each generation, as well as their stereotypes
Tips and tools

What is Diversity?

Diversity
" Diversity is generally defined as acknowledging, understanding, accepting, valuing, and celebrating differences among people with respect to age, class, ethnicity, gender, physical and mental ability, race, sexual orientation, spiritual practice, and public assistance status” (Esty, et al., 1995).
Diversity improves the ability of an organization to innovate.
University of Florida IFAS Extension. “Diversity in the Workplace: Benefits, Challenges, and the Required Managerial Tools” Retrieved August 16, 2009 from: http://edis.ifas.ufl.edu/HR022

Generational Diversity
The Matures, Boomers, Generation X and Generation Y (Millennials)
The unique backgrounds and experiences of today’s information workforce leads to a unique blend of:
Motivations and expectations
Work/life balance, feedback, promotion
Communication and interaction methods
Face-to-face vs. virtual
Work strategies and tool employment
Technology

A Closer Look: The Matures, Boomers, X and Y

Confronting the Stereotype

Snapshot: The Matures
Born between 1909-1945 (varies)
Age 64+
Under 10 million ( 2005 est.)
Defining events: WWII and women stepping out into the workforce
Loyal
Used to clear-cut career trajectories, usually with the same company
Strong work ethic
Established networks
Background
Value to the Information Work Environment
Smith and Clurman. Rocking the Ages: The Yankelovich Report on Generational Marketing. BLS.GOV. Labor force projections to 2012: the graying of the U.S. workforce. Retrieved online August 1, 2009 from: http://www.bls.gov/opub/mlr/2004/02/art3exc.htm

Understanding the Matures
Increasing numbers in the talent pool because of the economy
The Matures at work
Most valued/Least valued soft benefits
Pleasant work environment: 82%
Flexible hours: 46%
Limited Interaction Among Generations in the Workplace Identified as Key Indicator of Coming Skilled Worker Crisis. May 2008. Retrieved online on August 1, 2009 from: http://www.businesswire.com/portal/site/home/permalink/?ndmViewId=news_view&newsId=20080527005042&newsLang=en

The Matures - Stereotypes
Poor technology skills
Inflexible
Unable or unwilling to be employed in positions with more than part-time hours
Unwilling or unable to utilize technology
Dictatorial
Rigid
The Negative Image
Stereotype
Dittmann, Melissa. Generational Differences at Work. Monitor on Psychology , V. 36, No.6. Retrieved online on August 16, 2009 from: http://www.apa.org/monitor/jun05/generational.html

Snapshot: The Boomers
Born 1946-1964 (varies)
Ages: 45-63
78.2 million (July 2005 U.S. Census Bureau est.)
Defining events: Advent of television and the Vietnam War
Service-oriented
A fountain of knowledge earned through years of experience
Willing to take responsibility
Background
Martin, J. “I Have Shoes Older Than You: Generational Diversity In The Library.” The Southeastern Librarian, (54)3. Pgs 4-11.
- US Census Bureau. “Facts for Features: Oldest Baby Boomers Turn 60.” Retrieved online on April 5, 2008 at: http://www.census.gov/Press-Release/www/releases/archives/facts_for_features_special_editions/006105.html

Understanding the Boomers
Ability to adapt has helped them gain in the workplace
The Boomers at work
Satisfying work: 71%
Flexible hours: 51%

The Boomers - Stereotypes
Poor technology skills
Low energy
Self-absorbed
The Negative Image
Stereotype

Snapshot: Generation X
Born 1968-1979 (varies)
Ages 30-41
Previously known as the Post-Boomers
Generation X:Tales for an Accelerated Culture by Douglas Coupland
Results oriented
Little supervision needed
Willing to put the extra time in to get the job done
Background
- Thielfoldt, D. & Scheef, D. “Generation X and the Millenials: What you need to know about mentoring the new generations.” Retrieved online April 6, 2008 from:http://www.abanet.org/lpm/lpt/articles/mgt08044.html
Raines, C. 1997. “Beyond Generation X: A Bridge-Building Guide for Managers.” p. 11. Retrieved from Google Book Search on April 6, 2008 at: http://books.google.com/books?id=OsThLU5g8rEC&pg=PA11&lpg=PA11&dq=origination+of+generation+x+label&source=web&ots=oB7uM2N9Op&sig=dnBvI559wpL_9d_k4EzGg-ua1hE&hl=en
Census 2000 Ethnographic Study. Generation X Speaks Out on Civic Engagement and the Decennial Census: An Ethnographic Approach.

