Workplace diversity is a growing business concern and an essential source of competitive advantage for organisations in the ever-growing global economy.
My new paper considers the ever changing generational mix in the workplace and how to maximize people development to impact organizational growth in this environment - whatever the generation!
This document discusses communication challenges in a multigenerational workforce and analyzes strategies to improve effectiveness. It first provides an overview of the four main generations currently in the workforce: Traditionalists, Baby Boomers, Generation X, and Millennials. It describes key differences between the generations in values, work ethics, job mobility, compliance, and motivators. The document then discusses how organizational communication theories can be applied to build collaboration between generations. Specifically, it argues managers must understand generational characteristics to communicate effectively and motivate employees. A more collaborative environment that meets generational needs could improve efficiency, effectiveness, and teamwork.
This document discusses leveraging generational differences in the workforce for productivity gains. It begins by outlining the four main generations currently in the workforce - Traditionalists, Baby Boomers, Generation X, and Millennials. Each generation has distinct life experiences that shape their core values and expectations. The document then proposes an approach for managers and employees to successfully work with multigenerational teams. This involves identifying the strengths and weaknesses of each generation, key competencies needed for business success, and developing a Generations/Competencies Matrix to leverage strengths and minimize conflicts across generations. Examples are provided to illustrate how the matrix can be used to form teams, address issues, and guide training.
Managing today's multigenerational workforce presents unique challenges as four generations - Silent, Baby Boomer, Gen X, and Gen Y - now work together. Understanding differences in each generation's attitudes, styles, and expectations is critical for effective communication and collaboration. As Baby Boomers delay retirement and Gen Y enters the workforce, companies must prepare for potential leadership and talent deficits. Creating a workplace where all staff works in harmony despite generational differences will strengthen organizations.
This document discusses training a multigenerational workforce. It provides an overview of the four main generations currently in the workforce - Traditionalists, Baby Boomers, Generation X, and Millennials. Each generation has different formative life experiences that shape their work styles, views on change, careers, and expectations around training. Effective training requires understanding these generational differences and tailoring approaches to learning, communication, problem solving, and leadership to different preferences. Generational diversity in the workforce provides both opportunities and challenges for developing training programs.
Keep Peace and Keep Learning in a Multi-Generational WorkforceBizLibrary
This document discusses training a multigenerational workforce. It provides an overview of the four main generations currently in the workforce - Traditionalists, Baby Boomers, Generation X, and Millennials. Each generation has different formative life experiences that shape their work styles, views on change, careers, and expectations around training. Effective training requires understanding these generational differences and tailoring approaches to learning, communication, problem solving, and leadership to different preferences. Generational diversity in the workforce presents both challenges and opportunities for organizations.
Generational Encounters - Tanyeka Alexander - University of Baltimore (MACPA ...Tom Hood, CPA,CITP,CGMA
A paper on generational issue facing the CPA Profession authored by MACPA student member Tanyeka Alexander after attending MACPA's Generational Symposium hosted by our New Young Professionals Network in 2013. See recap here http://cpa.tc/2un
Tanyeka presented this paper at the MACPA Board of Directors meeting in May, 2014 accompanied by her professor, Dalton Tong.
In this thought provoking paper, Tanyeka provides the research and more importantly the perspective of the millennial about this generation gap which is often aimed at them.
She concludes with a powerful message for us all, Understand them. Embrace them. Engage them. Retain them.
Generational values in organizationa behaviorMilton Kumar
Generational values in Organizational behavior, Different generations like Traditional, baby boomers, generation X, generation Y, Similarities and dissimilarities of different generational values.
My new paper considers the ever changing generational mix in the workplace and how to maximize people development to impact organizational growth in this environment - whatever the generation!
This document discusses communication challenges in a multigenerational workforce and analyzes strategies to improve effectiveness. It first provides an overview of the four main generations currently in the workforce: Traditionalists, Baby Boomers, Generation X, and Millennials. It describes key differences between the generations in values, work ethics, job mobility, compliance, and motivators. The document then discusses how organizational communication theories can be applied to build collaboration between generations. Specifically, it argues managers must understand generational characteristics to communicate effectively and motivate employees. A more collaborative environment that meets generational needs could improve efficiency, effectiveness, and teamwork.
This document discusses leveraging generational differences in the workforce for productivity gains. It begins by outlining the four main generations currently in the workforce - Traditionalists, Baby Boomers, Generation X, and Millennials. Each generation has distinct life experiences that shape their core values and expectations. The document then proposes an approach for managers and employees to successfully work with multigenerational teams. This involves identifying the strengths and weaknesses of each generation, key competencies needed for business success, and developing a Generations/Competencies Matrix to leverage strengths and minimize conflicts across generations. Examples are provided to illustrate how the matrix can be used to form teams, address issues, and guide training.
Managing today's multigenerational workforce presents unique challenges as four generations - Silent, Baby Boomer, Gen X, and Gen Y - now work together. Understanding differences in each generation's attitudes, styles, and expectations is critical for effective communication and collaboration. As Baby Boomers delay retirement and Gen Y enters the workforce, companies must prepare for potential leadership and talent deficits. Creating a workplace where all staff works in harmony despite generational differences will strengthen organizations.
This document discusses training a multigenerational workforce. It provides an overview of the four main generations currently in the workforce - Traditionalists, Baby Boomers, Generation X, and Millennials. Each generation has different formative life experiences that shape their work styles, views on change, careers, and expectations around training. Effective training requires understanding these generational differences and tailoring approaches to learning, communication, problem solving, and leadership to different preferences. Generational diversity in the workforce provides both opportunities and challenges for developing training programs.
Keep Peace and Keep Learning in a Multi-Generational WorkforceBizLibrary
This document discusses training a multigenerational workforce. It provides an overview of the four main generations currently in the workforce - Traditionalists, Baby Boomers, Generation X, and Millennials. Each generation has different formative life experiences that shape their work styles, views on change, careers, and expectations around training. Effective training requires understanding these generational differences and tailoring approaches to learning, communication, problem solving, and leadership to different preferences. Generational diversity in the workforce presents both challenges and opportunities for organizations.
Generational Encounters - Tanyeka Alexander - University of Baltimore (MACPA ...Tom Hood, CPA,CITP,CGMA
A paper on generational issue facing the CPA Profession authored by MACPA student member Tanyeka Alexander after attending MACPA's Generational Symposium hosted by our New Young Professionals Network in 2013. See recap here http://cpa.tc/2un
Tanyeka presented this paper at the MACPA Board of Directors meeting in May, 2014 accompanied by her professor, Dalton Tong.
In this thought provoking paper, Tanyeka provides the research and more importantly the perspective of the millennial about this generation gap which is often aimed at them.
She concludes with a powerful message for us all, Understand them. Embrace them. Engage them. Retain them.
Generational values in organizationa behaviorMilton Kumar
Generational values in Organizational behavior, Different generations like Traditional, baby boomers, generation X, generation Y, Similarities and dissimilarities of different generational values.
A Balanced Perspective - How to Recruit a Multigenerational WorkforceSteve Lowisz
This document discusses recruiting a multigenerational workforce. It notes that for the first time, four generations - the Silent Generation, Baby Boomers, Generation X, and Generation Y - are working together. While generations share some common experiences, individuals have unique career needs and interests. The document explores balancing generational traits with individual aspirations when recruiting. It identifies four major shifts affecting the workforce: an aging population, transfer of authority to younger generations, increased employment options, and redefined work-life models. It provides an overview of perceived core values, family structures, education views, communication preferences, and financial mindsets for each generation. The goal is to understand generational profiles while avoiding stereotyping differences in recruiting a diverse workforce
This 3-sentence summary provides the high-level information from the document:
The document discusses how creativity and innovation are essential for business process management to address today's challenges and create better organizations. It argues that leadership needs to understand and foster innovation by managing it as a process through which individuals and groups can think beyond the obvious to generate value. Several changes in society and business are also outlined that require new approaches like cross-functional collaboration, moving away from territorial thinking, and focusing on value creation through differentiation.
