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Generational Diversity in the Workplace- What Should Employers Be Thinking About?
LAURA S. HERTZOG, ESQ.
DIRECTOR, EEO/DIVERSITY AND
INCLUSION PROGRAMS, CORNELL ILR
APRIL 2011
2
Laura S. Hertzog, Esq.
Professional Experience• Cornell University Director• Hunter College, Dean for Diversity and Compliance• Credit Suisse, Director of Global Diversity• Chadbourne and Parke, LLP, Director of Associate Development&
Legal Personnel• New York University School of Law, Instructor• Paul, Weiss, Rifkind, Wharton & Garrison, Litigation Associate
Education:• Princeton University, A.B. East Asian Studies (Chinese)• University of Michigan Law School, J.D. cum laude
2011 Cornell ILR 3
Goals
1. Give a quick summary of the characteristics of four generations in the workplace.
2. Present an example of how these issues play out in the workplace.
3. Not cover all of the details that would be covered in a full day class.
4. Not suggest that everyone in a generation thinks the same way.
Why Is This Worth Discussing?
1.This issue is real and it isn’t going away.2.Unlike some other aspects of diversity, everyone has some familiarity with it-may make it an easier intro D&I discussion.3.We often discuss this in the context of the US, but generational issues are global ones.
Traditionals Born before 1945 Influenced by the Military Value Privacy, Boundaries, Experience and Structure
Baby Boomers Born 1945-1963 Leadership style collegial and consensual Enjoy visible symbols of recognition; “Workaholics”
Generation XBorn 1964-1980Independent, self-reliant, skepticalValue work-life balance, personal development
Millenials Born 1981 and after Detailed guidance, frequent feedback, tech savvyComfortable w/diversity, group-oriented
A Typical Day at Work for:
Al the Traditional
B.B. the Baby Boomer
Xavier the GenXer
Millie the Millenial
Two Different Approaches
Option 1: Al is mean and out of touch B.B. is a micro-manager who needs to
get a life Xavier isn’t committed to his job, and
is a bad manager Millie is immature and not very bright
Two Different Approaches
Option 2: “See all [workers]as amazing and worth
your admiration. When we believe in and admire performers, we interact with them in noticeably different ways.”
-Lisa Haneberg, Coaching Up and Down the Generations
Remember to convey the WIIFM
Important Keys to Success
Clearly Communicate Expectations
Train Managers on Generational Issues
Focus on competencies, not stereotypes
Think about matching talents to projects
In Closing…
Different is neither right nor wrong, just different
Acknowledge your team’s expectations, not just your own
Generational understanding does not take the place of concern for the individual