Understanding Generation X
Look for opportunities to advance their skills
Loyalty – Scandals of 80’s and 90’s
Generation X at work
Pleasant work environment: 69%
Flexible hours: 48%

Generation X - Stereotype
Slacker Generation
“ Not particularly committed to a career”
Impatient
Too cynical/negative
The Negative Image
Stereotype

Snapshot: Generation Y (Millennials)
73.5 million
Ages: Late teens to 31
Born between 1978-1990 (varies)
May also be referred to as the Digital Generation or Millennials
Digital Natives
Marc Prensky
Fresh eyes/energy
Willing to share innovative ideas with team members
Background
Pierce, Sarah. Generation Y Myths Debunked. Entrepreneur. June 2007. Retrieved online August 1, 2009 at: http://www.entrepreneur.com/humanresources/managingemployees/article179200.html

Understanding Generation Y
Fresh energy
Personal fulfillment and making a difference
Generation Y at work
Satisfying work: 59%
Challenging work: 42%

Generation Y - Stereotype
Impatient/Demanding
Not interested in paying dues
Spoiled/self-absorbed
Inexperience limits their ability to contribute value to the organization
The Negative Image
Stereotype

Working Together in the Information Workplace: Tips for Success

Connect with your colleagues
Connect with the individual, not the stereotype.

Understand different work habits
Don’t be afraid to try new methods of working and communicating
Members of different generations may have different work habits
Example: The use and expectation of technology in the everyday work environment

Understand Motives and Values
Try to put yourself in your colleague’s shoes to experience the world from a different vantage point
Respect the values and motives of your colleagues
The role and importance of constructive conflict
The importance of communication

Share what you know
Participate in mentoring and reverse-mentoring relationships.
Everyone makes an impact – choose to make yours a positive one.

You and the multigenerational workplace

Generations and preferences
How do you prefer to keep up on what’s happening in the news?
Please identify the generation that you fall into, if you are willing to.

Baby Boomer workers are staying in the workforce longer
Causes Boomers to compete with their own children
Results in Gen-Xers, as well as Millennials feeling threatened and trapped in jobs that offer little hope of advancement or promotion
The Gray Ceiling

Understanding Gray Ceiling Factors
More Food for Thought
(from the July 28, 2009 edition of Time Magazine:)
The average 401(k) account value has dropped from $170,000 in 2007 to the CURRENT VALUE of $93,000
Only 13% of workers believe they have enough savings and assets for retirement
The normal retirement cycle has been disrupted

How do you see yourself?
Are you the coyote or the anvil on his back?

The “Apprentice to Master Paradigm” ends with Gen Xers and Millennials
One Thing is Clear:

“ Isms”
“ Isms” include:
Racism
Sexism
Classism
Elitism
Ableism
Generational clashes in the workplace are another example of a specific diversity issue…
This generational lens may begin to minimalize the “isms” that have been focu s ed on for the last several decades

Useful Tools

Useful Tools
Understanding our own “Ladder of Inference”
Acknowledging our “Left-Hand Column”
Utilizing “Check-ins/outs” regularly
Making clear at the beginning of a process who the real decision maker is
Having courage to participate in open and honest dialogues
For promoting conversations, generational understanding, and relationship building within the workplace

Useful Tools (cont)
Using critical thinking tools from the Systems Thinking framework
“ Casual Loop Diagrams”
Use to work through problems with diverse, multi-generational teams
Engaging in feedback
Developing our own emotional intelligence
Asking the important, powerful questions to get real dialogue going

Conclusion
Shift Happens…it is happening in the larger system and continuum
There are rich, robust pockets of knowledge in every organization
So the bottom line is:
There is a seat at the table for everyone and for every generation.

Questions?

Generational Diversity in the Workplace

by SharonTubay

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