Is cultural diversity one of the solution to recreate the global economy for ...KamelionWorld
Diversity of thinking (age, culture, education, personality, skills and life experiences) is most important in global business.
Learn how to read between the lines in the recent report: The new global mindset: globalization and the changing world of business published by Ernst & Young.
Documento fundamental para quem quer entender a complexidade das relações econômicas. Elaborado por equipe do MIT Media Lab coordenada por Cesar Hidalgo
Uday salunkhe enhancing profits by nurturing people and planetudaysalunkhe
This document discusses a research study on the concept of triple bottom line (TBL) accounting and its correlation with financial profits. The study examines the business case for sustainability and its long-term relevance for organizations practicing TBL accounting by considering profit, people and planet. It provides context on TBL reporting frameworks and the interdependence between economic, social and environmental goals for business success over time.
This document summarizes research on the perspectives of young professionals from Generation Y regarding work, career, and gender. The research involved in-depth interviews with 42 young professionals. Key findings include:
1) Generation Y prefers self-managed work and values autonomy, feedback, and opportunities for growth in their careers.
2) Views on work-life balance varied, but most emphasized wanting control over their schedules.
3) Careers were seen as most meaningful when challenging and allowing for self-improvement.
4) While diversity was widely accepted, traditional gender roles and lack of female mentors persisted in some workplaces.
This document discusses generational differences in the workplace and provides strategies for managing a multigenerational workforce. It identifies the four main generations currently in the workforce - Veterans, Baby Boomers, Generation X, and Generation Y. Each generation has different values, work ethics, and preferences that can lead to conflicts if not properly managed. The document recommends identifying each employee's generation, drawing on the strengths of each, adapting management styles to different generations, accepting generational differences, and motivating employees in generation-specific ways. Effective multi-generational management can help reduce conflicts and maximize productivity.
The document discusses how the world is entering a new era called the Human Age, where optimizing human potential will be the single most important factor for business success. It will require companies to re-examine how they develop and leverage employees' skills and talents. The rise of technologies has leveled the playing field for workers while also creating a talent shortage for companies. To thrive in this new Human Age, companies must adapt their strategies and structures to better engage, train and develop their workforce.
THE FUTURE OF EMPLOYER-EMPLOYEE RELATIONS: A TOUGH BALANCING ACTLeapFrog Strategy
This document discusses potential future scenarios for employer-employee relations in India over the next decade. It notes that while the current model emphasizes flexibility for employers and career management by employees, Indian culture highly values humane and collective aspects. Three possible scenarios are outlined: 1) continued individualism and high attrition as economics overrides culture, 2) rise of professional networks as employees' main affiliation, and 3) some enlightened companies prioritizing caring, loyal relationships to engage employees fully. Overall, the future will likely involve balancing economic and cultural factors between individual and collective orientations.
5--Leveraging D&I for a Global Economy March Infoline_FINALmderven
This 3-sentence summary provides the high-level information from the document:
The document discusses leveraging diversity and inclusion for a global economy and was published by the American Society for Training & Development in their INFOLINE publication from March 2014. It was written by Marjorie Derven, Ernie Gundling, and Pamela Leri.
This document discusses diversity, emotional intelligence, agility and innovation. It defines diversity as understanding and respecting individual differences. Emotional intelligence involves self-awareness, self-regulation, empathy and social skills. Agile and innovative organizations hire diverse talent, encourage creativity, and develop employee skills. High emotional intelligence in groups creates norms that build trust and allow for disagreements without personal attacks. Diversity, emotional intelligence and agility reinforce each other to produce innovation when leaders harness different perspectives.
The document describes Maria's journey in joining an art community group called the RCM. It begins with Maria feeling frustrated by her inability to connect with other artists. She learns about the RCM art group from her instructor and decides to get involved. Maria researches the group online, attends a workshop, and joins the Amateur Artists Group. She displays a painting in an upcoming gallery show. Maria sells her painting and receives positive feedback, leaving her happy and content. The rest of the document outlines the RCM's business model, key partners, benefits to stakeholders, and implementation phases.
Diversity is much-praised for fostering healthier and more innovative workplaces. But whichever way you slice ‘diversity’, the majority of our teams reflect one demographic, and simply adding “a diverse hire” does not magically produce these results. So are the claims true? If so, what else do we need to do?
Through our time training and placing coders from widely differing backgrounds we’ve had to get to grips with the realities of integrating teams.
This talk looks at different kinds of diversity, and explores the link with quality and innovation. We also investigate some of the unconscious biases and infrastructure challenges that reinforce exclusion.
With collaboration at their heart, agile teams are best placed to promote inclusion. How can we extend agile practices to place conscious attention on creating connections and to build truly healthy, demographically representative teams?
Generation Now: Surviving and Thriving With Multiple Generations in the Workp...Lori Reed
This document discusses different generations in the workplace, including Matures/Veterans, Baby Boomers, Generation X, and Generation Y/Millennials. It defines each generation based on their birth years and shared experiences. Key events and trends that shaped each generation are identified. The values, traits, heroes, and views towards leadership, careers, and feedback of each generation are contrasted to illustrate how generational differences can impact the workplace. Understanding these differences can help improve communication and collaboration between generations.
Promoting Diversity in Evolutionary Optimization: Why and HowGiovanni Squillero
Divergence of character is a cornerstone of natural evolution. On the contrary, evolutionary optimization processes are plagued by an endemic lack of diversity: all candidate solutions eventually crowd the very same areas in the search space. Such a “lack of speciation” has been pointed out in the seminal work of Holland in 1975, and nowadays is well known among scholars. It has different effects on the different search algorithms, but almost all are quite deleterious. The problem is usually labeled with the oxymoron “premature convergence”, that is, the tendency of an algorithm to convergence toward a point where it was not supposed to converge to in the first place...
Comparison Leadership Styles of Baby Boomers and Generation Ybafau
This document compares the leadership styles of Baby Boomers and Generation Y, using Bill Clinton and Mark Zuckerberg as examples. Baby Boomers, born between 1945-1964, are described as hard working, loyal, and focused on organizational goals and stability. Generation Y, born between 1981-2000, prefer flexibility, feedback, and define leadership collectively with a focus on change. Bill Clinton exhibited a charismatic and collaborative leadership style as President, while Mark Zuckerberg's style as CEO of Facebook is goal-oriented, creative, and focuses on empowering employees through technology.
This study by SHRM examined how workplace diversity and inclusion has changed over the past 5 years based on surveys of HR professionals in 2010 and 2005. It found that while the percentage of companies with formal diversity practices decreased slightly, likely due to the economic downturn, there were increases in other areas like diversity training and organizations reporting effective diversity programs. The study provides an overview of key findings regarding diversity practices, outcomes, challenges in measuring return on investment, and differences based on company size and sector.
Designing for diversity - how to stop worrying and embrace the Android revol...yiibu
It took 16 years for smartphone penetration to reach 1 billion people. Analysts believe it will take only 3 years to reach the next billion. The devices these consumers buy will be incredibly diverse, yet many will run on Android; a platform that now sees more than 1.5 million activations per day.
In this presentation, we explore the fascinating rise of Android around the globe. From dual SIM phones in Indonesia, to dual screen e-ink devices in Russia and crowd-sourced platform modifications in China, we will discover the role open source has played in Android's popularity and how to design for such a diverse environment.
