This document discusses generational differences in the workplace. It provides statistics showing that engagement levels vary between generations, with millennials offering different skills than older generations. While 59% of business leaders give recent graduates poor grades for job readiness, 74% of non-millennials agree millennials add value. The document notes generation management has underestimated differences between cultures and that in the Netherlands, a multi-cultural view is needed given the diversity there, especially in large cities. It concludes with tips for managing a multigenerational, multicultural department like focusing on strengths and value differences bring rather than problems.

1. Talkin' 'bout my generation
famous
Statistics
Employee Engagement by generation: % employees engaged
Culture VS Generation
GENERATION MANAGEMENT TEACHES US TO RESPECT AND MAKE FULL
USE OF DIFFERENCES BETWEEN GENERATIONS.
breakfastmeeting summary
MILLENNIALS
BARACK OBAMA
MADONNA
GEORGE CLOONEY
BABY BOOMERS
TIGER WOODS
KATE MOSS
MICHAELL DELL
GENERATION X
MARK ZUCKERBERG
LIONEL MESSI
PRINCE WILLIAM
GENERATION Y
6 IN 10 OF THE CURRENT STUDENTS
SAY THEY ARE NOT CONSIDERING A
CAREER IN BUSINESS, AND 48% SAID
THEY HAVE NOT BEEN ENCOURAGED
TO DO SO.
68% OF CORPORATE RECRUITERS
SAY THAT IT IS DIFFICULT FOR THEIR
ORGANIZATIONS TO MANAGE
MILLENNIALS.
74% OF NON-MILLENNIALS AGREE
THAT MILLENNIALS OFFER DIFFERENT
SKILLS AND WORK STYLES THAT ADD
VALUE TO THE WORKPLACE.
59% OF BUSINESS DECISION MAKERS
AND 62% OF HIGHER EDUCATION
INFLUENTIALS GIVE RECENT COLLEGE
GRADUATES A C GRADE OR LOWER FOR
PREPAREDNESS IN THEIR FIRST JOBS.
GENERATION MANAGEMENT HAS BEEN
DOMINATED BY THE ‘ANGLO-SAXON-
SCHOOL’ WHICH UP TILL NOW HAS
UNDERESTIMATED THE BIG GENERA-
TIONAL DIFFERENCES BETWEEN
CULTURES AND REGIONS (I.E. CHINA,
RUSSIA, AFRICA).
YOUNG ETHNIC PROFESSIONALS:
IN AMSTERDAM, ROTTERDAM AND
THE HAGUE APPROXIMATELY 50%
OF THE POPULATION HAS A MULTI-
CULTURAL BACKGROUND.
GENERATION X
BABY BOOMERS TRADITIONALIST
29% 32%
42%33%
IN THE SETTING OF THE NETHERLANDS,
A MANAGER SHOULD TAKE INTO
ACCOUNT MORE THAN JUST THE ANGLO-
SAXON VIEW ON GENERATIONS.
TWO OUT OF THREE OF THE YOUNG
INHABITANTS (0-22) OF AMSTERDAM
HAVE A MULTICULTURAL BACKGROUND.
MOST NATIONALITIES IN THE WORLD:
1. AMSTERDAM (190) 2. ANTWERP (164) 3. NEW YORK (150)
Cultural Differences
GENERATION Y IN BRIC: FOCUS PRIMARILY ON MONEY
GENERATION Y IN WESTERN WORLD: FOCUS PRIMARILY ON PERSONAL GROWTH
GENERATION Y IN ARABIAN WORLD: FIRST TO CHALLENGE AUTHORITY,
PROBLEM WITH FINDING BALANCE BETWEEN TRADITION AND MODERNITY.
Tips of managing a multicultural and multigenerational department
DO NOT FOCUS (MAINLY)
ON THE PROBLEMS,
FOCUS ON THE ADDED
VALUE OF DIFFERENT
GENERATIONS WITHIN
AN ORGANISATION.
MAKE A GENERATIONAL
DIVISION OF THE
EMPLOYEES WITHIN
THE ORGANISATION.
DECIDE WHAT THE
ULTIMATE MIX OF GENE-
RATIONS WITHIN THE
ORGANISATION SHOULD
BE. TO DO SO: FOCUS ON
THE NEARBY FUTURE.
SOURCES:
GALLUP; KRAUTHAMMER; ERKEL; CHINA FORECAST;
FORBES; BENTLEY UNIVERSITY; VERGOUW CONSULTING.