UM Generational Diversity

GENERATIONAL DIVERSITY IN THE WORKPLACE

SOPHIA GUEVARA AND JENNIFER PEATTIEUniversity of Michigan – Ann Arbor | 11.9.09

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 (Randstad 2008 World of Work Survey)

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 Value to the Information Work Environment

-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 Most valued/Least

valued soft benefits Satisfying work: 71% Flexible hours: 51%

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 Boomers - Stereotypes

Poor technology skills

Low energy Self-absorbed

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: 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 Value to the Information Work Environment

- 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 Most valued/Least

valued soft benefits Pleasant work

environment: 69% Flexible hours: 48%

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

Generation X - Stereotype

Slacker Generation “Not particularly

committed to a career”

Impatient Too

cynical/negative

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: 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 Value to the Information Work Environment

-Pierce, Sarah. Generation Y Myths Debunked. Entrepreneur. June 2007. Retrieved online August 1, 2009 at: http://www.entrepreneur.com/humanresources/managingemployees/article179200.html-Digital Natives/Digital Immigrants: http://www.marcprensky.com/writing/Prensky%20-%20Digital%20Natives,%20Digital%20Immigrants%20-%20Part1.pdf

Understanding Generation Y

Fresh energy Personal fulfillment

and making a difference

Generation Y at work Most valued/Least

valued soft benefits Satisfying work: 59% Challenging work:

42%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

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

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

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 longerCauses Boomers to compete with their own childrenResults in Gen-X and Gen-Y feeling threatened and trapped in jobs that offer little hope of advancement or promotion

The Gray Ceiling

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 $93,000Only 13% of workers believe they have enough savings and assets for retirementThe normal retirement cycle has been disrupted

Understanding Gray Ceiling Factors

How do you see yourself?

Are you the coyote or the anvil on his back?

The “Apprentice to Master Paradigm” ends with Gen X and Gen Y

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 focused 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 theSystems Thinking framework “Causal 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?