We Go is a unique app for travelers with disabilities featuring interactive guides, maps and tips. Currently in the start up phase, We Go has prepared its diversity and inclusion plan with the help of IDylls Consulting to stay true to its values as the company grows.
ten things (about diversity and inclusion)Joe Gerstandt
Diversity means difference, and difference exists in relationships between people, not within individuals. True inclusion requires an organization to have the capacity to include different perspectives, identities, and ways of thinking and doing. It also requires sharing power in a dialogic relationship where no one party has to do all the accommodating. Clarity on concepts like diversity, difference, and inclusion is important for organizations seeking to realize the potential value and benefits of a more diverse workforce and inclusive culture.
The document discusses diversity training, what it is, why it's important, and when it started. It provides two scenarios as examples of issues diversity training can address. Diversity training aims to make employees aware of diversity issues and promote cohesiveness. It started in the 1960s in response to the civil rights movement. There are two main types - awareness training and skill-based training. The goal is to help employees understand valuing different attitudes and skills within a team can lead to extraordinary performance.
A Balanced Perspective - How to Recruit a Multigenerational WorkforceSteve Lowisz
This document discusses recruiting a multigenerational workforce. It notes that for the first time, four generations - the Silent Generation, Baby Boomers, Generation X, and Generation Y - are working together. While generations share some common experiences, individuals have unique career needs and interests. The document explores balancing generational traits with individual aspirations when recruiting. It identifies four major shifts affecting the workforce: an aging population, transfer of authority to younger generations, increased employment options, and redefined work-life models. It provides an overview of perceived core values, family structures, education views, communication preferences, and financial mindsets for each generation. The goal is to understand generational profiles while avoiding stereotyping differences in recruiting a diverse workforce
This 3-sentence summary provides the high-level information from the document:
The document discusses how creativity and innovation are essential for business process management to address today's challenges and create better organizations. It argues that leadership needs to understand and foster innovation by managing it as a process through which individuals and groups can think beyond the obvious to generate value. Several changes in society and business are also outlined that require new approaches like cross-functional collaboration, moving away from territorial thinking, and focusing on value creation through differentiation.
Is cultural diversity one of the solution to recreate the global economy for ...KamelionWorld
Diversity of thinking (age, culture, education, personality, skills and life experiences) is most important in global business.
Learn how to read between the lines in the recent report: The new global mindset: globalization and the changing world of business published by Ernst & Young.
Documento fundamental para quem quer entender a complexidade das relações econômicas. Elaborado por equipe do MIT Media Lab coordenada por Cesar Hidalgo
Uday salunkhe enhancing profits by nurturing people and planetudaysalunkhe
This document discusses a research study on the concept of triple bottom line (TBL) accounting and its correlation with financial profits. The study examines the business case for sustainability and its long-term relevance for organizations practicing TBL accounting by considering profit, people and planet. It provides context on TBL reporting frameworks and the interdependence between economic, social and environmental goals for business success over time.
This document summarizes research on the perspectives of young professionals from Generation Y regarding work, career, and gender. The research involved in-depth interviews with 42 young professionals. Key findings include:
1) Generation Y prefers self-managed work and values autonomy, feedback, and opportunities for growth in their careers.
2) Views on work-life balance varied, but most emphasized wanting control over their schedules.
3) Careers were seen as most meaningful when challenging and allowing for self-improvement.
4) While diversity was widely accepted, traditional gender roles and lack of female mentors persisted in some workplaces.
This document discusses generational differences in the workplace and provides strategies for managing a multigenerational workforce. It identifies the four main generations currently in the workforce - Veterans, Baby Boomers, Generation X, and Generation Y. Each generation has different values, work ethics, and preferences that can lead to conflicts if not properly managed. The document recommends identifying each employee's generation, drawing on the strengths of each, adapting management styles to different generations, accepting generational differences, and motivating employees in generation-specific ways. Effective multi-generational management can help reduce conflicts and maximize productivity.
The document discusses how the world is entering a new era called the Human Age, where optimizing human potential will be the single most important factor for business success. It will require companies to re-examine how they develop and leverage employees' skills and talents. The rise of technologies has leveled the playing field for workers while also creating a talent shortage for companies. To thrive in this new Human Age, companies must adapt their strategies and structures to better engage, train and develop their workforce.
THE FUTURE OF EMPLOYER-EMPLOYEE RELATIONS: A TOUGH BALANCING ACTLeapFrog Strategy
This document discusses potential future scenarios for employer-employee relations in India over the next decade. It notes that while the current model emphasizes flexibility for employers and career management by employees, Indian culture highly values humane and collective aspects. Three possible scenarios are outlined: 1) continued individualism and high attrition as economics overrides culture, 2) rise of professional networks as employees' main affiliation, and 3) some enlightened companies prioritizing caring, loyal relationships to engage employees fully. Overall, the future will likely involve balancing economic and cultural factors between individual and collective orientations.
5--Leveraging D&I for a Global Economy March Infoline_FINALmderven
This 3-sentence summary provides the high-level information from the document:
The document discusses leveraging diversity and inclusion for a global economy and was published by the American Society for Training & Development in their INFOLINE publication from March 2014. It was written by Marjorie Derven, Ernie Gundling, and Pamela Leri.
This document discusses diversity, emotional intelligence, agility and innovation. It defines diversity as understanding and respecting individual differences. Emotional intelligence involves self-awareness, self-regulation, empathy and social skills. Agile and innovative organizations hire diverse talent, encourage creativity, and develop employee skills. High emotional intelligence in groups creates norms that build trust and allow for disagreements without personal attacks. Diversity, emotional intelligence and agility reinforce each other to produce innovation when leaders harness different perspectives.
The document describes Maria's journey in joining an art community group called the RCM. It begins with Maria feeling frustrated by her inability to connect with other artists. She learns about the RCM art group from her instructor and decides to get involved. Maria researches the group online, attends a workshop, and joins the Amateur Artists Group. She displays a painting in an upcoming gallery show. Maria sells her painting and receives positive feedback, leaving her happy and content. The rest of the document outlines the RCM's business model, key partners, benefits to stakeholders, and implementation phases.
Diversity is much-praised for fostering healthier and more innovative workplaces. But whichever way you slice ‘diversity’, the majority of our teams reflect one demographic, and simply adding “a diverse hire” does not magically produce these results. So are the claims true? If so, what else do we need to do?
Through our time training and placing coders from widely differing backgrounds we’ve had to get to grips with the realities of integrating teams.
This talk looks at different kinds of diversity, and explores the link with quality and innovation. We also investigate some of the unconscious biases and infrastructure challenges that reinforce exclusion.
With collaboration at their heart, agile teams are best placed to promote inclusion. How can we extend agile practices to place conscious attention on creating connections and to build truly healthy, demographically representative teams?
Generation Now: Surviving and Thriving With Multiple Generations in the Workp...Lori Reed
This document discusses different generations in the workplace, including Matures/Veterans, Baby Boomers, Generation X, and Generation Y/Millennials. It defines each generation based on their birth years and shared experiences. Key events and trends that shaped each generation are identified. The values, traits, heroes, and views towards leadership, careers, and feedback of each generation are contrasted to illustrate how generational differences can impact the workplace. Understanding these differences can help improve communication and collaboration between generations.
Promoting Diversity in Evolutionary Optimization: Why and HowGiovanni Squillero
Divergence of character is a cornerstone of natural evolution. On the contrary, evolutionary optimization processes are plagued by an endemic lack of diversity: all candidate solutions eventually crowd the very same areas in the search space. Such a “lack of speciation” has been pointed out in the seminal work of Holland in 1975, and nowadays is well known among scholars. It has different effects on the different search algorithms, but almost all are quite deleterious. The problem is usually labeled with the oxymoron “premature convergence”, that is, the tendency of an algorithm to convergence toward a point where it was not supposed to converge to in the first place...
Comparison Leadership Styles of Baby Boomers and Generation Ybafau
This document compares the leadership styles of Baby Boomers and Generation Y, using Bill Clinton and Mark Zuckerberg as examples. Baby Boomers, born between 1945-1964, are described as hard working, loyal, and focused on organizational goals and stability. Generation Y, born between 1981-2000, prefer flexibility, feedback, and define leadership collectively with a focus on change. Bill Clinton exhibited a charismatic and collaborative leadership style as President, while Mark Zuckerberg's style as CEO of Facebook is goal-oriented, creative, and focuses on empowering employees through technology.
This study by SHRM examined how workplace diversity and inclusion has changed over the past 5 years based on surveys of HR professionals in 2010 and 2005. It found that while the percentage of companies with formal diversity practices decreased slightly, likely due to the economic downturn, there were increases in other areas like diversity training and organizations reporting effective diversity programs. The study provides an overview of key findings regarding diversity practices, outcomes, challenges in measuring return on investment, and differences based on company size and sector.
Designing for diversity - how to stop worrying and embrace the Android revol...yiibu
It took 16 years for smartphone penetration to reach 1 billion people. Analysts believe it will take only 3 years to reach the next billion. The devices these consumers buy will be incredibly diverse, yet many will run on Android; a platform that now sees more than 1.5 million activations per day.
In this presentation, we explore the fascinating rise of Android around the globe. From dual SIM phones in Indonesia, to dual screen e-ink devices in Russia and crowd-sourced platform modifications in China, we will discover the role open source has played in Android's popularity and how to design for such a diverse environment.
We Go is a unique app for travelers with disabilities featuring interactive guides, maps and tips. Currently in the start up phase, We Go has prepared its diversity and inclusion plan with the help of IDylls Consulting to stay true to its values as the company grows.
ten things (about diversity and inclusion)Joe Gerstandt
Diversity means difference, and difference exists in relationships between people, not within individuals. True inclusion requires an organization to have the capacity to include different perspectives, identities, and ways of thinking and doing. It also requires sharing power in a dialogic relationship where no one party has to do all the accommodating. Clarity on concepts like diversity, difference, and inclusion is important for organizations seeking to realize the potential value and benefits of a more diverse workforce and inclusive culture.
The document discusses diversity training, what it is, why it's important, and when it started. It provides two scenarios as examples of issues diversity training can address. Diversity training aims to make employees aware of diversity issues and promote cohesiveness. It started in the 1960s in response to the civil rights movement. There are two main types - awareness training and skill-based training. The goal is to help employees understand valuing different attitudes and skills within a team can lead to extraordinary performance.
Diversity of thought is key to understanding the potential of diversity and inclusion as an organizational resource to drive innovative business outcomes. During this interactive seminar, Tony Moraco, Chief Executive Officer for Science Applications International Corporation (SAIC) will share how the organization thinks of inclusion and diversity as a mosaic that is formed as numerous individual pieces brought together to create something that is greater than any single part. Mr. Moraco will share SAIC’s vision for creating an inclusive workforce that, through differing perspectives, ideas, and unique insights into problems, creates opportunities for innovation and business growth. A panel of executives from SAIC will continue the discussion by highlighting their experience and perspective on how diversity of thought successfully drives business outcomes.
The document discusses diversity and managing diversity in the workplace. It provides examples of how some large Indian companies are promoting diversity through recruitment and accommodations. It defines key terms like equal employment opportunities and discusses the benefits and challenges of a diverse workforce, including increased costs but also a variety of viewpoints. It outlines diversity management practices at IBM and behaviors that promote diversity. The conclusion emphasizes that a diverse workforce reflects the changing world and benefits both associates and organizations by creating a fair and competitive environment.
This document discusses managing diversity in the workplace. It defines diversity and outlines some of its benefits, including stimulating creativity and innovation. It also discusses challenges of managing a diverse workforce, such as resistance to change, and approaches for overcoming these challenges through practices like effective communication, training, and creating an inclusive environment. The document advocates treating all employees fairly and with respect to create a productive and successful diverse organization.
This document discusses cross-cultural diversity management and sensitivity. It covers the need for awareness of different cultures and understanding barriers to communication like language, culture and perception. It discusses Hofstede's cultural dimensions and differences in areas like gifts, body language, business cards and time orientation between cultures. The importance of cultural sensitivity is emphasized, with dos and don'ts provided. Strategies for effective diversity management in the workplace are suggested, including mentoring, multicultural teams and training. The conclusion emphasizes applying what is learned to build harmonious and high performing diverse organizations.
Diversity in organizations is increasing as the U.S. workforce becomes more diverse. To adapt, organizations must implement diversity management strategies to be aware of and sensitive to differences. Surface-level diversity includes characteristics like race, gender, and age that are easily observed, while deep-level diversity involves less visible attributes like values and personality. Both types of diversity can impact work performance and employee experiences. Effective diversity programs teach managers about legal protections, attract diverse candidates, and foster development practices that benefit all workers. Considering cultural differences is also important for diversity strategies in a global context.
This document discusses managing generational diversity in the workplace. It outlines four generations currently in the workforce - Veterans, Boomers, Generation X, and Generation Y. Each generation has different core values and work styles that were shaped by seminal historic events. Managing a multigenerational workforce requires understanding these differences in how each generation prefers to receive feedback, career goals, rewards, and communication. Building an engaged team culture involves moving all employees up an engagement pyramid through growth opportunities, quality coworkers, meaningful work, and recognition.
Diversity Management The Challenges And OpportunitiesShruti Bhatia
Managing diversity in organizations is important for several reasons. A diverse workforce can lead to greater creativity and innovation through different perspectives. It can also improve a company's public image and expand its markets. However, diversity also presents challenges like resistance to change, interpersonal conflicts, and backlash. The best companies manage diversity effectively by embracing diversity, recruiting and selecting employees fairly, providing training, being flexible, and avoiding stereotypes. They recognize diversity as an asset rather than just a legal requirement.
This document discusses managing diversity in the workplace. It acknowledges that workforces are becoming more diverse in terms of gender, race, ethnicity, abilities, and other attributes. Managing diversity effectively can increase creativity, innovation, and decision-making by bringing in different perspectives. However, it also presents challenges like balancing individual and group fairness, overcoming resistance to change from established corporate cultures, avoiding resentment, and preventing interpersonal conflicts between diverse groups. Managing diversity well requires creating an inclusive culture and supportive policies.
This document discusses managing a multi-generational workforce in Singapore. It identifies five generations currently in the workforce - Traditionalists, Baby Boomers, Generation X, Generation Y, and Generation Z. Each generation brings different experiences and expectations to work. Managing different generations effectively can create advantages for organizations by leveraging each group's strengths. However, it also presents challenges as generations may have differing perspectives. Leaders play a key role in engaging employees and influencing organizational culture to maximize performance across generations.
This document discusses managing a multi-generational workforce in Singapore. It identifies five generations currently in the workforce - Traditionalists, Baby Boomers, Generation X, Generation Y, and Generation Z. Each generation brings different experiences and expectations to work. Managing different generations effectively can create advantages for organizations. Leaders must understand generational characteristics to engage employees and leverage strengths. Highly engaged employees improve customer satisfaction and organizational success through leadership that creates a positive organizational climate.
This document discusses managing a multi-generational workforce in Singapore. It identifies five generations currently in the workforce - Traditionalists, Baby Boomers, Generation X, Generation Y, and Generation Z. Each generation brings different experiences and expectations to work. Managing different generations effectively can create advantages for organizations. Leaders must understand generational characteristics to engage employees and leverage strengths. This impacts organizational culture, employee engagement, customer satisfaction, and business success.
This document summarizes a presentation on harnessing the potential of a multigenerational workforce. It discusses the challenges of managing four generations in today's workforce - Traditionalists, Baby Boomers, Generation X, and Millennials. Each generation has different work perspectives and expectations that managers must understand to motivate employees. By leveraging the strengths of each generation, organizations can increase engagement, productivity and performance. Effective leadership is also key to creating an environment where multigenerational employees can collaborate and succeed.
This white paper:Examines the positive characteristics Millennials bring to an organization.Explores what this generation feels is important in a job and what they expect from their employers.Offers HR and talent development professionals some practical tips on how to keep this generation engaged.Provides examples of what leading-edge organizations are doing to leverage this generation’s strengths and to integrate them into a multi-generational workforce.
The document discusses how advancing diversity is important for businesses to stay competitive and align with personal values, as executives from 24 companies noted. It provides the example of how PepsiCo's former CEO Steve Reinemund focused on improving diversity and inclusion, which led to a 38.8% increase in employees feeling the culture was more inclusive. The purpose is to introduce CEOs who have contributed to more diverse and inclusive workplace cultures and how that has impacted work life.
This document discusses generational differences in the workplace. It defines the generations as Silent Generation (born 1929-1945), Baby Boomers (1946-1965), Generation X (1965-1981), and Generation Y (1982-1999). Each generation has distinct attitudes and contributions. The document outlines implications for leadership, learning styles, and creating an inclusive workplace culture that embraces all generations. Key strategies include communicating in multiple ways, promoting collaboration, offering different training types, and creating mentoring programs between generations.
This document discusses managing a multigenerational workforce and provides recommendations. It notes that four generations are now working side by side, each with different experiences and expectations. This can lead to generational conflicts that impact engagement, turnover and costs. The document recommends focusing on motivation, technology, and knowledge transfer to bridge generational differences. Specifically, it suggests leveraging younger workers' technology skills through reciprocal mentoring. It also stresses the importance of formal knowledge transfer processes and involving all generations in deciding how knowledge is received and shared.
The document discusses diversity in the workplace and its importance for companies. It notes that as workforces become more diverse, managing diversity effectively becomes more important. A diverse workforce can provide better performance and tap into new markets by understanding various cultural perspectives. However, diversity also presents challenges in communication, teamwork, and social interaction that managers must address to realize its benefits.
The document discusses diversity in the workplace and its importance for companies. It notes that as the world has become more interconnected through technology and travel, workplaces have become more culturally diverse. It also discusses how some major companies like Microsoft, Google and Apple have benefited from a diverse workforce with different skills and perspectives. These companies evaluate candidates based on their qualifications rather than attributes like gender, race or background. The document emphasizes that diversity is no longer just about being politically correct, but is a business necessity that can improve creativity, problem solving and decision making.
The document discusses navigating generational differences in organizations. It defines the organizational generation gap as differing experiences and value systems between generations. Four generations currently in the workforce - Traditional, Baby Boomer, Generation X, and Millennial - each have defining experiences that shaped their values. These differences in values can lead to challenges, but understanding generational stereotypes, focusing on realities over perceptions, improving communication skills, and leading change with self-awareness can help bridge gaps between generations in the workplace.
This document discusses managing a multi-generational workforce. It defines five generations currently in the workforce - Traditionalists, Baby Boomers, Generation X, Generation Y, and Generation Z. Each generation has different work perspectives and experiences that affect how they view their work. Managing a multi-generational workforce can be challenging due to differing views between generations but organizations that capitalize on the strengths of each generation can gain a competitive advantage. The document recommends that leaders enhance their understanding of generational characteristics to effectively engage all generations in the workplace.
Recruiting a diverse applicant pool is only the first step in fostering diversity. The “Next Step 2.0” focuses on the top 6 ways HR, Recruiters, New Media Integration, and Corporate Culture can work together to retain and develop diverse talent into leadership positions that add true value within your organization.
Managing today's multigenerational workforce presents unique challenges as four generations - Silent, Baby Boomer, Gen X, and Gen Y - now work together. Understanding differences in each generation's attitudes, styles, and expectations is critical for effective communication and collaboration. As Baby Boomers delay retirement and Gen Y enters the workforce, companies must prepare for potential leadership and talent deficits. Creating a workplace where all staff works in harmony despite generational differences will strengthen organizations.
1Running Head MULTI-GENERATIONAL WORKPLACE9MULTI-GENERATINO.docxaulasnilda
1
Running Head: MULTI-GENERATIONAL WORKPLACE
9
MULTI-GENERATINOAL WORKPLACE
Dr. Atchison
Today’s workforce is a diverse pool of people from multiple generations who bring distinct perspectives, work attitudes and work behaviors to the workforce. A leading challenge for employers has become how to manage a multigenerational workforce effectively. The collaboration, cooperation and creation of a company that is based on the coexistence of four generations, foster a high work performance environment, implement policies and procedures that support the vision of the organization, while creating an environment that values and respect cultural differences and diversity.
Multi-generation
Traditionalists (1925/1949) “silent” respect the chain of command. This generation is loyal and expect a long-term relationship with the company; can be great mentors for the company. And the Boomers (1946/1964) have experience and knowledge. This generation prefer leadership style and ensure to make a difference. Their communication preference is, face to face, personal interaction, personal calls and e-mail. Something interesting about this group is that they do not want to retire, which is challenging companies to learn how to manage this generation.
Generation X (1961/1981) seek work-life balance. This generation is flexible, independent, and a generation of entrepreneurs. They value freedom and responsibility in the workplace, have a disdain for structured work hours and being micromanaged. Communication preference for this generation is, via e-mails, conference calls, and text messages. And the Millennials (1982/2000)are the most diverse and most educated generation. Their work-life balance has to be part of their work, this generation desires flexibility. This generation is optimistic, multitask, and tech-savvy. Millennials communicate with the whole world through social networks, text messages, blogs, and e-mail (McNamara, n.d.).
Will there be challenges managing a multigenerational workforce? Yes there will be, however a company that creates a culture for managing a multigenerational workforce will be successful. Some of the challenges may be, recruiting, training, how to overcome communication styles, generational stereotypes and cultural differences. These challenges can be overcome by the company establishing policies and procedures that addresses company expectations in the workforce and creating a diverse culture that foster a culture for all generations.
A multigenerational workforce is one of the most important assets for a company. The experience and knowledge of some and the desire to be innovative and the enthusiasm of others will contribute to the value and progress of an organization. Workforces that are multigenerational, when managed properly will have the competitive advantage, be a high performing organization and employ high work performers, by leveraging the talents and skill sets to obtain maximum job performance ...
Workforce diversity refers to differences among employees in terms of attributes like age, culture, background, physical ability, disability, race, region, and sex. Managing diversity effectively means eliminating differences in a multicultural workforce to increase productivity for both the organization and individuals. Some benefits of managing diversity include increased creativity, problem-solving, productivity, and market share.
This survey gathered opinions and insights from HR Practitioners & Business Owners on managing cross generational workforce and effectively maximizing competitive advantage
Similar to Kelly Services - Understanding Generational Diversity In Workplace (18)
Kelly Services - Understanding Generational Diversity In Workplace
1. Understanding and Leveraging
Generational Diversity
for organizational success
RECRUITMENT | OUTSOURCING | CONSULTING
www.kellyservices.com
2. Highlights
2 Executive Summary
3 Introduction
4 What is generational diversity
6 Why is generational diversity important and relevant in the workplace
9 Challenges of generational diversity in the workplace
11 Managing generational diversity in the workplace
14 Conclusion
15 References
All rights reserved. No part of this book may be reproduced or transmitted in any form without the written permission from Kelly Services.
3. Executive Summary
The business world is becoming increasingly global. Services and products offered by businesses
are also becoming more focused and targeted at specific demographic segments. In addition,
many organizations today have clients all over the world who demand excellent services and
products that meet their diverse needs, expectations and priorities.
At the same time, the composition of the workforce today The Asia Pacific region also has the world’s most positive
is changing significantly. The Silent Generation and first view about generational diversity with 44% confident that
wave of Baby Boomers are beginning to retire from the it contributes to workplace productivity. However, almost
workplace, taking decades of valuable experience with half of employees in Asia Pacific acknowledged that
them, while Generation X (“Gen X”) and Generation Y intergenerational differences can lead to serious conflicts
(“Gen Y”) are become the fastest growing age groups in the workplace.
in the workforce and the next generation of leaders.
While working within multi-generational relationships in
As the globalization of work continues and the age the workplace presents some challenges, understanding
composition of the workforce changes, understanding and managing generational diversity can bring an array
and leveraging the differences between generational of benefits and perspectives to the workplace, such as
groups is critical for organizations so as to continue improved talent attraction, retention and engagement,
motivating and engaging a multi-generational workforce enhanced workplace productivity, increased competitive
for optimum performance. advantage that keeps customers loyal and an expanded
view of succession planning and building leadership
With the current workplace being the most generationally bench strength.
diverse that it has ever been, intergeneration
management has been given special attention in the Responding to challenges in a multi-generational
latest Kelly Global Workforce Index, which examines the workforce requires the same skills needed to manage
impact of generational difference in the workforce. other diversity issues, which include moving beyond
superficial awareness, adapting communication styles,
The survey obtained the views of nearly 100,000 people and effectively managing different needs and
in 30 countries including more than 28,000 in Asia Pacific. expectations.
Across the board, there is a high level of understanding of Organizations with a diverse group of people from
generational differences in Asia Pacific, with Baby different age groups offering a range of views, opinions
Boomers having the highest perception (83%), followed and perspectives are almost always going to be more
by Gen X (81%) and Gen Y (73%). effective, more likely to produce creative and innovative
approaches, and have a greater long-term advantage
over their competitors.
UNDERSTANDING AND LEVERAGING GENERATIONAL DIVERSITY FOR ORGANIZATIONAL SUCCESS 2
4. Introduction
Workplace diversity is a growing business concern and an essential source of competitive
advantage for organizations in the ever-growing global economy.
Understanding and managing diversity in the workplace Understanding generational differences and managing
typically generates discussions of gender, race, the expectations of the various age groups is not an easy
ethnicity or disability. However, there is one slice of task but one that can enable organizations to build a
diversity that has been getting considerably more sustainable talent pipeline and leadership bench-strength
attention in the recent years: Generational Diversity. as well as propel organizations into new dimensions of
performance.
With the entry of Generation Y (“Gen Y”) to the working
world, the workforce for the first time consists of people This paper is developed to help organizations and HR
from all major age groups – Baby Boomers, Generation X practitioners gain a deeper understanding of generational
(‘Gen X’), and Generation Y (‘Gen Y’) – working together diversity in the workplace today.
to achieve business and organizational goals.
Specifically, it explores the fundamental differences
While this presents an exciting phase of growth and new among employees across different age groups as well as
opportunities for organizations, it also gives rise to a new highlights the benefits of leveraging and capitalizing on
set of challenges due to the different needs, values, the value of generational diversity. It also presents
priorities, perspectives, and work ethics among the strategies to overcome the challenges of generational
different generations. diversity in the workplace.
As the globalization of work and workers continues and
teams become more and more diverse, becoming acutely
aware of the cultural, experiential, skill-set and
communication differences between generational groups
is critical in order to connect with not only colleagues but
also clients, customers, and other stakeholders.
3 UNDERSTANDING AND LEVERAGING GENERATIONAL DIVERSITY FOR ORGANIZATIONAL SUCCESS
5. What is generational diversity
Generational diversity in the workplace refers to the To be successful in maximizing the variety of needs,
extent to which the workforce population of an experiences, values, and approaches based on
organization represents, or is influenced by, people of generation, and develop effective strategies as
different age groups available in the general workforce. organizations continue to grow, the first step is to
understand the differences among the generations.
Each generation shares similar experiences growing up
and views the world through their own generational Table 1 provides a summary of the different principles,
experiences, influences and social values. Accordingly, priorities, and perspectives across the four major
each group has a different approach around work-life generations, three of which will be discussed in this paper.
balance, employer loyalty, authority, and other important
issues related to the organization, all of which have a
significant impact in the workplace.
Table 1 – The Multi-Generational Workforce
Silent Generation Baby Boomers Gen X Gen Y
(1922-1945) (1946-1960) (1961-1980) (1981-2000)
Defining moments - Stable families - Political assassinations - Economic stagnation - TV talk shows
- Rise of labor unions - Prosperity, suburban - Increasing poverty - Economic prosperity
- Rural life Radio living - Divorce, working - Multiculturalism
- Silver screen (movies) - Television mothers - School violence
- Cold War/nuclear threats - Increasing racial and - Internet &
- Rights for minorities and ethnic diversity unprecedented mobility
immigrants - Computers
- Women’s rights - AIDS
- MTV
Values - Adherence to rules - Personal growth and - Self-reliance and - Sociability
- Dedication and sacrifice social involvement pragmatism - Morality
- Hard work - Optimism and team - Common sense/ - Optimism
- Law and order orientation simplicity - Civic duty
- Respect for authority - Personal gratification - Diversity, global - Confidence
- Patience and - Health and wellness thinking - Achievement
conformity - Balance
- Delayed rewards - Technoliteracy
- Fun, informality,
cynicism
Work is… An obligation An adventure A challenge Fulfillment
Interactive style Individual Teams Entrepreneurial Participative
Rewarded by… A job well done A title Freedom Meaningful work
Work and family life Kept separate Unbalanced Balanced Balanced
Loyal to… The company The company and self People Self and a professional
advocate
Time and work Traditional 9-5 work hours Emphasis on face-to-face Hours don’t matter as Uses technology to
time with upper long as work gets done challenge traditional
management schedule
Source: Kelly Services
UNDERSTANDING AND LEVERAGING GENERATIONAL DIVERSITY FOR ORGANIZATIONAL SUCCESS 4
6. What is generational diversity
The latest findings of the Kelly Global Workforce Index, This perception is also higher among Baby Boomers (83%)
which examines the impact of generational differences in and Gen X (81%) than Gen Y (73%) in Asia Pacific.
the workforce, show that there is a high level of
understanding of generational differences in Asia Pacific. The survey obtained the views of nearly 100,000 people
in 30 countries including more than 28,000 in Asia Pacific.
High level of understanding of generational differences in Asia Pacific
100%
90%
80%
70%
Do you feel that you
60%
understand the generational
50% differences in the workplace?
40% (% Yes)
30%
20%
10%
0%
Thailand China Australia India New Indonesia Malaysia Singapore Hong
Zealand Kong
5 UNDERSTANDING AND LEVERAGING GENERATIONAL DIVERSITY FOR ORGANIZATIONAL SUCCESS
7. Why is generational diversity important
and relevant in the workplace
The benefits of generational diversity in the workplace are numerous. For organizations whose goals are to seek growth
and sustainability in the long term, leveraging and capitalizing on the value of generational diversity in the workplace
can contribute to:
- Improved talent attraction, retention and engagement
- Increased competitive advantage that keeps customers loyal
- Enhanced workplace productivity
- An expanded view of succession planning and building leadership bench strength
Improved talent attraction, retention and Increased competitive advantage that keeps
engagement customers loyal
As the speed and scope of globalization increases, Leveraging generational workplace diversity is
understanding generational diversity and creating more increasingly seen as a vital strategic resource for creating
age diverse and flexible teams will broaden the pipeline competitive advantage.
of talent and remove organizations from attracting talent
from the same small pool, which ultimately drives up While differences exist among the generations at work, it
pricing but not necessarily the quality of the skills set is more beneficial to look at them as possible sources of
needed. synergy.
With Baby Boomers beginning to retire, current strategies By identifying each generation’s strengths and
on recruitment and retention to fill the positions left by recognizing the contributions that each generation can
the departing employees will no longer be sufficient to fill make to the workplace, organizations and leaders will be
the vacuum in knowledge, experience and management. better able to motivate and develop a talented workforce
The focus will shift to the important learning that occurs and achieve a distinct advantage over their competitors.
through cross-generational teamwork and mentoring.
Similar to the workforce, the client base of many
In addition, organizations have to learn how to attract and organizations is also becoming more diverse in terms of
keep the next generation of Gen Y employees. Besides culture, gender, personality and age. Organizations that
looking for opportunities to be connected with the impact are able to speak the language of today’s global and
of the work that they are involved in, Gen Y value the multinational clients will enjoy an advantage over those
chance to work with a diversity of people, of cultures, that are unable to.
ideas, perspectives, backgrounds and identities.
The risk of not managing generational diversity can be
misunderstanding between members of the workforce,
leading to conflict and disengagement. However, if well
managed, generational interaction can foster teamwork,
creativity and innovation.
UNDERSTANDING AND LEVERAGING GENERATIONAL DIVERSITY FOR ORGANIZATIONAL SUCCESS 6
8. Why is generational diversity important and relevant in the workplace
Enhanced workplace productivity
The rich diversity of generational perspectives, when According to findings in the Kelly Global Workforce Index,
valued, nurtured, and integrated, can lead to a more the Asia Pacific region has the world’s most positive view
robust and adaptable work environment as well as spur about generational diversity with 44% confident that it
teams to new heights of productivity. contributes to workplace productivity. Among this group,
members of Gen Y are notably optimistic.
Asia Pacific is the most positive and confident that genenerational diversity contributes to productivity
45% Do you think that differences
Gen Y 26%
18% between Gen Y, Gen X and Baby
Boomers play a part in how
43% effectively your workplace operates?
Gen X 27%
22%
Yes, make the workplace
42% more productive
Baby Boomers 24% Yes, interfere with productivity
27%
No, don’t make any difference
44%
Total 26%
20%
Asia Pacific
0% 10% 20% 30% 40% 50%
37%
Gen Y 27%
24%
42%
Gen X 25%
24%
47%
Baby Boomers 20%
24%
40%
Total 25%
24%
Europe
0% 10% 20% 30% 40% 50%
40%
Gen Y 21%
26%
41%
Gen X 21%
26%
43%
Baby Boomers 20%
27%
41%
Total 20%
26%
North America
0% 10% 20% 30% 40% 50%
Note that percentages may not add to 100 due to rounding
7 UNDERSTANDING AND LEVERAGING GENERATIONAL DIVERSITY FOR ORGANIZATIONAL SUCCESS
9. There is also a good deal of variation in how individual countries view the generation-inspired productivity benefits.
There are large perceived benefits in countries such as India, Malaysia and China.
Employees across Asia Pacific differ in their views about generation-inspired productivity benefits
60%
50%
40%
Do differences in generations
make your workplace more
30%
productive?
(% Yes)
20%
10%
0%
India Malaysia China Indonesia New Australia Singapore Thailand Hong
Zealand Kong
An expanded view of succession planning and
building leadership bench strength
In an increasingly global marketplace, organizations need New leaders – especially those from Gen X and Gen Y –
succession plans that create a more diverse and flexible will bring with them new ideas and values into
management team, even when doing so creates change organizations. Moreover, the dynamics in the relationship
and disruption. between employees and their leaders is likely to change
from hierarchical to one that is more flexible and
Organizations whose leaders and people all look, think, passion-driven.
and behave alike in lockstep progression will find their
talent pipeline shrinking dramatically.
On the other hand, succession plans that introduce a
variety of viewpoints, work styles and generations are
critical for success in the global marketplace.
In addition, the face of leadership is also changing. Many
globally emerging leaders are female, more often Asian,
and increasingly younger.
UNDERSTANDING AND LEVERAGING GENERATIONAL DIVERSITY FOR ORGANIZATIONAL SUCCESS 8
10. Challenges of generational diversity
in the workplace
Generational diversity brings an array of benefits and perspectives to the workplace. However, working within
multigenerational relationships can also generate workplace challenges because of different needs and expectations.
Intergenerational conflict in the workplace
Although there is a high level of understanding about This is a cause for concern as conflicts in the workplace
generational differences in the workplace, almost 50% can have a negative effect on productivity and workforce
of employees in Asia Pacific acknowledged that morale, both of which are closely linked.
intergenerational differences can lead to serious conflicts
in the workplace.
About 50% of employees in Asia Pacific have experienced intergenerational conflicts
60%
50%
40%
Have you experienced
intergenerational conflicts in
30%
the workplace?
(% Yes)
20%
10%
0%
Thailand China Indonesia Malaysia Singapore Australia Hong India New
Kong Zealand
9 UNDERSTANDING AND LEVERAGING GENERATIONAL DIVERSITY FOR ORGANIZATIONAL SUCCESS
11. Baby Boomers and Gen X in Asia Pacific feel strongly that they have not been rewarded according to
their expectations
Baby Boomers
Do you feel your current
Gen X employer is managing and
rewarding you in ways that
meet your hopes and
Gen Y expectations?
(% No)
Total
0% 10% 20% 30% 40% 50% 60%
Different reward expectations among the
generations
Even though employee reward and recognition programs However, such mindsets are being challenged today as
have become increasingly prominent in driving organizations compete for a limited pool of talent.
productivity, 47% of the Kelly Global Workforce Index Leaders need to rethink their organization’s growth
respondents in Asia Pacific express that they have not strategy in order to ensure that the next generation of
been rewarded according to their hopes and leaders have a consolidation of new, broader perspectives
expectations. This escalates with age, from 42% of Gen Y, and ideas that will add more value to the organization’s
to 50% of Gen X, and 60% of Baby Boomers. bottom line.
Organizations should take a closer look at reward and
recognition policies to make sure they track as much as Gen Y, idealism and high mobility
possible with the unique values and expectations of the The Gen Y group in the workforce is in a unique position,
different generations. The starting point is to appreciate having experienced extended periods of boom time, high
that there are genuine differences in the way different productivity, and prosperity in the marketplace instead of
generations value work and expect to be rewarded. hardships and economic crises.
While under-40 potentials are known to be fully engaged
Organizational and hierarchical barriers and passionate with their work, members of Gen Y are
In spite of the specific strengths and contributions that not as keen to wait ‘their turn’ on the corporate ladder.
generational members can bring to organizations, the Instead, they will create and find their own opportunities
hierarchical structure of some organizations might not elsewhere. Hence, organizations must be able to create
allow for such flexibility. Organizations based in ‘different company’ experiences for high potential
hierarchical societies often struggle with the idea of employees and more career development opportunities
abandoning the traditional corporate ladder in favour of for them to experience new contexts.
generational diversity in the workplace.
UNDERSTANDING AND LEVERAGING GENERATIONAL DIVERSITY FOR ORGANIZATIONAL SUCCESS 10
12. Managing generational diversity
in the workplace
Managing and responding to generational differences and challenges requires the same skills needed to deal with other
diversity issues. This would include moving beyond superficial awareness, adapting communication styles, and
effectively managing different needs and expectations.
Move beyond superficial awareness Agree on a common set of goals and objectives
Organizations need to move beyond a superficial Organizations and leaders should create awareness and
awareness of the generational gap, and seek actions that communicate a common set of vision, mission, goals and
attract and embrace the next generation. Members of objectives which allows everyone in the organization to
Gen Y are not easily forced into the confines of understand exactly where their role and responsibilities fit
pre-existing programmes. Instead, leaders must develop within.
initiatives that embrace new employees, and train them
on the values and expectations of the organization. A workforce that embraces inclusiveness, instead of
tolerating generational differences, will tend to achieve
It is equally important to listen to the ambitions and ideas higher productivity, and hence increased revenue.
of employees, and attempt to adapt their expectations to
their work environment. If done well, the different
generations will self-organize around issues, and create Adapt communication styles
innovative ways to extend their contributions. Managing “generational diversity” is only partly about
knowledge; it is mostly about communication. It is the
process of asking and engaging in more effective
conversations within an organization as well as with clients
that will help to piece the generational puzzle together.
More than 70% of employees across Asia Pacific are
making a conscious effort to adapt their communication
styles to colleagues from a different generation.
More than 70% of employees across Asia Pacific make a conscious effort to adapt their
communication styles
100%
90%
80%
70% Do you adapt your
60% communication style to
50% colleagues from a different
generation?
40%
(% Yes)
30%
20%
10%
0%
Thailand China Indonesia Malaysia Hong India Singapore Australia New
Kong Zealand
11 UNDERSTANDING AND LEVERAGING GENERATIONAL DIVERSITY FOR ORGANIZATIONAL SUCCESS
13. In addition, face-to-face communication is the most preferred method of communication across all three age groups in
Asia Pacific, despite the availability of instant messaging and email platforms.
Face to face discussion is the most preferred method of communication across all three age groups
in Asia Pacific
Baby Boomers When communicating with
colleagues, which method do
you prefer?
Gen X
Face-to-face discussion
Written correspondence
Gen Y
Phone and voicemail
Instant message/chat
Total
0% 20% 40% 60% 80% 100%
Review compensation and benefits structure
Organizations that once embraced a “one size fits all” For example, Asia Pacific employees across all age groups
approach to rewards must shift gears as they consider clearly indicate that they prefer traditional rewards such
the options provided to each generation of employees. as monetary bonuses and promotions to non-monetary
Benefits in the areas of money and non-monetary incentives such as time/days off and opportunities to learn
incentives are viewed quite differently by employees of new skills. Gen Y and Gen X are more likely to favour
different generations. traditional rewards than Baby Boomers.
Asia Pacific employees across all age groups prefer traditional to non-traditional rewards
Do you prefer traditional rewards such
Baby Boomers as monetary bonuses and promotions,
or non-traditional rewards such as time/
days off and opportunities to learn new
Gen X
skills?
Gen Y Traditional monetary rewards
Non-traditional rewards
Total Don’t know
0% 20% 40% 60%
UNDERSTANDING AND LEVERAGING GENERATIONAL DIVERSITY FOR ORGANIZATIONAL SUCCESS 12
14. Managing generational diversity in the workplace
Develop future leaders with a
multi-generational and inclusive perspective
Leaders in even the most traditional organizations need to
make room in their talent pipeline for successors who are
not like themselves. In some organizations,
building and nurturing a multi-generational workforce
which includes Baby Boomers, Gen X and Gen Y will be a
critical challenge but it should be viewed as an
opportunity to advance intergenerational diversity.
In addition, progressive organizations should look at
building leadership bench strength made up of people
who are adaptable, innovative, and able to transfer their
skills effectively across borders and cultures – critical traits
for success in the global marketplace.
Conclusion
Managing and leveraging generational diversity in the
workplace is not the sole responsibility of human
resources or senior management. Even though they may
play a key role in designing, supporting, and deploying
strategies and training to build a multi-generational
workforce, developing an atmosphere of diversity must
rest on the shoulders of everyone in the organization.
Now, more than ever, putting diversity to work in the
workplace should be a common goal of employers and
employees. Successful organizations that seek to
understand each generational group and accommodate
generational differences so as to capitalize on
generational differences in attitudes, values, and
behaviors at work will build a viable leadership bench
strength and talent pipeline for growth and sustainability.
13 UNDERSTANDING AND LEVERAGING GENERATIONAL DIVERSITY FOR ORGANIZATIONAL SUCCESS
15. References
Camden, Carl T. (8 July 2009). “Building a viable leadership bench strength and talent pipeline in APAC for growth and sustainability”
Speech presented at Kelly Services Human Capital Insights Forum in Singapore.
Kelly Global Workforce Index 2009; easypr.marketwire.com/easyir/msc2.do?easyirid=95BBA2C450798961
“Gen Y @ Work: A Profile”; www.kellyservices.com.sg/web/my/services/en/pages/whitepaper.html
Ayers, Keith, “Is There Really a Generation Gap?”; www.integrolearning.com.au/default.asp?id=72
Clausing, Sherry L ., Kurtz, D.L., Prendeville, J., Walt, J.L.; “Generational Diversity – the Nexters” – September 2003
Clough, Mike, “Using Generational Diversity to Your Advantage”; bestbizpractices.org/2009/07/27/using-generational-diversity-to-your
advantage, 27 July 2009
Dittmann, Melissa, “Generational differences at work”, Monitor on Psychology, Volume 36, No. 6 June 2005
Fisher, Anne, “When Gen X Runs the Show”, www.time.com/time/specials/packages/article/0,28804,1898024_1898023_1898086,00.
html, 14 May 2009
Hoobler, Jenny, Basadur, Tim, Lemmon, Grace, “Management of a Diverse Workforce: Meanings and Practices”, The Journal of Equip-
ment Lease Financing (Online), Winter 2007
Notter, Jamie, “Moving Beyond the Hype about Generational Diversity”; Journal of Association Leadership, Fall 2007
Notter, Jamie, “Generational Diversity in the Workplace”, Notter Consulting; www.multiculturaladvantage.com/recruit/group/mature/
Generational-Diversity-in-Workplace.asp
Varghese, Tom “Generational Diversity in Today’s Workplace”, 2009
UNDERSTANDING AND LEVERAGING GENERATIONAL DIVERSITY FOR ORGANIZATIONAL SUCCESS 14
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India Singapore
Unitech Cyber Park, Tower C, 10 Anson Road #20-08,
Unit #1003, 10th floor, Sector – 39, International Plaza,
Gurgaon – 122002, Haryana Singapore 079903
Tel: (91) 124 472 6600 Tel: (65) 6501 4700
Fax: (91) 124 472 6699 Fax: (65) 6221 1262
Email: info@kellyservices.co.in Email: info@kellyservices.com.sg
Indonesia Thailand
Mayapada Tower 18th Floor, 29th Floor Empire Tower 2,
Suite 18-01B, Jl. Jend. Sudirman Kav. 28, Unit 2904,195 South Sathorn Road,
Jakarta 12920 Indonesia Bangkok 10120 Thailand
Tel: (62) 21 521 1873 Tel: (66) 2 670 0505
Fax: (62) 21 521 1874 Fax: (66) 2 670 0509
Email: kellyjkt@kellyservices.co.id Email: ksbkk@kellyservices.co.th
Japan
Shinagawa INTERCITY B Tower 10F,
2-15-2 Konan Minato-ku,
Tokyo 108-6110, Japan
Tel: (81) 3 5781 4547
Fax: (81) 3 5781 4574
Email: info@kellyservices.co.jp
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